Maximize the Strategic Value of Your Service Professionals. Shawn Fox Industry Director Professional Services

Transcription

1 Maximize the Strategic Value of Your Service Professionals Shawn Fox Industry Director Professional Services

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 decision. The development, release, and timing of any features or functionality described for Oracle s products remains at the sole discretion of Oracle. 2

3 Agenda Leadership in Consulting Services Maximizing the Strategic Value of Your Service Professionals Results Achieved by Oracle Customers 3

4 Oracle in Consulting Services Did You Know? 9 of the top 10 Global IT Services firms run Oracle applications 8 of the top 10 Best Firms to Work For in consulting magazine run Oracle applications 27 of the top 35 most innovative consulting and business services firms run Oracle applications 4

5 The Employee Retention & Profitability Challenge Improve Employee Retention & Profitability How can I optimize my consultants talent and the deployment of that talent for each and every engagement we undertake? With the consulting industry on an upswing following several difficult years, recruiting and HR leaders within many firms are clamoring for talent. Turnover is up and rising in many consultancies. Industry and firm-specific changes related to capital structure, outsourcing, and other issues are creating dissatisfaction among some professionals at the same time that business volume is trending positively.. Kennedy Information Top Labor Challenges Most Important Benefits Objectives Cited by Employers Retaining Top Talent 75.2 Impending Labor Shortage 55.9 Lack of Succession Plan Managing Global Workforce Offshoring/Outsourcing Contingent Labor Mgt % of Respondents Source IDC 2006 Talent Survey Retain Employees Control Costs Increase Productivity 35% Increase Job Satisfaction 34% Attract Employees 30% Decrease HR Costs 18% Better Benefits Decisions 14% Better Financial Decisions 11% Address Diverse Needs 9% Source MetLife 2007 Study of Employee Benefits Trends 50% 55% 5

6 Agenda Leadership in Consulting Services Maximizing the Strategic Value of Your Service Professionals Results Achieved by Oracle Customers 6

7 Maximize the Strategic Value of Your Service Professionals Requirement Oracle Capability The Oracle Difference Attract, Retain, and Motivate Top Talent Talent Management, Identity Management Market Leading Solution to Support Recruiting, Learning, Reviews, Compensation, Career & Succession Planning Align resource learning with strategic corporate objectives Performance Management, Learning Management Centralized Enterprise Competence Model to Store Skills, Experience, Certifications & Availability Gain Visibility Into the Workforce HR Intelligence Only Oracle Provides Actionable Insight Through Flexible, Easy to Use Dashboards and Embedded Analytics 7

8 Maximize the Strategic Value of Your Service Professionals Requirement Oracle Capability The Oracle Difference Attract, Retain, and Motivate Top Talent Talent Management, Identity Management Market Leading Solution to Support Recruiting, Learning, Reviews, Compensation, Career & Succession Planning Align resource learning with strategic corporate objectives Performance Management, Learning Management Centralized Enterprise Competence Model to Store Skills, Experience, Certifications & Availability Gain Visibility Into the Workforce HR Intelligence Only Oracle Provides Actionable Insight Through Flexible, Easy to Use Dashboards and Embedded Analytics 8

9 End-to-End Recruiting Drive Successful Sourcing and Hiring Recruiter / Manager Approve and advertise new jobs Coordinate and execute screening Progress assessment to offer Perform pre-hire checks Review recruitment process metrics Screen Direct or Contract Labor Hire & On-Board Recruiting Prospect Recruit Applicant Internal External Contractor Search and apply for jobs Monitor progression process Initiate and complete administrative processes Browse job openings Request notification of openings 9

10 New Hire On-Boarding Accelerate Ramp-Up to Productivity Manual Processes Automated Processes How do I get started? Register for orientation How and when do I get paid? What benefits are available and how do I enroll? How do I get my computer? What is my network ID? What training courses should I take? Vs. Self-Service, Checklists Set-up payroll Enroll for benefits Laptop allocation Set-up user IDs Sign-up for training Time and Resource Consuming Directed, Efficient and Rapid 10

11 Systematically Grow and Reward Talent Learning Retention Plan Business Plan Succession Plan Gap Analysis Curriculum Development Suitability Match Blended Learning On-Line Classroom On-the-Job Learning Instruct Course Improvement Test scores Success rates Evaluations Measure & Monitor Self-Mgmt Progress monitoring Self assessment Competencies update Employee Mgmt Appraisals Project reviews Performance reviews Progress monitoring Reward, Deploy, & Promote Assign based on new skills Career path Leadership potential Total comp adjustment Career Progression Metrics Training completion & success rates Skills improvement rates On-the-Job Proficiencies Common Terminology for Competencies, Objectives Management 11

12 PricewaterhouseCoopers COMPANY OVERVIEW PricewaterhouseCoopers (PwC) is one of the world s largest accounting firms, with 770 offices and 22 industry specialties in 149 countries around the globe PwC offers three broad service lines: Assurance, Tax and Advisory Employees: 2005 employees- 140,000+ Revenue: US$22 billion CHALLENGES/OPPORTUNITIES PwC needed to reduce costs through efficient means of delivering global HR services PwC needed to manage risk associated with today s complex regulatory environment PwC needed to maintain, protect and enhance its brand image and reputation as a cutting-edge ebusiness SOLUTIONS Oracle s PeopleSoft Enterprise Human Capital Management (HCM) CUSTOMER PERSPECTIVE The move up to Oracle PeopleSoft HCM enables us to enhance our brand and reputation. We espouse to be an ebusiness, and we recruit huge numbers of people every year. Oracle PeopleSoft HCM e-modules play a key role in supporting our drive to ehr. Ron Collard, Partner HR Services RESULTS Attract, track, and bring qualified candidates on-board quickly and effectively Reduced costs by standardizing processes across the business, improving employee productivity and implementing tools that provide real-time, accurate data in order to meet customer needs Manage risk and exposure in a tightening regulatory environment through improved compliance, data definition, business intelligence, analytics and tracking 12

13 Maximize the Strategic Value of Your Service Professionals Requirement Oracle Capability The Oracle Difference Attract, Retain, and Motivate Top Talent Talent Management, Identity Management Market Leading Solution to Support Recruiting, Learning, Reviews, Compensation, Career & Succession Planning Align resource learning with strategic corporate objectives Performance Management, Learning Management Centralized Enterprise Competence Model to Store Skills, Experience, Certifications & Availability Gain Visibility Into the Workforce HR Intelligence Only Oracle Provides Actionable Insight Through Flexible, Easy to Use Dashboards and Embedded Analytics 13

14 Align Resources to Business Needs Deploy the Right People to the Right Project Learning Management System Employer Identify critical competencies Develop employee skill grade based on work experience, training, certifications, etc. Define succession plans Employers search globally for people with required skills for projects, succession plans, deployments, etc. Employees Define baseline proficiencies and skill levels Define preferred career plan Self-train for jobs and then apply on-line Employees search online for suitable jobs and training opportunities Optimally Fit People to Jobs to Fully Leverage Skills and Prevent Employee Turnover 14

15 Performance Management Use Automation to Help Set and Achieve Business Objectives Managers Optimize Fit at Lower Costs Evaluate Track performance vs. objectives Self & employee assessments; 360º feedback Employees Self-Manage Careers Plan Do Plan Do Assess skills needs and resource requirements to meet business objectives Develop comprehensive succession plans Search globally for internal or external people with required skills, qualifications & availability Fit people to project skills and schedules Drive on-the-job development; recommend training Conduct online career planning Establish baseline skills and qualifications Create detailed career growth path Self-train to upgrade qualifications Update skills and qualifications online 15

16 McDATA Moves from SAP to Support Growth COMPANY OVERVIEW Leading provider of storage networking solutions Annual Revenue: $100-$500 Million Employees: 500 to 1999 CHALLENGES/OPPORTUNITIES Resolve scalability and flexibility issues of SAP solution, which was scheduled for de-support Reduce custom coding for easy upgrade and controlled costs Support complex supply chain operations with reduced order cycles and streamlined inventory and logistics operations Provide real-time order tracking and business intelligence SOLUTIONS Oracle Financials Oracle Human Resources Oracle Payroll Oracle Self-Service HR Oracle Purchasing Oracle isupplier Portal Oracle TeleService Oracle Contracts Oracle Depot Repair Oracle isupport Oracle Field Sales Oracle Incentive Compensation Oracle Support Oracle Consulting Services CUSTOMER PERSPECTIVE Oracle was the clear winner over SAP. Besides giving us more flexibility, we found that Oracle would cost two-thirds less to operate over five years. Debra Morton, Director of Applications, McDATA RESULTS Replaces SAP solution Oracle ilearning enabled McDATA to create content, compile courses, and design a complete curriculum Projected ROI of 352% Avoided adding six new full-time equivalent positions (FTEs), and Oracle's self-service approach will enable further cost savings Increases flexibility of IT infrastructure 16 March 2006

17 Maximize the Strategic Value of Your Service Professionals Requirement Oracle Capability The Oracle Difference Attract, Retain, and Motivate Top Talent Talent Management, Identity Management Market Leading Solution to Support Recruiting, Learning, Reviews, Compensation, Career & Succession Planning Align resource learning with strategic corporate objectives Performance Management, Learning Management Centralized Enterprise Competence Model to Store Skills, Experience, Certifications & Availability Gain Visibility Into the Workforce HR Intelligence Only Oracle Provides Actionable Insight Through Flexible, Easy to Use Dashboards and Embedded Analytics 17

18 Oracle HRMS Intelligence Timely, Accurate, Relevant Executives LOB Managers Proactive measurement Goal Setting KPIs News and analysis Summary Reporting Summarized Views Strategic Trends HR Specialists Supervisors Real-time Reporting Intelligence Ad-Hoc Queries Compliance reporting & data extracts Reports System XML extract Publisher Web ADI HR Views Payroll Benefits EUL Key KPI s: Headcount and Salary Trend Actuals Versus Budget Trend (HC) Headcount By Manager (Plus/Minus/Net, Chg) Headcount Trending Headcount and Salary by Country and Manager Annualized Turnover by Manager and Trending Time to Onboard Training Efficiency View Workforce By Organization, LOB, Region 18

19 Interactive Dashboards Talent Management Time Trending Gauge Indicators Drill to Supporting Details Guided Navigation 19

20 Talent Management Dashboard Turnover & Retention Turnover Trend Regrettable Loss Detail Sample Dashboard Reports Employee Turnover Status Employee Termination Status 20

21 Talent Management Dashboard Recruitment Sample Dashboard Reports Recruitment Process Activities Recruitment Process Time Analysis Hire Retention Trend Recruitment Stage Shed Rates 21

22 Weil, Gotshal & Manges, LLP Boosts HR Efficiency COMPANY OVERVIEW Founded in New York City in 1931 Marketplace leader for international legal services. More than 1,200 lawyers across the U.S., Europe, and Asia CHALLENGES/OPPORTUNITIES Deploy a comprehensive, automated human resource (HR) solution to replace a cumbersome paper-based system Provide self-service capabilities to employees around the world to improve efficiency, reduce costs, and create a paperless environment Recruit top talent in a very competitive market Manage talent effectively, which is critical to the business Drive efficiency in business processes with a lean support staff SOLUTIONS Oracle s PeopleSoft Enterprise Human Capital Management PeopleSoft Enterprise Benefits Administration PeopleSoft Enterprise ebenefits PeopleSoft Enterprise ecompensation PeopleSoft Enterprise edevelopment PeopleSoft Enterprise epay PeopleSoft Enterprise eperformance PeopleSoft Enterprise eprofile PeopleSoft Enterprise erecruit CUSTOMER PERSPECTIVE The Oracle PeopleSoft solution allows us, as a mid-market company, to do the kinds of things large companies are doing to provide a superior employment experience. Cal Link, Head of HCM Systems RESULTS Critical information now analyzed in real time Streamlined HR processes to more effectively manage hourly and salaried employees Freeing staff to work on strategic initiatives and analysis Saved $250,000 in one year with self service and automation 22 March 2006

23 Oracle Consulting Services Solutions Summary Attract, Retain, and Motivate Top Talent Market Leading Solution to Support Recruiting, Learning, Reviews, Compensation, Career & Succession Planning Align resource learning with strategic corporate objectives Centralized Enterprise Competence Model to Store Skills, Experience, Certifications & Availability Gain Visibility Into the Workforce Only Oracle Provides Actionable Insight Through Flexible, Easy to Use Dashboards and Embedded Analytics 23

24 24 Oracle Solution Footprint for Consulting Services

25 Market-Leading Middleware Platform Best-Selling 32,000+ Customers Deployed 70% of World s s 50 Largest Firms $1B+ Business Highest Rated Only vendor in Gartner and Forrester leader quadrants for all Middleware components. Most Comprehensive Source: Forrester Research ranking of Application Platform Servers, April 2005 SOA Vendor of Choice 25

26 Oracle s People Advantage 220,000 database customers 1700 application ISVs 30,000 applications customers 275,000 customers benefiting from shared innovation 30,000 middleware customers 29,000 developers, support engineers and consultants 1300 participants in early customer adoption programs 5000 middleware ISVs 950 customers participating in Customer Advisory Boards 9000 database ISVs 35 Fusion strategy council members 425 user groups 500 Industry & Product strategy council members 26

27 Agenda Leadership in Consulting Services Maximizing the Strategic Value of Your Service Professionals Results Achieved by Oracle Customers 27

28 What Customers Are Achieving achieved 4 out of 5 marks in user satisfaction, ease of use and quality of multimedia with 92% participation rate simplified competency management by integrating human resources and project management applications attract, track, and bring qualified candidates on-board quickly and effectively 28

29 The Only Consulting Services Solution Platform Processes Customer Results People Partners 29