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Oracle HCM Cloud

Oracle HCM Cloud Customer Awards
Oracle HCM
Cloud Rubies

Recognizing the contributions of Human Resources professionals.


Game Changer Award

Meet the Nominees

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

II-VI—Bill Kelly, Director, Employee Connect Human Resources
II-VI, a global leader in engineered materials and optoelectronic components, was running its HR processes manually and on disparate systems as a result of an aggressive mergers and acquisitions strategy. The company’s HR line-of-business stakeholders worked together with the assistance of Oracle and implementation partner KBACE to develop new HR business processes that allowed it to take full advantage of Oracle HCM Cloud. The company implemented Oracle HCM Cloud including modules for compensation, performance, recruiting, and onboarding.

Before implementation, it took more than a week to generate a headcount report utilizing several different reports and reconciliations. Today, it is done in seconds through one report. The company was also able to reduce cost of ownership over many disparate systems by 26 percent by transitioning to Oracle HCM Cloud.

II-VI achieved its HRIS vision of dramatically reducing costs and increasing productivity by adopting Oracle HCM Cloud. It offered an HR application to its employees that was global, common, and simple by simplifying its software portfolio and tapping into the continual competitive advantage that comes from the Oracle Cloud. Bill Kelly, the project manager, provided the day-to-day oversight of the project. He played a crucial role in ensuring nobody on the user side lost sight of the desired future state of a unified HCM cloud platform and kept not only the North American team but also the European and Asia teams on task.

American Tower—Tom Coleman, Vice President of HRIS and Compensation
The term “game changer” describes the approach to driving progress that is deeply embedded in all the work that has been done at American Tower (ATC). Each year it strives to drive change by utilizing the rich features and functionality of Oracle HCM Cloud. In 2017, HR leadership at ATC tasked its team with sharing data with employees in an effort to display an accurate total compensation value to each employee. Using standard Oracle HCM Cloud functionality, the ATC team delivered a total compensation statement to employees. The statement illustrates the shared responsibility from both the company and the employee’s perspective on compensation, health and welfare benefits (employer and employee cost), leave benefits (time off), tuition reimbursement, wellness, retirement saving, and more. The ATC team also launched an Employee Information Center dashboard that displays pay and benefits information from several sources in one convenient location within Oracle HCM for daily access by employees. The data for all employees is dynamically updated every pay period, and the dashboard also provides links to frequently used forms, related policies, and many vendor websites.

Tom Coleman and Director of IT Lorri Davy met with the executive leadership and discussed goals and objectives of these two projects and then got to work making it happen. The word “visionary” is used to describe Coleman and Davy, because they see what can be done and are not held back by fear of failure, but rather are dedicated to delivering to their customers—the leadership and employees at ATC.

Amneal Pharmaceuticals—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.

Bahwan CyberTek—Balakumar Rajamanickam, Head of Human Resources
Bahwan CyberTek (BCT), established in 1999, is a global provider of innovative software products and services and is one of the first 50 companies worldwide to be assessed at CMMi level 5 version 1.3. Today, BCT is a US$242 million organization with more than 1,000 customers including Fortune 500 companies, and it employs more than 2,800 business and technology professionals. BCT has delivered solutions in 20 countries across North America, the Middle East, the Far East, Africa, and Asia. BCT was managing its HR function with in-house automation as well as manually, which was not a seamless experience for their global workforce. After careful evaluation and multiple platform evaluations, BCT implemented Oracle Taleo Enterprise Cloud Service, including modules for core HR, PMS, goals, career development, compensation, and business intelligence to get the end-to-end experience. BCT saw success in the integration of the solution in conjunction with its Oracle HCM Cloud environment globally, which is the first implementation of its kind. Through this integration, the company established seamless data movement and mapping between Oracle HCM Cloud, other applications, and dashboards through BI tools. Also, the PaaS environment enables the possibility of marrying the other on-premises tools, including its learning and management system, with other cloud-based applications.

Balakumar Bala and his team played a key role in driving this project as a visionary and influencer in the company. They rallied the other stakeholders, citing the long-term global requirements and expansion plans of the company. Bala also did his own research by gathering feedback from other referable users, which helped push the case forward. Bahwan CyberTek has a clear vision and business understanding, and it is well on its way to a game-changing future.

Buckeye Power and Ohio Rural Electric Cooperatives—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—Lucy Dominguez, Senior Vice President of HR and People Strategy
Lucy Dominguez, Club Corp’s senior vice president of HR and people strategy, is a true believer in next-gen technology. She made a significant contribution in HR process changes to transform Club Corp from its on-premises Oracle E-Business Suite R12 to Oracle HCM Cloud.

Dominguez is the sponsor of the cloud transformation project. She divided the HR landscape into three implementation phases considering business needs and requirements.

1. Implementation of Oracle HCM Cloud base modules including global HR, benefits, incentive compensation, and payroll interface with ADP

2. Implementation of talent development and acquisition modules of Oracle Cloud services

3.Implementation of Oracle Talent Management Cloud (planned for 2018)

Phase 1 is live and various benefits are being realized by employees and the HR business partners. Phase 2 went live in the second half of 2017. Some of the business benefits realized so far include

  • Dashboard view of all critical HR metrics
  • Ease of sales incentive calculations and feed to payroll, causing a significant reduction in errors
  • Intuitive benefits portal and corresponding reduction in support requirements for employee open enrollments
  • Automation of recruitment process, from requisition to offer
  • Seamless integration with candidate background verification vendor
  • Streamlined onboarding process
  • 30 percent to 40 percent increase in overall training compliance and certification
  • Improved visibility into trainings in employee history, improving succession planning and other talent-related activities
  • Improvements in learning plan development and 60 percent to 80 percent reduction of learning team’s administrative time

Lucy Dominguez’s strong leadership skills, well-defined strategy, delegation of authority, and active participation in the governance of the project keeps the project on time and effectively managed. She is a true global leader with the vision for the future and a strong believer that modern HR is about empowering people with the right technology.

Cooperative Group Limited—Fiona Inglis, HR Programme Lead
OneHR is a large HR transformation program undertaken by the Cooperative Group Limited, a major UK-based retail and financial services company, that touched many internal divisions within the business. Over a period of 24 months, the co-op delivered a number of Oracle HCM Cloud applications. Phase 1 was the implementation of talent management and recruitment; phase 2 added HR and UK payroll services for pensioners (retirees) and their general insurance business; and phase 3 rolled out HR, compensation, benefits, and UK payroll services to the remaining population. The total number of colleagues (employees) and retirees using the system is more than 80,000, making the co-op the second-largest Oracle Cloud payroll customer. Fiona Inglis served as the co-op’s program lead, responsible for managing the transformation program to ensure it was delivered to budget and within defined time lines. IBM was the implementation partner.

The co-op’s HR transformation program has already provided numerous cost benefits as well as operational and service benefits, including

  • Providing a single platform and HR data source for managing HR and payroll via Oracle HCM Cloud, allowing the introduction of simplified, standardized business and operational processes across the co-op
  • Empowering colleagues to own and manage their own data through self-service and mobile devices, reducing the reliance on managers and back office personnel
  • Delivering functionality to support new ways of doing things in HR quickly
  • Eliminating offline HR processes such as performance reviews
  • Improving data quality and management, making it more measurable and more secure, and there is no longer a need to email spreadsheet and manual data consolidation
  • Redeploying resources who used to support the on-premises IT infrastructure and HR applications to other business critical projects
  • Reducing costs significantly for payslips as nearly all payslips are now delivered online

The co-op is looking forward to many more benefits in its investment with Oracle. So far the co-op has realized cost benefits of approximately £4.5 million (US$6 million) through the OneHR program.

Fiona Inglis managed 12 different work streams in addition to managing internal and external stakeholders. She worked with external organizations and numerous internal organizations, each with different expectations and business processes requirements. Despite many challenges, Inglis successfully navigated all obstacles to deliver a very successful HR transformation program, leveraging her determination for success, pragmatic approach, and leadership skills.

Cozen O’Connor—Sharon M. Lontoc, Director, Human Resources
Ranked among the top 100 law firms in the country, Cozen O’Connor has more than 700 attorneys in 25 cities across two continents. Coupled with its exceptional ranking as a law firm, Cozen put into action the game-changing strategy of using Oracle HCM Cloud. Previously, information was housed in various systems, and there was a cumbersome retrieval process since the data was not housed in a single location.

Cozen added to its compensation module the design of billable hours and profitability/revenue generation, combined with performance rating, to more accurately compensate their employees. This Oracle HCM design of compensation expedited the process by months and pulled the data into one location for easy access to all information for each employee, and allowed them to quickly make data comparisons. Due the success of the project, there was also a favorable shift in perception toward the degree of flexibility offered in the cloud. In the end, Cozen received more benefits and functionality than originally expected from Oracle HCM Cloud.

Creighton University—Molly Billings, Senior Director, Human Resources
Founded in 1878, Creighton University is one of the largest Jesuit colleges and universities in the US. More than 8,000 undergraduate, graduate, and professional students go to Creighton each year to find their place in the world through lives of leadership and service. Partnering with Baker Tilly, Creighton University implemented the Oracle HCM Cloud’s talent management module and Oracle Talent Acquisition Cloud to replace its existing talent systems and to enhance HR processes. Prior to Oracle HCM Cloud, Creighton University used disparate HR systems to keep track of employee and talent data, manage the goal-setting and performance review processes, and hire talent. Previously talent review and succession planning had been completed and managed manually offline. Through the implementation of Oracle HCM Cloud, Creighton University was able to roll out goal management, performance reviews, talent profile, talent review, and succession planning in order to leverage a single platform to store employee talent data. HR leaders now have a real-time, comprehensive view of the university’s employees and are able to use reporting and analytics to help drive organizational strategy.

The Oracle Talent Acquisition Cloud implementation afforded the team an opportunity to weave the mission and values of the university throughout all portions of the recruiting process. New hires understand the unique value proposition that Creighton University has to offer before even stepping foot on campus. As part of the Oracle HCM Cloud implementation, Creighton has streamlined and modernized its HR processes and implemented an integrated talent management platform (goal management, performance review, career development, talent profile, talent review, succession planning) to allow the university to better attract and retain top talent. This also helps give HR leaders more time to focus on strategic issues and value-adding activities and spend less time on administration.

The Creighton team utilized resources from across the organization to drive the project’s successful implementation. The HR generalist team, faculty advisory council, and IT group served as the strongest advocates for change throughout the transformation. A change management team was established to manage the change activities throughout the implementation. Creighton University is a forward-thinking organization with a highly effective and collaborative team of professionals and leaders who are committed to success and excellence. They push the boundaries on innovation, pursue new knowledge for the betterment of society, and seek to improve the world through their values.

DBL Group—Shabbir Ali, Head of Human Resources
DBL Group is a diversified business entity that has vertically integrated textile and apparel manufacturing facilities, focusing in dredging, VLSI design, sewing thread, dyed fiber and yarn, ICT and telecommunications, and ceramic tiles. DBL has a dedicated and skilled workforce of more than 28,000 employees and an annual turnover of US$365 million for the year 2015-16. Previously, management was making decisions based on historical data and their personal intuition and predictions. However, since implementing Oracle HCM, real-time data is available for business analytics, and as a result management is more engaged.

Shabbir Ali played a pivotal role in aligning management and the board to realize that the pace of business is accelerating, and that communications technologies are allowing organizations to move with unprecedented speed. Ali is well respected at all levels of the organization and he acts as a role model of the company values. He was the major influencer in DBL’s decision to adopt HCM applications; it had never before made an investment of this type of transformational technology.

However, DBL was aware that the decision to implement Oracle HCM Cloud wasn’t enough, and that true success included executing new strategies. As a result, a thorough and inclusive approach to change management was put into practice, which included several internal initiatives.

  • Include the HR team on the journey, because they were critical to the success of the project
  • Appoint change champions to assist with feedback at the system mock-up stage
  • Involve key users in system user acceptance testing
  • Deliver regular project updates at key leadership meetings
  • Provide quick reference guides and training sessions

Entrust Datacard—Eric Miller, HRIS Manager
Entrust Datacard (EDC) offers trusted identity and secure transaction technologies with solutions that range from the physical world of financial cards, passports, and ID cards to the digital realm of authentication, certificates, and secure communications. EDC purchased the full suite of Oracle HCM Cloud, including modules for payroll and talent, as well as Oracle TaleoLearn and Oracle Taleo Enterprise, in 2015.

Eric Miller was hired in 2017 and came in with a massive optimization plan around best practices and the use of standard system functionality to drive efficiency and effectiveness across the global footprint. In addition to optimizing existing modules his plan includes implementing mobile, social, employee/manager self-service, time and labor, learning management, and recruiting modules.

Alongside implementation partner eVerge, Miller set his plan in motion for each department to work cohesively to evaluate its requirements against standard system functionality and understand the full cross-functional implications of implementation decisions. Though this holistic approach EDC is ensuring that it can maximize the value the system can provide while minimizing the effort required to perform day-to-day tasks.

It is Miller’s “inside the box” vision and collaboration across the business that is driving game-changing results for EDC.

First Bank of Nigeria—Rachel A. Adeshina, IT Application Manager and Technical Program Manager
First Bank of Nigeria Limited (FirstBank) is Nigeria’s premier commercial bank and most valuable banking brand. With more than 10 million active customer accounts and more than 750 business locations, it provides a comprehensive range of retail and corporate financial services to customers and investors wanting to explore the vast business opportunities available in Nigeria and business locations across Africa, Europe, the Middle East, and Asia. Historically, FirstBank used multiple nonstandardized and nonharmonized HR systems with manual processes, as well as an inefficient performance appraisal system with manual scorecard generation and upload (about 1.6 million hours per year), and an offline paper-based recruiting solution.

In its quest to modernize HR processes, it identified Oracle HCM Cloud as the best solution. In nine months, FirstBank deployed modules for global HR, absence management, benefits, goal and performance management, talent review and succession planning, recruiting, onboarding and social sourcing, learning, and payroll. This end-to-end implementation of Oracle HCM Cloud served upward of 7,600 employees and unified processes to generate business insights and aligned with the organization’s long-term vision.

FirstBank also enabled social sourcing by integrating with Facebook and LinkedIn for job postings and advertisements on social networks, reducing manual administrative efforts through automated recruitment, onboarding, and learning processes. FirstBank also collaborated with Oracle partner Wipro, which helped empower FirstBank to become the first bank in the region to go live with a cloud-based integrated and automated HR system.

Habib Bank Limited—Tayyaba Hussaini, Senior Vice President
Pakistan’s biggest bank, Habib Bank Limited (HBL), was the first financial institution in Pakistan to move to the cloud. HBL has 1,700 branches and 15,000 employees and was facing the difficult task of managing the HR department, evaluating performance, and determining compensation manually. Operating for 75 years, the bank did not have data integrated in a way to help improve its operations. HBL implemented Oracle Talent Management Cloud, including on-premises modules for core HR and payroll, and was live in four months for all employees in multiple countries, with some countries using modules in local languages. Modules for learning and recruitment were also added and are now live. Moving forward the bank plans to move to core HR in the cloud.

Tayyaba Hussaini was instrumental in aligning internal and external stakeholders who previously wanted to remain with the in-house HR solution. She provided the confidence needed for management to be able to deliver the first HCM cloud in the financial services industry of Pakistan. Even throughout the implementation, she worked to ensure that this is most recognized Oracle HCM project in Pakistan. This initiative is just the beginning the of game-changing transformation for Habib Bank: “Our ultimate goal now is to bring the whole HR system of the bank into mobile phones via the cloud and manage it through mobile apps,” says Tayyaba Hussaini.

J.D. Irving Ltd.—Colleen Baxter, Vice President, Human Resources
JD Irving (JDI), Atlantic Canada's first Oracle HCM Cloud customers, has found success, process improvement, and better access to strategic information by implementing Oracle HCM Cloud’s core HR, talent acquisition, performance management, employee self-service, and goals management modules.

JDI has business units across multiple industries, from food to forests, and fabrication to transportation. It was operating in a challenging environment with more than 50 subsidiaries, many with manual processes and disparate systems. JDI was able to bring them all under a single umbrella with Oracle HCM Cloud and provided an unprecedented level of information and organization to the enterprise. The project was so efficient that the company largely self-implemented self-service performance and goals. It is now working toward being one of the first Canadian Oracle Learning Cloud users, as well as rolling out Oracle HCM Cloud onboarding capabilities to revolutionize how it hires and bring uniform process for many lines of business.

Colleen Baxter, vice president of human resources, has continuously supported the project and been the executive sponsor of it within the organization. Whenever a challenge arose, she maintained the course to ensure project success. Baxter had the persistence, dedication, and the courage that is required to stand tall and pioneer a new technology. With her confidence in the product and technology as well as her determination, the project is a success and the team is ready to tackle new areas.

Landmark Group—Rupak Sircar, Deputy General Manager, Corporate Human Resources
Landmark Group is one of the largest and most successful retail and hospitality conglomerates in the Middle East, Africa, and the Indian subcontinent, with a significant global footprint. Consistently striving to deliver exceptional value, Landmark Group has more than 55,000 employees, operates 65 brands through 2,400 outlets, and has a retail presence of more than 30 million square feet across 22 countries.

Landmark embarked on a groupwide transformation journey and opted for Oracle HCM Cloud as the harbinger of change. This is the biggest transformation project in Landmark’s history, and it touches each and every one of its 35,000 employees in nine countries. A goals and performance management module was chosen as the first to go live in alignment with the launch of a new best-in-class performance management program across the organization. The module went live in a record timeframe of four months and achieved 100 percent adoption within the first two months of launch.

Given the significant expansion the group has seen over the last decade and the increasing complexity of the business, Landmark Group decided to go for a game-changing technology platform that would provide next-generation HCM tools and meet the following transformation objectives:

  • Provide “One Landmark” experience to all employees across all businesses and countries
  • Deliver a scalable and future-proof solution that would that would support the organization’s future growth
  • Leverage existing key technology investments
  • Get the frontline employees in stores and warehouses on the technology platform
  • Provide anytime, anywhere access to employees

The key business benefits that were realized were

  • Efficiencies through process standardization and simplification
  • Better control over people and costs
  • Enhanced quality of HR services
  • One single source of truth on talent for managers
  • Better decision-making through data analytics
  • Empowered employees and managers through self-service
  • Completely paperless transactions

Rupak Sirca, deputy general manager of corporate human resources, along with the Landmark project team, led the implementation from its conceptual stages to its first victory through the goals and performance management module implementation. The project team undertook a transformation challenge on the Oracle Talent Management Cloud and delivered unparalleled success, rolling it out to more than 35,000 employees in seven countries. The feat demanded strong ownership and quick decision-making. The team was able to drive success through hard work, a desire to learn, and by not accepting failure as an option.

Life Care Services—Lisa Ryan, Director, Human Resources
Lisa Ryan is a true game changer for Life Care Services (LCS). LCS is the fourth-largest senior living provider in the United States, managing more than 180 communities across the country. For many years, LCS was running its HR department on a legacy Oracle E-Business Suite implementation, with disparate systems for talent. Shortly after starting at LCS and attending Oracle HCM World in 2015, Ryan spearheaded the initiative for LCS employees and leaders to have a “one-stop shop” for all the information they need. Deploying a fully integrated, easy-to-use, and mobile HCM platform was one of her top priorities for the organization. LCS is implementing full suite Oracle HCM Cloud for 22,000 employees at 180 different communities. "It is one integrated system," says Ryan.

Oracle HCM Cloud provides improved analytics for assessing turnover and recruiting. By using HR data analytics, LCS gains insights such as turnover being linked to failure to complete onboarding or training, whereas previously the company could only run turnover reports that showed who left from what department and how long they stayed. In the healthcare and senior living industry with low margins, obtaining funding for a project of this size was no small feat. However, Ryan led the charge to create a compelling business case for change that resulted in LCS' executive team approval of the Oracle HCM Cloud project.

LOUD Technologies, Inc.—Seia Milin, Human Resources Business Partner
LOUD Technologies, Inc. is one of the world’s largest and most highly regarded professional audio and music products companies. To meet its goals, LOUD deployed Oracle Talent Acquisition Cloud. The company now has on-demand visibility into requisitions and candidate status in the recruiting and hiring process—enabling HR to fill positions faster with more qualified and better-screened candidates. Since Oracle HCM is designed for global enterprises, Oracle Talent Acquisition Cloud instantly gave LOUD a central resource for all employees around the globe to access and manage candidate applications, of which the company has more than 10,000 in the system.

LOUD is also proud to use the Oracle Taleo Recruiting module (and other operations and engineering Oracle tools) to increase its eco-innovation and optimize the use of paperless resources to maximize customer satisfaction through easy online access. For example, LOUD Technologies applicants can access and apply for jobs from the convenience of their homes. This may not seem like a great impact, but when considering the thousands of applicants who apply for positions each year, the use of the Oracle Taleo Recruiting module helps LOUD optimize its staffing services by providing easy access and maximum exposure to jobs, all while minimizing the global footprint and use of gas, energy, and the candidates’ time.

As a result of these game-changing initiatives, LOUD realized the business benefits of minimizing liabilities, customizing staffing services for specific business needs, increasing productivity and efficiency, improving quality of the applicant experience, and increasing in business sustainability.


Macy's—Terri Brown, Vice President, HR Business Processes and Solutions
Terri Brown, vice president of HR business processes and solutions, took over from her predecessor at the beginning of a large system integration cycle at Macy’s. Its OneHR transformation initiative leverages Oracle HCM Cloud to drive adoption of industry best practices and innovation as well as reduces the number of software customizations. As a leading omnichannel retailer, Macy’s understands the value and importance of leveraging data. Deloitte served as the implementation partner.

Under Brown’s leadership, the team dramatically reduced the number of custom solutions. Out-of-the-box capabilities that enable self-service are being pushed to managers and employees, driving enhanced user experience and empowerment and increased process efficiencies. With the move to Oracle HCM Cloud, Macy’s managers and employees are now able to directly update W-4 information—representing 97,000 transactions that were previously conducted by the service center. Under Brown’s leadership, the benefits process was streamlined, reducing the number of benefits plans from more than 300 to 50.

Brown and her team lead the collaboration between Oracle Payroll Cloud and Macy’s payroll to add significant capabilities to the product, which benefits all Oracle HCM Cloud customers. In terms of scale, Macy’s is currently processing 1 million lines of payroll data per hour and 170,000 calculations per hour. The company generates 400,000 W2s.

Prior to completing the implementation, Brown launched a companywide campaign to reduce and/or eliminate legacy applications. She engaged business executives in roadmapping and planning processes that will result in the adoption of more out-of-the-box and PaaS solutions for further efficiency. This will be accomplished by driving the business to more efficient and modern business processes that align with the cloud roadmap.

Brown is committed to driving value-added change that reaches all ends of the business, and in parallel, balancing this innovation with quick and thoughtful decision-making to drive open items to closure. She encouraged business leaders to forgo many features that were “nice to have” to get essential capabilities and achieve optimum business benefits. Terri Brown is a true trailblazer and one-of-a-kind program leader. With her motto “Go, Let Go, Be Bold,” she guides her team at Macy’s through the successes and obstacles of an HR transformational journey, including HR process design and an Oracle HCM Cloud implementation for more than 140,000 employees—which with seasonal employees can rapidly scale to more than 220,000. Brown’s ongoing commitment to creating a cloud culture and making the necessary changes to align her team with the new strategic vision and delivery model make her a true game changer.

Overhead Door Corporation—Marc Jenkins, Vice President, Compensation and Benefits
Overhead Door is a long-standing collaborator with Oracle and is currently in the process of an enterprisewide systems transformation. The Human Resources team spearheads the corporate change effort to replace HR and payroll systems with a heavy dependency on paper forms, along with additional homegrown systems. Recognizing a need to modernize its HCM systems and approach to delivering HR services to its 3,500 employees across three countries, Overhead Door embraced Oracle HCM Cloud as the means to accomplish both.

Overhead’s initial deployment included core HR, payroll, benefits, performance, and goals management modules, utilizing both employee self-service and manager self-service. Fifteen months later, the team added Oracle Taleo Learn, Oracle Taleo Recruiting, and a fully integrated onboarding solution. Overhead Door’s success with the cloud platform has yielded a two-year roadmap to implement learning, international payroll, talent management, and absence management modules. Many duplicate processes and hours of administrative work have been eliminated to allow the HR team to focus its efforts on more strategic activities.

Marc Jenkins is the primary visionary for the HCM transformation project, as the majority of systems reside in his organization. Jenkins took ownership of the HCM system and tightly partnered with information systems to support their needs. However, the culture change he implemented for business-owned systems is what propelled change for the organization. Jenkins is constantly looking for new ways to add capability, improve efficiency, and simplify the engagement that Overhead Door's employees have with his HCM team.

Palermo S.A.—Cristi Aranda, HR Manager
Palermo, a leading Paraguayan distributor of tobacco products, needed to address multiple issues related to its HCM systems. The performance management process was being executed through questionnaires, and the team was spending too much time on HR processes around recruiting and performance management. The management team did not have supporting reporting and analytics.

Cristi Aranda, Palermo’s HR manager, worked with Deloitte to implement Oracle HCM Cloud to address the issues identified at the outset. Aranda achieved many additional benefits including vastly improved recruiting and performance processes through fully automated best-in-class tools, improved learning content to empower employees and enable collaborative learning practices, and real-time reports and key performance indicators to provide management with better insight. The team is also leveraging real-time and historical data to continue to identify areas where it can reduce cycle times for key HR processes. Cristi Aranda is a cloud pioneer with the first HCM cloud implementation in Paraguay.

People's Choice Credit Union—Tricia Cahill, Manager, Staff Experience and Systems
At People’s Choice, the culture and worklife of the employee is of utmost importance. As a forward-thinking organization on workplace flexibility, reward and recognition, and employee engagement, its supporting systems were not keeping up with the company’s evolving needs.

The Human Resources team, known as People and Culture, was focusing on administration, form filling, spreadsheet validation, and other noncore activities rather than enabling its staff. The leaders within People’s Choice faced inefficient paper-based processes that held back their ability to gather all available data to enable thorough performance reviews, making it difficult to fully complete their role as people managers. Employees were unable to view and assess their employment data online, instead relying on a paper performance review process. The lack of suitable technology to meet the needs of the business was impairing the ability to make strategic resource-based decisions. People’s Choice was also facing difficulties with its talent processes including performance reviews, succession planning, and talent reviews due to limited visibility of internal workforce capabilities. The recruitment process relied on manual processing, with delays raising the risk of losing high-quality candidates. People’s Choice needed streamlined processes that would meet specific customary and legislative requirements and support People and Culture in administering and maintaining workforce data.

Tricia Cahill, manager of staff experience and systems, in collaboration with Certus Systems, implemented Oracle HCM Cloud to address these challenges. People’s Choice was able to see immediate benefits from the implementation. The staff quickly adopted the new system, with 88 percent using it within one month without the need for a call to action. Users were keen to access self-service capabilities and update their information, and are now able to see and control their personal data. With the new system in place, the People and Culture team is able to focus on areas where its attention is needed: the welfare of the workforce and adding value wherever possible. The talent management processes were streamlined, simplified, and transparent, as well as online-enabled and automated. Creating a single source of data has enabled smoother problem-solving based on reliable people data, providing consistent information for strategic decision-making. Opportunities to leverage the people data for further integration with the staff intranet directory has also been implemented, removing yet another manual process and providing up-to-date contact information across the business.

From a talent acquisition perspective, the metrics have shown a reduction in time to hire, a large reduction in complexity and administration through the onboarding process, and a move toward becoming a paperless office due to the eOffer process. The results are significant in this area. Some of the other prominent results are:

  • Employees and leaders have full visibility and access to their information in real time
  • Consistent performance review experience delivered to all staff
  • Increased visibility of staff movements to proactively manage changes (e.g. contract end dates), enabling better workforce management for leaders and better experience for staff
  • More than 50 percent reduction in time to post job ads
  • Aligned internal and external recruitment experience
  • Digital contracts, reducing offer to formal acceptance time by more than 50 percent
  • Improved onboarding experience with automated workflows

The change program was a huge component of the project success. The team’s focus was to understand the system capabilities in line with business needs, and to challenge how things were done. Cahills’s frequent engagement with the business to understand issues and opportunities remained a key design influence throughout the project.

Principal Financial Group—Jackie Boeding-Tewes, Director, HRIS
Principal Financial Group has been on an HR and IT transformation journey to implement global solutions to reduce overall technical cost and migrate its legacy and country-specific HR applications to Oracle HCM Cloud. In collaboration with Oracle, Principal has developed a long-term plan to leverage Oracle HCM Cloud capabilities to support HR globally on a single platform with common processes and an HR support model. A single, cloud-enabled platform will enable Principal Financial to meet its key HR and IT strategic objectives. Principal currently operates its HR function globally with a combination of customized Oracle’s PeopleSoft, Oracle HCM Cloud, third-party, and homegrown applications with some variation in each country.

Principal sought improvement in key HR and talent processes, such as talent acquisition/placement and learning management, and a more consistent, mobile user experience with preintegrated analytics. The key outcomes desired were having standardized processes, eliminating customizations, reducing costs and complexity, and managing talent better globally. The project components include completing the implementation of the full cloud solution’s footprint for the major countries, and reducing the technical cost and complexity of migrating from PeopleSoft to Oracle HCM Cloud, following an incremental progressive decoupling strategy to minimize risk.

Principal is pursuing a cloud-first approach to its three-to five-year strategic business plan. It recognizes that change is not only necessary but will give the organization a competitive advantage as it leverages a single cloud platform to transform its business processes. It is also more nimble to meet changing business and regulatory requirements. This transformation will enable more actionable and timely information easily accessed by stakeholders. With the centralized data on one global platform, the company will meet critical standards for data privacy, security, risk, and accessibility.

Oracle met to collaboratively develop a short-term and long-term strategic roadmap. Jackie Boeding-Tewes and the Principal team demonstrated that they see the vision of the Oracle Cloud and are willing to invest and continue with their cloud journey because they see true value in the future state of their HCM cloud transformation.

Restoration Hardware—Ryan Drew, Senior Director, People Team and Operations
Restoration Hardware (RH) is a curator of design, taste, and style in the luxury lifestyle market, offering furniture, lighting, textiles, rugs, bath ware, décor, outdoor, and baby/child/teen products. Prior to working with Oracle, RH had many HR legacy systems and manual processes supporting 4,000 employees in four countries. However, RH desired an integrated, single, global cloud system that would allow it to consolidate applications and reduce duplicate efforts. It preferred a system built around modern best practices that would improve and enhance reporting and operational efficiencies as well as analytics capabilities. As a result, RH implemented seven Oracle HCM Cloud modules including core HR, benefits, applicant tracking, onboarding, performance, succession, and goals. The system was configured for four countries (US, Canada, China, and Hong Kong), built and enabled two custom roles, 44 data roles, and 16 security profiles. There were three integrations with five years of core HR data conversion from main the legacy system. The implementation also included the configuration of four compensation plans and more than 15 dynamic calculations.

In partnership with Oracle, RH chose KBACE as a proven implementation partner to provide the level of service and white glove treatment customers require of RH. It was able to successfully roll out core HR, performance, compensation, succession, and goals modules. This was a massive undertaking, which could have been drawn out over years, but with all teams dedicated to the project, it was implemented in a matter of months.

RH was also able to reduce almost all of its highly disconnected paper-based legacy systems and processes that existed prior to the implementation, and the company is now able to complete all processes in a single Oracle Cloud–based solution. Enabling its teams with this end-to-end Oracle HCM Cloud solution is a game-changing victory for improving and enhancing operational efficiencies.

SP Jain School of Global Management—Richa Duragkar, Senior Manager, HR
The SP Jain School of Global Management is an Australian business school offering undergraduate, graduate, and postgraduate courses with campuses in Sydney, Mumbai, Singapore, and Dubai. The school successfully completed the automation of its HR systems using Oracle HCM Cloud. The major benefits of the Oracle HCM Cloud implementation include a 20 percent HR back office workload reduction, substantial time savings, and more robust functionalities. The significant reduction in workload is a huge efficiency gain, allowing better utilization of HR resources for the core business. Additional benefits of the project include:

  • Digitized and automated HR processes, saving significant time and resources
  • Improved decision-making with Oracle HCM Cloud’s analysis and reporting capabilities
  • Decreased operational and transactional workload by up to 15 percent and HR back office workload by 20 percent through automation and more robust functionality
  • Reduced operational costs by integrating HR tools and processes into a single Oracle HCM Cloud platform instead of maintaining multiple systems and spreadsheets

Richa Duragkar, senior HR manager, played a major role during the project phase. She served as the single point of contact for the multicountry implementation and steered the team to success despite a high-pressure environment driving to a go-live in India, Singapore, Dubai, and Australia. Thanks to her leadership the team was able to meet their objectives for the project

  • Save time and ensure data quality by selecting a solution where all HR tools and processes are integrated
  • Centralize employee and organizational data into a scalable platform
  • Empower employees to track their personal and absence details
  • Deliver an analysis and reporting system to enable better decision support
  • Digitize and automate HR processes including biometric integration and absence tracking to optimize managers’ time and to allow HR professionals and employees to focus on the core business

Samuel, Son & Co.—Nira Mailvaganam, Senior Manager, Payroll and Benefits
Samuel and Son, a leading metals and industrial products manufacturer, processor, and distributor, began its journey with Oracle HCM Cloud for its Canadian headquarters and manufacturing locations in August of 2015. This was the company’s first foray into the cloud and the first Canadian client to adopt Oracle HCM Cloud’s payroll module. The plan was to start with Canada, and then expand into the US, taking lessons learned and business process improvements into that phase. With operations and 2,500 employees in more than 60 locations in Canada, its payroll needs were complex with hourly, union, and salaried requirements.

The process change for Samuel represented a 180-degree turn for its HR and payroll resources. During the conversion to Oracle HCM Cloud, the business realized the magnitude of variance in policies practiced at the different locations. As a result of this review and the new system, the business consolidated policies and benefits plans to improve efficiency. Samuel just completed its second year with tremendous success and confidence, calling the second year process “a breeze.”

Samuel cites a number of business benefits from the adoption of Oracle HCM Cloud.

  • Moved the outsourced payroll business process back in-house
  • Drastically reduced reporting and processing runtimes
  • Reduced both IT support and hardware costs
  • Consolidated salaried and executive payroll, streamlining payroll processing and reducing associated work effort
  • Created an interface from Oracle HCM Cloud to the time and attendance system for hourly employees, eliminating the need for duplicate, manually created employee records

Nira Mailvagnam, senior manager of payroll, played an integral part of the implementation and the move to steady state at Samuel. Mailvagnam was instrumental in helping the business gain a broader perspective, highlighting the need to consolidate and improve business processes. Having started with the most complex and mission-critical business.

Sinclair Broadcast Group—Justin Bray, Corporate Controller
Founded in 1986 as a small private company operating three UHF television stations, Sinclair Broadcast Group is now a NASDAQ-traded conservative TV juggernaut with US$2.5B in revenue operating 173 stations in 81 US markets. Growing rapidly through acquisitions, Sinclair’s legacy Oracle ERP and HCM platforms needed to be modernized if the company was to continue to revolutionize the television industry. What it wasn’t sure about was how aggressively to embrace new technology—whether it should immediately plunge into a full-scale refresh or phase in new solutions.

Initially, Sinclair was on the path to purchase and implement a cloud HR platform. HR was the “burning issue” at Sinclair, due in large part to the influx of new hires associated with the sizeable growth in the organization. From the beginning, Sinclair considered Oracle and Workday as possible cloud platforms. However, as the pursuit progressed, KPMG worked to help realize the value of the integrated Oracle Cloud suite, including finance, supply chain, and HCM. Justin Bray was the overall project sponsor, and also day-to-day project leader. He was integral and essential to the successful delivery of this incredibly complex project.

As a result of this effort, Sinclair did a complete redesign of all back-office processes—finance, HR, account, payroll, etc.—as part of a transformative move to the Oracle Cloud. Sinclair anticipates this transformation will bring to life the people-first focus that is driving Sinclair’s success by automating talent management including recruiting, onboarding, succession, and performance management. This project represents many firsts for the Oracle Cloud, including the first integrated go-live of Oracle ERP Cloud and Oracle HCM Cloud at a Fortune 1000, the first midyear payroll go-live of a Fortune 1000 company, and the first midyear payroll go-live with more than 8,000 active employees. In addition, the company will be able to enable business leaders to make more effective decisions by identifying current system data gaps; enable rich, real-time reporting for employees, and harmonize and standardize business processes with application functionality and leading practices.

Tata Sky Ltd.—Sangram Chavan, Chief Human Resources Officer
Tata Sky is India's leading content distribution platform providing pay TV and OTT services. One of the biggest challenges faced by the HR team at Tata Sky was managing employee files. Before the implementation of Oracle HCM, employee files (more than 550,000 documents) were physically stored with a vendor in a remote warehouse. This involved significant cost in terms of both time taken to access files and also vendor fees. Tata Sky was also at risk with regards to security and damage to the physical files. Another challenge was that access to information was limited to only one person at one point in time, forcing distribution of the information to be done by creating and sharing multiple copies.

Tata Sky leveraged Oracle HCM to easily index, store, and retrieve the documents enabling:

  • Control of access to employee documents: Security definitions were deployed by creating categories and subcategories of documents. Access rights for various categories were provided on the basis of the business requirements and sensitivity of the documents involved. This ensured that document access was available only to the right users preventing data security breaches
  • Simultaneous access to multiple users: With employees located across various geographies, providing simultaneous access to different users was achieved by hosting the documents on DOR and granting access rights of various document categories to different users. This enabled multiple users in different locations to access the documents simultaneously
  • Proactively monitoring of document compliance: The Oracle solution was able to create reports that enabled easy real-time audits of the availability of documents and ensured compliance policies were adhered to. Employee documentation compliance rates have improved to 100 percent and there have been zero audit observations pertaining to lapses in employee documentation
  • A fault-tolerant process: Workflows for each transaction ensured that documents could not be deleted or edited accidently by independent users
  • Operational efficiencies: Costs pertaining to physical storage and retrieval have been minimized by storing the documents in the cloud, and as a result, the cost of storage and retrieval of employee files has been reduced by 95 percent
  • Mitigation of risk: Risks such as documents getting lost in transit or damaged have been eliminated
  • Improvement of service levels: Turnaround times for document retrieval have been reduced from more than 72 hours to real-time access
  • Reduction of paper transactions: Paper transactions were reduced by 85 percent

Wagstaff, Inc.—Wade Larson, Director of Human Resources
Wagstaff, Inc. is a family-owned, American engineering/manufacturing leader in the global aluminum industry. Innovation, service, integrity, and quality are the foundational cornerstones underpinning its 70 years of successful industry leadership. Wagstaff implemented Oracle HCM to manage its US and international workforce, manage its day-to-day HR operations, and integrate with its time and attendance system.

Wade Larson is the director of HR and was the catalyst to transforming Wagstaff's HR system and processes to meet the digital age. After a hefty deliberation of several HR vendors, he found a partnership with Oracle that allowed for strategic change within his organization, and he continues to inspire other companies to take the leap as well. Larson took a full suite approach with his HR initiative and transformed many of the manual and time-consuming processes the company once had in place. From the recruiting and onboarding process, to the benefits enrollment procedure, to performance reviews and compensation, Larson had a game-changing strategic vision that he implemented across all divisions of his organization.

Xerox—Dorothy Pitt, Global Leader, HR Technology
Xerox successfully implemented Oracle HCM Cloud in more than 40 countries. The new solutions have had a big impact on employees, and engagement rates are high.

There were some disruption and organizational changes when Xerox separated from the Business Services division. The team continued to not only implement but also expand its Oracle HCM Cloud suite to enable the growth of Xerox as a whole. It is now live in more than 40 countries for both core HR and compensation (North America will go live in Spring 2018), and it will launch Oracle Learning Cloud in Summer 2018.

Dorothy Pitt led the entire Oracle HCM Cloud transformation process, from the evaluation of the Oracle solution vs. Workday and SAP to the live roll out.

Pitt is a true leader. Even with obstacles such as a major divestiture of the services division and major launches, she continued to drive the Oracle HCM Cloud solution within her organization to ensure that Xerox would have a streamlined solution that will enable her organization to grow during a very transitional period.

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