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Oracle HCM Cloud

Oracle HCM Cloud Customer Awards
Oracle HCM
Cloud Rubies

Recognizing the contributions of Human Resources professionals.

 

Express Lane Award Award


Meet the Nominees

Vote for your favorite jewels to receive an Oracle HCM Cloud crown!


Amneal Pharmaceuticals LLC—Pamela Yao, Vice President HR Operations
Amneal Pharmaceuticals is one of the largest generic drug makers, with locations across the globe. Amneal had a very small number of users on Oracle HCM Cloud when Pamela Yao, vice president of HR operations, set out to expand and roll out additional modules to better manage the global workforce. Drivestream was engaged as the implementation partner. The company performed an integrated planning and change assessment as part of the initial scoping to come up with a change strategy and awareness blueprint. The project took 20 weeks, including scoping and design, building, training, and go-live. Amneal was quickly able to embrace cloud across 10 countries.

Buckeye Power—Imogene Johnson, Director of HR
Ohio’s electric cooperative (Buckeye Power) was growing fast. With an impending merger in the works, it had a very short window to replace its existing manual and paper-based HR system. It had to quickly design and implement an HR business transformation with future-ready standard business processes across three legal entities and have the system ready before an acquired company’s employees came in. Buckeye Power selected Oracle HCM Cloud with Drivestream as the implementation partner, with the mandate to implement in 15 weeks or less. The system was ready when the acquired company’s employees arrived.

The functional areas covered in the 15-week implementation were: global HR, benefits administration, absence management, performance management, goals management, onboarding, recruiting, and social sourcing.

Despite being heavily involved in an acquisition and having to manage ongoing operations, HR Director Imogene Johnson was able to successfully drive the business transformation and implementation project and while getting her daily tasks accomplished and working on the acquisition of another entity.

Club Corp—Tammy Rice, Vice President, Training and Leadership Development
Tammy Rice had a clear objective for this project. Club Corp’s VP of training and leadership development wanted to build a robust, attractive learning portal that would accelerate onboarding and training. A strong change champion, Rice thought carefully about how the system would be rolled out to end users ensure it was well-adopted. She made sure the implementation partner, HCL Technologies, had the knowledge needed to suggest better workaround solutions where necessary.

In only 11 weeks, Oracle Taleo Learn was implemented thanks to Rice’s governance throughout the process. Club Corp has enjoyed a 30 percent to 40 percent increase overall training compliance and certification, and gained the ability for “zero day onboarding” for new hires, thanks to seamless integration Between the Taleo system and Oracle HCM. The company’s learning team cut 60 percent to 80 percent of its time in administrative tracking and reporting. As Club Corp approaches its first year with the system, Rice is an example of how a headstrong vision and an open mind can be a perfect—and efficient—match.

Glens Falls Hospital—Kathy LaFond, Manager, Compensation and Performance
As manager of compensation and performance for Glens Falls Hospital, Kathy LaFond knows just how vital speed and efficiency are to healthcare. That is why she and her team wanted the implementation of Oracle HCM Cloud to be completed before the first pay period of January 2017. As the first phase of the core HR, absence management, and payroll modules were about to start, unexpected delays pushed back the date by several weeks. But through LaFond’s diligence and collaboration, Glens Falls Hospital was able to go live on time, with ample time for test routines in order to gain confidence prior to go-live. Thanks to her leadership and reimagining best practices before, during, and after go-live, the organization reduced administrative time for generating payroll, increased control over the payroll cycle, and cut costs through more automation. That’s what we call a healthy HR diagnosis.

Hoffman Construction Corp.—Anne Bell, Project Manager
With a disjointed system full of cumbersome payroll interfaces and manual processes, Hoffman Construction needed to simplify and streamline the open enrolment process. Together with implementation partner eVerge, Anne Bell worked quickly to build a plan targeting October for the go-live of three Oracle HCM Cloud modules. The goal was to have core HR, benefits, and workforce compensation including payroll interfaces, more than 24 technical fast formulas, and four custom reports up and running—in only 16 weeks. The coaching and support that eVerge provided, paired with the collaborative, quick responses from Bell allowed the implementation to achieve successful, expeditious completion. The knowledge, focus, and organization that she brought to this project was exemplary. Implementing core HR along with self-service capabilities resulted in increased operational efficiency and standardized reports for 11 divisions and department structures.

Landmark Group—Rupak Sircar, Deputy General Manager, Corporate Human Resources
A long-time user of the Oracle E-Business Suite, Landmark Group needed a game-changing technology platform with transformational HCM tools for its rapidly growing number of employees. For the Oracle HCM Cloud implementation, the hospitality giant decided to adopt the agile methodology to ensure quick wins, alignment to business requirements, minimal disruption, and maximum coverage for its 35,000 employees—in the shortest possible time. Overseen by Rupak Sircar, deputy general manager of corporate human resources, in partnership with Oracle Consulting Services, the process was comprised of carefully constructed phases, from project planning through governance and reviews, and onto change management and training.

The first module, goal and performance management, went live for office employees across all nine countries in August 2017, and for all store and warehouse staff the following month. Due to Sircar’s strong ownership, dedication, hard work, and quick decision-making, Landmark had the implementation completed in just four months. The company now enjoys structured goal-setting, progress tracking against goals, and completely paperless performance management. For the next wave of growth, landmark will be ready, thanks to Sircar and his team.

PTC, Inc.—Kathy Cullen Cote, Corporate Vice President, Human Resources
As CVP, Human Resources of the fast-growing technology company PTC, Inc., Kathy Cullen-Cote knows about the transformative power of the cloud. To provide strategic direction, she devised a long-term plan called "Brains & Passion" to transform the way HR serves its constituents for twenty-first century digital operations. In order for PTC to attract, grow, and retain its top talent, Kathy knew that a modern system was essential.

For the Oracle HCM Cloud implementation, Cullen-Cote was instrumental in providing the sustained leadership needed to achieve the fastest cloud adoption PTC has ever seen in the compensation module. Within days, after three 30-minute training sessions and a one-page FAQ, more than 80 percent of managers could log in to the Oracle Cloud system and finalize their compensation plans. PTC’s Brains & Passion initiative has been applied to all HR processes related to talent.

Rheem Manufacturing Company—Kathy Camp, HRIS and ERP Senior Manager, IT
With disparate, manual HR processes and a lack of talent visibility and organizational insights, Rheem Manufacturing Company was in desperate need of an HCM system that could properly support its current and future business. Kathy Camp and implementation partner Wipro undertook a plan for end-to-end implementation of Oracle HCM Cloud and Oracle Taleo solutions for its more than 3,200 active US employees—with a project timeline of only 10 months. The implementation aligned with the organization’s long-term vision to extend to other countries and unify HR data with financials, supply chain, and manufacturing systems. By focusing on the three stakeholders—CHRO, CIO, and a LoB leader—Camp and her team achieved their goal. Rheem replaced its three legacy systems with a single unified system, saving 25 percent in HR workload, centralizing payroll, and eliminating 75 percent of errors.

Sinclair Broadcast Group—Duane DeBique, Director Corporate Systems
With Sinclair Broadcast Group growing rapidly through frequent acquisitions, Duane DeBique knew that its legacy Oracle ERP and HCM platforms needed to be modernized. DeBique, along with implementation partner KPMG, did a complete redesign of all back-office processes—spanning finance, HR, accounts, and payroll—as part of a transformative move to the Oracle Cloud. The cloud implementation went live on May 1, after only 10 months, with Oracle HCM Cloud go-live occurring in July, including a midyear payroll go-live that placed more than 8,000 employees on the platform. DeBique was responsible for all the technical aspects of the project and provided critical input on the configuration, remaining a key player throughout the implementation. Through his commitment, Sinclair now enjoys automated talent management, better service delivery, standardized practices, and the ability for managers to make better decisions due to deeper visibility.

Yanfeng Automotive Interiors—Christian Moeller, Vice President, Human Resources
When parent company Johnson Controls decided to spin off its automotive divisions, Yanfeng Automotive Interiors (YFAI) became a 23,000-employee “startup” without dedicated talent management leaders, its own HR software, or a delivery team. VP of HR Christian Moeller worked with implementation partner Baker Tilly to deliver HR transformation through a phased approach. Since it impacted people the most, modules for talent acquisition and talent management were rolled out in November 2016. Core HR would follow for both EMEA and North America by the fall of 2017. By agreeing on a common vision of success, YFAI and Baker Tilly were able to define metrics to measure throughout and after implementation to demonstrate accomplishment of goals and realization of business case promises. The company now enjoys global standardization, a single source of data, automated performance management, and a world-class recruiting platform.


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