1 THE NEW BUSINESS OF BUSINESS LEADERS Hiring and Onboarding
2 2 INTRODUCTION Unlocking the potential of your talent is key to the success of your organization. Leading businesses actively dedicate resources to capturing talent data, turning it into actionable information, and using it to make better decisions resulting in huge benefits to the business. This e-book focuses on the talent management functions, tools, and approaches that will enable you to successfully hire, train, and retain the right people for your organization.
3 Introduction Hiring Onboarding Performance Resources 3 See how CSX has dramatically reduced both time-to-hire and cost-to-hire with the Oracle Taleo Cloud Service.
4 4 Hiring Challenges and Solutions Leaders are defined by the performance of their team members, so it s not surprising that successful leaders have become much more involved in hiring and onboarding. But to be effective, leaders need access to reliable talent data. To find better candidates faster leaders must be able to: Increase Talent Visibility Business leaders should have clear visibility into the abilities of both external candidates and existing employees, widening the pool of talent from which they can fill roles improving speed and quality of hire. Enhance Talent Matching Talent matching tools can help to identify the best candidates, match vacancies to existing top performers, and accelerate hiring decisions. Tap Employee Networks Top performers know other top performers so solutions that enable your employees to promote openings across their personal networks will result in better-quality hires.
5 Introduction Hiring Onboarding Performance Resources Talent Sourcing: Build, Buy, or Rent? When faced with a skill or capacity gap, the default solution is to hire. However, sometimes the best response is to build on existing capabilities or to rent capability though consultants or agencies. 5 For business leaders to develop an effective talent sourcing strategy they must: Connect strategic goals to skills and expertise Evaluate the gap between emerging needs and existing capabilities Develop talent profiles of employees, candidates, and contractors Best-in-class organisations involve the hiring manager in onboarding 83 percent of the time laggards only do this 69 percent of the time Source: Aberdeen Group, Onboarding 2011: The Path to Productivity
6 6 Onboarding Challenges and Solutions Once you ve managed to identify and hire the right talent it s crucial to provide them with the knowledge, skills, and behaviours to become effective members of your organization. Aberdeen Group s benchmark study, Onboarding 2011: The Path to Productivity, reported that best-in-class organizations involve the hiring manager in onboarding 83 percent of the time, compared to an industry average of 74 percent. The organizations falling behind only took this approach 69 percent of the time. With talent solutions that provide the data, insights, and decision support to meet the needs of new hires, managers and business leaders can: Decrease Time to Proficiency Get new employees engaged and productive quickly through training and knowledge sharing, and by connecting them to their peers within your organization. Decrease the Number of Quick Quits New hires who don t fully integrate with your organization, and quickly leave, can cause great frustration and significant cost. Supporting decision-making with reliable talent data can reduce this risk.
7 Introduction Hiring Onboarding Performance Resources Integration into the Organizational Network To reduce turnover rates, business leaders can build connections in the employee s new organizational network, enabling new hires to make connections with colleagues who have shared skills, roles, and interests. Studies have shown that networks formed around non-business related interests provide a vital channel for information sharing and collaboration. 7 Only 17 percent of executives have access to reliable quality-of-hire data Source: 2010 survey of US human resources and line-of-business executives conducted by Taleo research and Human Capital Institute.
8 8 Performance Management and Development Start with Hiring and Onboarding To gain a new hire s commitment you need to articulate clearly how their personal goals will align with those of the broader organization. Smart leaders will begin employee development during the onboarding process to encourage self-improvement and career planning from the outset. Talent management systems can support this alignment and the subsequent tracking process, while offering clear visibility into cascading goals and related learning activities. CASE STUDY AKZONOBEL SELECTS ORACLE TALENT MANAGEMENT CLOUD SERVICE FOR ITS RECRUITING NEEDS Replaces SAP Recruiting Solution to Help Improve its Strategic Talent Management Efforts. Click here to find out more
9 Introduction Hiring Onboarding Performance Resources 9 See how Diebold is using the Oracle Taleo Cloud Service to improve decision-making and simplify the recruitment process.
10 10 See why business leaders need more visibility and control of the hiring and onboarding process.
11 Facebook f Logo RGB /.eps Facebook f Logo RGB /.eps Introduction Hiring Onboarding Performance Resources Oracle Taleo Cloud Service Oracle Taleo Cloud Service offers industry-leading solutions to help enterprises source, attract, and retain the best talent providing the actionable insight needed to speed the recruitment and onboarding process, get the most out of individual employees, and ultimately improve business value. 11 STAY CONNECTED LEARN MOre Oracle Taleo Onboarding Cloud Service Oracle Taleo Recruiting Cloud Service How ready are you for the Cloud? White Paper The New Business of Business Leaders: Hiring and Onboarding
12 June 2013 Author: Oracle Marketing Accelerate and Complete Your HR Transformation March 2012 Oracle Author: Corporation Oracle Marketing World Headquarters 500 Oracle Parkway Redwood Oracle Corporation Shores, CA U.S.A. World Headquarters 500 Oracle Parkway Find Redwood your local Shores, Oracle CA contact number U.S.A. here: contact/global html Find your local Oracle contact number here: Oracle.com contact/global html Copyright 2012, Oracle and/or its affiliates. All rights reserved. This document is provided for information purposes only Copyright 2013, Oracle and/or its affiliates. All rights reserved. This document is provided for information purposes only and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor subject to and the contents hereof are subject to change without notice. This document is not warranted to be error-free, nor subject to any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions any other warranties or conditions, whether expressed orally or implied in law, including implied warranties and conditions of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document and of merchantability or fitness for a particular purpose. We specifically disclaim any liability with respect to this document and no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or no contractual obligations are formed either directly or indirectly by this document. This document may not be reproduced or transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission. transmitted in any form or by any means, electronic or mechanical, for any purpose, without our prior written permission. Oracle Oracle and and Java Java are are registered registered trademarks trademarks of of Oracle Oracle and/or and/or its its affiliates. affiliates. Other names may be trademarks of their respective Other owners. names may be trademarks of their respective owners. AMD, Opteron, the AMD logo, and the AMD Opteron logo are trademarks or registered trademarks of Advanced Micro Devices. Intel and Intel Xeon are trademarks or registered trademarks of Intel Corporation. All SPARC trademarks are used under license and are trademarks or registered trademarks of SPARC International, Inc. UNIX is a registered trademark licensed through X/Open X/Open Company, Company, Ltd. Ltd. Oracle.com
An Oracle White Paper October 2011 Why CRM Has Failed the Customer And What to Do About It Introduction Customer relationship management (CRM) one of the great application categories to emerge over the
Oracle Hyperion Financial Close Management Oracle Hyperion Financial Close Management is built for centralized, webbased management of period-end close activities across the extended financial close cycle.
An Oracle White Paper February 2012 Seven Power Lessons for Customer Experience Leaders Introduction Customer experience the sum total of all the interactions a customer has with your brand during their
PROACTIVE ASSET MANAGEMENT A pathway to optimized reliability and world-class business performance Oracle Utilities Work and Asset Management 2 Effective work and asset management ensures mission-critical
ORACLE PRODUCT DATA HUB THE SOURCE OF CLEAN PRODUCT DATA FOR YOUR ENTERPRISE. KEY FEATURES Out-of-the-box support for Enterprise Product Record Proven, scalable industry data models Integrated best-in-class
An Oracle Best Practice Guide April 2012 Best Practices for Improving First-Contact Resolution in the Contact Center Introduction... 1 Understanding First-Contact Resolution... 2 Improving First-Contact
An Oracle Best Practice Guide March 2012 Best Practices for Chat Deployments Introduction... 1 Best Practices for Planning Oracle RightNow Chat Cloud Service Deployments... 2 Define Your Goals... 2 Customer
An Oracle White Paper November 2011 A Superior Web Self-Service and Contact Center Solution: Buy It or Build It? Executive Overview... 1 Introduction... 1 The Right Knowledge Management Solution: A Critical
An Oracle White Paper June, 2012 Provisioning & Patching Oracle Database using Enterprise Manager 12c. Table of Contents Executive Overview... 2 Introduction... 2 EM Readiness:... 3 Installing Agent...
An Oracle White Paper March 2012 Eight Steps to Great Customer Experiences for Government Agencies Introduction... 1 Best Practices for Better Service... 2 Customer Experience Challenges for Government
An Oracle White Paper March 2013 Big Data Analytics Advanced Analytics in Oracle Database Advanced Analytics in Oracle Database Disclaimer The following is intended to outline our general product direction.
An Oracle White Paper June, 2013 Enterprise Manager 12c Cloud Control Executive Overview... 2 Introduction... 2 Business Application Performance Monitoring... 3 Business Application... 4 User Experience
An Oracle White Paper October 2012 Broker and Trading Compliance: Make Your Investment Pay Off Executive Overview... 2 Introduction... 2 A New Era of Crime and Compliance... 3 A Model Approach... 4 Focus
Oracle White Paper Simplify Enterprise Mobility with the Oracle Mobile Platform Disclaimer The following is intended to outline our general product direction. It is intended for information purposes only,
An Oracle White Paper February 2013 Schneider National Implements Next - Generation IT Infrastructure Introduction Schneider National, Inc., a leading provider of truckload, logistics, and intermodal services,
Oracle Insurance Revenue Management and Billing for Healthcare Payers ORACLE WHITE PAPER JULY 2014 Table of Contents Introduction 1 Oracle Insurance Revenue Management and Billing for Healthcare Payers
An Oracle White Paper June 2009 An Overview of Oracle Business Intelligence Applications Executive Overview... 1 Introduction... 1 The Build Versus Buy Decision... 3 Solving the Data Access Challenge...
An Oracle White Paper September 2013 Advanced Java Diagnostics and Monitoring Without Performance Overhead Introduction... 1 Non-Intrusive Profiling and Diagnostics... 2 JMX Console... 2 Java Flight Recorder...
See What's Coming in Oracle Service Cloud May 2015 Capabilities and Benefits - Release Content Document ORACLE SERVICE CLOUD MAY RELEASE OVERVIEW This latest release of Oracle Service Cloud provides significant
An Oracle Best Practice Guide March 2012 Best Practices for Improving Survey Participation Introduction... 1 Top 7 Best Practices for Question Creation... 2 1. Keep It Relevant... 2 2. Make Your Questions
Human Capital Management Trends 2013 It s a Brave New World January 2013 Mollie Lombardi and Madeline Laurano Page 2 Executive Summary Human capital management is a key business initiative. Without insight
Oracle Database Backup To Cloud: Amazon Simple Storage Service (S3) ORACLE WHITE PAPER JULY 2015 Introduction 1 Why Backup to Cloud Storage? 2 Oracle Secure Backup Cloud Module 3 Complete Data Security
ORACLE HEALTH SCIENCES INFORM: COMPREHENSIVE CLINICAL DATA CAPTURE AND MANAGEMENT CLOUD KEY BENEFITS Accelerate clinical trial timelines while reducing trial cost and risk Collect and deliver higher-quality
An Oracle White Paper April 2010 Application Performance Management with Oracle Enterprise Manager 11g Introduction... 1 Top Challenges of Application Performance Management... 2 Oracle s Application Performance