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Oracle HCM Cloud

Oracle HCM Cloud Customer Awards
Oracle HCM
Cloud Rubies

Recognizing the contributions of Human Resources professionals.

 

Talent Show Award


Meet the Nominees

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


Allete—Kathryn Koch, Manager, HR Systems and Operational Excellence
Allete is a reliable provider of competitively priced energy in the upper Midwest, and invests in transmission infrastructure and other energy-centric businesses. With more than 1,600 employees, Allete’s Minnesota Power electric utility serves 145,000 residents, 16 municipalities, and some of the nation’s largest industrial customers. Historically, there was no formal way of managing talent. There were several home-grown paper-based silo systems, but there was no one integrated solution.

However, with Oracle HCM Cloud, it became very easy for Allete to manage talent using modules such as profiles, goals, performance management, succession planning, talent pools, and compensation management.

Automating the talent review process is one of the most important for Allete as it previously had a manual nine-box process. Succession planning and talent pools had been done manually, but Oracle HCM Cloud provided a way to move away from a paper-based process into an integrated and automated solution. The talent module is configured in such a way that it interacts with the compensation planning module for merit awards for nonunion employees. Oracle HCM Cloud also automated workforce planning, which had been tracked manually on nonintegrated standalone systems. Now with Oracle HCM Cloud Allete is expecting to have close to 100 percent reviews for both union and nonunion employees during the next cycles.

Cummins—Mike Whitesell, HRIS Manager, Global L&D Technologies
Simply having talent in your organization is not enough—but being able to effectively nurture your talent and identify your superstars just might be. 2017 was a foundational year for integrated talent management at Cummins, as it saw the implementation of a new competency assessment and management process. Past engagement surveys underscored the importance of development opportunities for employees, and the legacy competency management system had been decommissioned four years prior, so a new competency management process and system had been long and anxiously awaited. Through creative use of the performance management module of Oracle HCM Cloud, a competency assessment document was designed to walk each employee through a self-assessment in which they would review the competencies and required proficiency that were mapped to their model profile, add any competencies that they felt were relevant to their specific role, select the proficiency they felt they held for each, and then submit the document to their manager. The manager, in turn, reviewed and considered each proficiency selection by the employee and then selected the proficiency that he or she felt best described the employee’s level of competence.

Cummins employees now had an actual measurement of the gaps and strengths for the competencies required for the positions they held, and could create development goals in the career development module directly correlated to the competency gaps validated by their managers. This new competency assessment and management process provided a real and meaningful start to an individual development plan tailored to specific needs and roles. From the organization’s perspective, functions finally had the ability to fill critical roles in the businesses based on real-time, accurate, and complete data.

In addition, Cummins leadership is now looking intently at the gaps and strengths identified for the competencies most closely correlated to critical business initiatives and is making informed and strategic decisions about where to invest time and money on development activities and opportunities. It is worth emphasizing that the delivery of powerful embedded analytics from Oracle Transactional Business Intelligence combined with talent management process automation has been the hallmark of Cummins’ HR transformation. Real-time access to the outcomes of the competency assessment allowed the HR leadership team to quickly take action and deploy targeted learning and change management initiatives to build the organizational capability needed to effectively support the ongoing HR transformation program—all in just a matter of days, which was unprecedented.

Mike Whitesell’s role as HRIS project manager was to make sure that all these processes and responsibilities moved forward in unison as the company moved the solution through design sessions, configurations, approvals, testing, launch, and production support phases. The competency assessment set the stage for talent management transformation and provided instant insights into gaps. In just days, Cummins had key inputs for the transformation of its performance and merit processes as it turned its focus to training and preparing its HR function to roll out the new processes and system solutions companywide.

Overall, the competency process rollout was smooth and had a pilot adoption rate of more than 95 percent. Moving the project across the goal line truly was a team effort that required close partnership with several groups, including line HR, talent management, HR functional excellence, compensation and benefits, and the IT team.

Dubai Chamber of Commerce—Hamdy Al Sherif, CIO
The Dubai Chamber of Commerce and Industry is a public nonprofit organization that supports the business community in Dubai and promotes Dubai as an international business hub. Its focus is to ensure that every employee and department contributes to set the organization’s vision in motion. The Dubai Chamber of Commerce believes that if even one employee is not performing at 100 percent, the organization’s vision is at a disadvantage, so talent management an integral component to its success.

The Dubai Chamber of Commerce implemented Oracle Performance Management Cloud, Oracle Fusion Goal Management Cloud Service, Oracle Talent Management Cloud Service, Oracle Succession Planning, Oracle Fusion Workforce Modeling, Oracle Compensation Cloud, Oracle Taleo Recruiting Cloud Service, Oracle Taleo Onboarding Cloud Service, Oracle Business Intelligence Enterprise Edition, and Oracle Taleo integrations.

Now top management can look at organization objectives and see how much the Dubai Chamber as a whole has achieved compared to the set target. This gives leadership a clearer picture of performance and satisfaction that allows the Dubai Chamber of Commerce to calibrate its talent in a way that propels the core company values.

Henkels and McCoy—Mike Cox, Chief Information Officer
With roots as a tree-trimming and landscaping company, Henkels and McCoy (H and M) is now a nationwide utility infrastructure-contracting firm with more than 50 offices. With Oracle HCM Cloud, H and M modernized its highly manual and siloed HR and talent management processes. Oracle HCM Cloud enabled H and M to create standardized processes so field leaders can identify and nurture top talent, employees can document career goals, and HR teams across the country can easily access talent information, ensuring H and M’s best employees are on the right career path. In addition, with a large portion of its workforce being temporary, and often union workers, onboarding employees in the field can be highly manual, with different processes depending on the region, even for rehires. Oracle HCM Cloud and the core HR module automates and streamlines this process, standardizing the new hire processes to get employees working in the field faster. In addition, as H and M is faced with an aging workforce, attracting next-generation talent is essential to staying competitive in the industry. The mobile and social nature of Oracle’s modern cloud applications simplifies the user experience and provides prospective and new employees with the streamlined experience they anticipate from leading employers.

For a 100-year-old company that had not updated its HR processes or technologies in nearly two decades, change can be difficult. Mike Cox did not underestimate the challenges he would encounter during the transformation. He approached the project methodically, establishing a team of cloud champions to lead the implementation, set realistic timelines, and engage an implementation partner to incorporate a change management program into the implementation framework. Cox continually travels to offices and field sites across the country to champion support for the deployment of the HR best practices imbedded in Oracle HCM Cloud. In an industry that can be slow to adopt modern tools and resistant to change, H and M has positioned itself as an industry leader in human capital management and technology with its transformation in the cloud.

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, the 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 non-core 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 were quick adopters of the new system, with 88 percent using it within one month without the need for a call to action. Staff 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 are able to focus on areas where their attention is needed: the welfare of their 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 focus on 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.

Sacyr—Gerardo Lara, Director of Innovation and Human Resources Development
Sacyr is a multinational infrastructures and services company that focuses on innovation and international expansion, which has made it a world leader in the building and management of infrastructures, industrial projects, and services in 29 countries. Historically, Sacyr was challenged with unifying multiple HR systems across the company’s offices and subsidiaries in 25 countries, standardizing the management of more than 30,000 employees operating across the world, improving the quality of hires, and leveraging the ability to gain insights and reporting on HR processes. Sacyr implemented Oracle HCM Cloud to address all of these challenges.

Sacyr now delivers consistency in HR processes, data, and reporting, and has stored HR data for more than 30,000 employees in 25 different countries. In addition, Oracle HCM Cloud improved the hiring teams’ productivity and efficiency, streamlining and standardizing recruitment processes, improving employee loyalty and making the company a more attractive destination for potential hires. The way Sacyr manages its HR was transformed thanks to the cloud; HR became more strategic and improved security, access, flexibility, collaboration, reliability, and speed. In that sense, the implementation has allowed Sacyr to provide value through the different processes that compose the complete lifecycle of an employee. All thanks to Gerardo Lara, who led the charge for the first digital transformational change within HR and other departments.


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