One of the world’s largest global construction and development companies serving clients in transportation, power, industrial, water/wastewater, healthcare, education sports, data centers, government, aviation and commercial.
The business challenge
The client was forced to initially implement Oracle HCM Cloud functionality in a rapid fashion. Time constraints did not allow for a comprehensive assessment of new functionality offered by cloud technologies and only afforded a ‘lift and shift’ of their legacy on-premise requirements into the new platform. This original implementation model presented the following challenges:
- HR Inefficiencies: Because their new HCM Cloud design wasn’t taking into account leading practices or new functionality afforded by the tool, inefficiencies and pains of yesterday remained.
- Limited Usage: Adoption of HCM Cloud was suffering because limitations of the new tool caused continued reliance on their legacy system. The old tool was often thought of as the true source of record for employee data. The two systems coexisted which led many to fall back into using the legacy tool.
- Inability to Advance: During the initial implementation, there was little focus on knowledge transfer to the team. A large system knowledge gap existed and there was limited internal ability to resolve issues or advance the system.
The Baker Tilly approach
Baker Tilly is employing its proven methodology to work through roadmap considerations for the assessment and begin executing on recommendations. The key activities and milestones to optimize the client’s Oracle HCM Cloud platform include:
- Conducting initial optimization phase to address critical pain points and capture low hanging fruit.
- Expanding the platform and user base to include additional employee populations to meet time sensitive business objectives.
- Executing the remainder of the optimization roadmap through targeted design and build sessions to develop optimizations in alignment with the client’s business needs.
- Leading multiple rounds of testing to ensure the optimizations fit the business needs prior to deployment, which has improved stakeholder buy-in.
- Coordinating necessary communication and training to improve end user adoption and minimize interruptions to regular business activity.
The business impact
By optimizing processes, expanding usage and delivering a modernized and efficient HCM platform, the client is transforming their HR function and positioning internal resources to support key strategic objectives and continued growth.
- Improved HR Efficiency: Taking advantage of the modern cloud capabilities not considered during the initial implementation will improve efficiency and effectiveness of HR processes. HR team members can focus on more strategic HR objectives.
- Increased End User Adoption: Through data clean up, implementing additional automated interfaces and establishing a structure for ongoing data quality, reliance on legacy system data will decline and increase end user adoption.
- Increased Self-Sufficiency: By working with the client to ‘close the gap’ in knowledge transfer and through development of an ongoing governance and sustainability model, the client will build capabilities for self-sustainment and reduce dependency on external consulting parties.
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One of the nation’s largest health systems with over 60,000 employees in the New York metropolitan area.
The business challenge
Rapid expansion and an aggressive acquisition strategy resulted in disparate talent management systems and practices across the organization. As a result, the organization decided to embark on an HR transformation initiative to realign the talent function to help drive improved quality, financial, patient experience, and workforce commitment metrics.
As a step towards this realignment, the organization implemented Oracle HCM Cloud Talent Management in 2013. With the implementation of the new system, they hoped to standardize performance management processes and technology, increase employee engagement and improve reporting capabilities. However, after the initial implementation, they had extremely low adoption across the organization. Various populations within the health system continued to follow their legacy performance management processes.
The Baker Tilly approach
What this organization experienced is not uncommon. The implementation of new technology does not necessarily ensure the desired goals and results. Often times, adoption is less than optimal because change is hard – even more so when implementing a change across an extremely large organization. The first step to tackle the adoption challenge is to anticipate it and plan accordingly.
The Baker Tilly team conducted an analysis of the health system’s talent management function – identifying specific opportunities to enhance talent management processes, Oracle HCM Cloud system capabilities, and a strategy to improve end-user adoption with a targeted change management approach. The team worked with the health system to build a roadmap for a phased approach towards system and process optimization. This included:
- Identification of key project success metrics, focusing on improvements in employee engagement, retention of high potential employees, and overall talent management process integration.
- Assessment of engagement levels in performance management processes within the organization to develop a targeted change management approach based on the levels of engagement.
- Train-the-trainer sessions to coach resources within the Talent function to train HR on new and existing processes and system functionality, preparing HR to promote and provide guidance on performance management expectations.
- Collaboration with the client’s internal communications and talent teams to design and execute a detailed communications plan that aligned with the change management strategy.
- Rollout of talent assessment, succession planning and development planning processes and functionality, along with new processes for conducting talent calibration sessions and tracking of data.
- Definition of a governance process to manage success metrics on an ongoing basis and track progress on improvements in engagement, employee retention and process integration.
- Integrated talent management processes: The organization transitioned to a more holistic talent management approach with each enhancement phase. With the implementation of goal setting, talent assessments, succession and development planning, leadership now has a more complete view of the organization’s talent including; high performing talent, high potential talent and high risk employees.
- Improved reporting and analytic capabilities: Enhanced reporting capabilities provide leadership with quality talent data to assess adoption across the organization in order to drive targeted change management. System capabilities provide key metrics to facilitate leadership’s strategic talent decisions.
- Increase in employee engagement: With a simplified, streamlined approach to the performance process, employees are more engaged in the performance cycle. Annual review and goal setting completion rates have been significantly improved. Now that the process is less transactional and more focused on overall career development, manager and employee performance conversations have improved as well.
- Governance process for ongoing metrics tracking: A standard process for tracking key talent metrics on an on-going basis was built, allowing continuous monitoring of progress.
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For more information on this topic, or to learn how Baker Tilly talent management specialists can help, contact our team.