Copyright 2014,Oracle and/or its affiliates. All rights reserved. Oracle Confidential Restricted

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1 10/30/2014 Insightful HR Modern Analytics in Practise Näkemyksellinen HR Moderni analytiikka käytännössä Ewa Tawaststjerna Nordic Business Development, Oracle Henry Foorumi 2014 Copyright 2014, Oracle and/or its affiliates. All rights reserved. 1

2 Safe Harbor Statement The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle s products remains at the sole discretion of Oracle. 3 Today s Agenda Little introduction to Oracle Something odd is going on! Why all the interest in analytics? What good looks like Some issue to consider Oracle Confidential Restricted 2

3 Oracle Corporation Scale $38.5B in revenue on a trailing twelve-month basis * 400,000 customers in 145 countries $34B in R&D since 2004 $60B on more than 100 acquisitions More than 25,000 partners More than 120,000 employees 18,000 customer support specialists, speaking 29 languages 17,000 implementation consultants 2.2 million students supported annually Innovation #1 in 50 product/industry categories #2 software company in the world #2 cloud company in the world More than 17,000 patents worldwide 36,000 developers and engineers 15 million developers in Oracle online communities 900 independent Oracle user groups with 500,000 members * GAAP revenue reported in USD as of August 31, Oracle Nordic Oracle Norway founded in 1987 HC 217 Lysaker, Oslo and Trondheim Oracle Finland founded in 1988 HC 215 Espoo, Tampere and Kuopio Oracle Denmark founded 1982 HC 250 Ballerup and Silkeborg Oracle Sweden founded in 1985 HC 400 Kista (HQ), Stockholm, Göteborg, Karlstad and Värnamo. 6 3

4 Oracle s HCM Leadership 13,500+ Oracle HCM Customers 6,000+ Global HCM SaaS Customers 12m+ Global HR & Talent Cloud End Users 3,000+ Global Payroll Customers $5b+ Annual R&D Investment / $1b+ in Cloud 200+ Countries = Truly Global Oracle Confidential Restricted 7 Sampling of HR & Talent Cloud Service Customers Oracle Confidential Internal/Restricted/Highly Restricted 8 4

5 Something odd is happening Why all the interest in Analytics? 5

6 11 Wouldn t it be great to know Which people are at risk to leave? If a worker will perform as expected? If a worker is underpaid? If you have talent plans in place to support directional shifts and new opportunities? 12 6

7 What is the Impact to HR? 58% of CEOs concerned about talent gap 31% could not innovate effectively could not pursue market opportunity 29% 24% cancelled / delayed a strategic initiative Source for all statistics: PwC 15 th and 16 th Annual Global CEO Surveys, 2012 and 2013 Oracle Confidential Internal/Restricted/Highly Restricted 13 Workforce Insights Are Now Business Critical 70%+ <30% CEOs believe relevant workforce information is important or very important Get comprehensive information in most cases i Source: PwC 15 th Annual Global CEO Survey, 2012 Only 39% of businesses are currently using integrated analytics from HRMS / HRIS; 62%still on spreadsheets Source: Visier Inc Survey of U.S.-Based Employers; conducted by Fisher Vista 7

8 What is Critical for Executive Decision Making 15 Current State IBM CHRO Insights

9 HR s use of Metrics CIPD shr Outlook 2012 The 4 maturity stages of HR Where are you today, where do you want to be in X years? Empowering the Business Empowering the People Empowering the Workforce Empowering HR 9

10 Metrics vs. Analytics Metrics Answer What Was, Analytics Answer What If Every organization tracks metrics, and usually very well, but analytics are much more complex Cost Per Hire Course Enrollment Goal Progression Headcount Turnover Time to Fill Time to Productivity Quality of Hire Metric Analytic Analytics Enables Strategic HR Impact Effectiveness Efficiency Understand where and why HCM makes the biggest difference in the business Measure the business impact of high versus low performance in jobs and the performance drivers Measure specific effects of HR programs (quality of hire, learning from training, motivation from rewards, etc.) Measure the effectiveness of organization design (e.g. span of control, career movement, etc.) Measure the cost and efficiency of recruiting, developing, organizing and managing the workforce (e.g. cost-per-hire, time-to-hire, training cost, overtime spend, etc.) Benchmark internally and outside the organization Reduce compliance risk One of the ways that HR can add significant value is to improve decision making about human capital. What makes HR A Strategic Partner? Edward E. Lawler III, John W. Boudreau, Center for Effective Organizations University of Southern California 10

11 Missed Opportunities for Many, But Not All Only 15% of organizations have multi-sourced HR data to support metric and analytics But those that do deliver 12% higher sales per employee than those that do not Source: CedarCrestone HR Systems Survey 21 If HR professionals want to keep their jobs and increase their influence, they must focus on the value they can deliver to the organization. David Ulrich (CEO Survey Study) Copyright 2014,Oracle and/or its affiliates. All rights Oracle reserved. Confidential Internal/Restricted/Highly Restricted 22 11

12 What good looks like Insight is Important at Every Level Transform data into valuable decisions Executive HR Professional Manager Lead with agility and have talent plans in place to support shifts, growth and new opportunities Forecast work performance and identify and address talent risks Make real-time decisions and to effectively manage their talent 24 12

13 Make RATIONAL decisions. Take ACTION. Inside-Out Outside-In You are processing a transaction in HCM You have access to a dashboard through HR Analytics Embedded analytics make decisions easy Or Guided analysis allows you to drill down to details in HCM Take Action Take Action Insightful Complete Workforce Insights for Every Department Real-time transactional intelligence with hundreds of pre-built KPIs Reporting without limits Predictive analytics and what-if modeling HR Performance benchmarking with big data Best-practice, role-based dashboards and embedded Insights Oracle Confidential Restricted 13

14 Typical HR Admin dashboard Build report 14

15 Typical HR exec dashboard Embedded Analytics 15

16 Pervasive Analytics What you need When you need it Timely and exception based Easy to understand Actionable Reliable Comprehensive Devise agnostic BYOD Holistic Analytics HR - Headcount - Absence - Performance - Turnover Finance - Payroll - Overtime - Expenses - Overheads Operations - Activity Levels - Sales / Performance - Transaction Volumes - Service Levels 16

17 Predictive Analytics Flight Risk Quality of Hire Performance Absence Business Impact Prospects Predictive 17

18 Predictive Predicitive 18

19 Predicitive Typical Workforce Analytics Only Provide Partial Answers What parts of the job were they not satisfied with? Why are we losing our top performers? Why specifically did they not get along with their manager? Were there highperforming temporary employees who could have benefitted from a permanent offer? What kinds of benefits are competitors using to attract top talent? 19

20 Understanding Unstructured Data HR Analytics Employee HR Events Metrics: Headcount, Turnover, Compensation Dimensions: Event Type, Employee, Supervisor, Organisation, Date Employee HR Events EmployeeID SupervisorID Date EventType BaseComp Bonus OverTime /3 Promotion $140K $30K $20/HR /4 Termination $90K $15K $30/HR Human Resources ERP HR Event Notes & Justification Dave was flagged for promotion prior to acquisition. He is a top performer and a key contributor How can we retain our top performers? Engagement Surveys Unstructured Comments Joe is ready to take the next step but mentioned lack of adequate training as a key reason he is not 100% confident Content Management Systems Employee Resumes.. after having worked in Salisbury as a Store Manager for. Social Media Public Comments and Sentiment I would love to work for that company. I hear they have very flexible working hours and value family.. Job Market Analysis Oracle Confidential Restricted 20

21 Sourcing Effectiveness Oracle Confidential Restricted Key Issues 21

22 So what are the Issues?! Quality! Usability! Time! Data Silos What are the Challenges? 44 22

23 Key Lessons Executive engagement Data not instinct Culture of openness and sharing Focus on collaboration and cross-line-of-business working Interpretation skills Skills in different parts of the business / external specialists Space to explore, opportunity to examine Pick a topic!!! More Information: Driving HR Forward a practical guide for making the shift from administrator to strategic advisor: CHRO Central: Oracle complete HR offering: Oracle cloud pages: Connect with me in LinkedIn and in Twitter@etawaststjerna 46 23

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