2019 Global Human Capital Trends | Oracle HCM cloud differentiators

It’s now mainstream

Organizations should look to a single system to enable the management of all workers, including casual, seasonal, contingent, gig and freelance workers, leveraging common access to talent and learning initiatives and in some cases time and absence, total rewards, and payroll functionality.

The intersection of the traditional and the new

Organizations should become agile and be able to adapt to ever changing times by facilitating cross- skilling and upskilling that develops current and future leaders, helping leaders to manage new ways of working and new types of workers. Leverage advanced reporting and predictive analysis to offer leaders a transparent view of their workforce.

It’s a team sport

Nurture cross-functional teams by leveraging digital enterprise solutions to enable the organization to identify team members, set team goals, and manage team performance. Cascade organizational goals to teams and individual goals to help ensure performance is aligned with the organizational mission.

It’s more than acquisition

Reinvent the talent acquisition mindset by finding new ways to identify talent both internally and externally. Leverage advanced technologies like AI to automate repeatable tasks, freeing recruiters to develop proactive campaigns that build talent pools.

Winning the war on the home front

Leverage talent profiles, succession planning, and career development tools to analyze the current workforce and anticipate future workforce needs and identify internal talent to fill those needs. Enable a culture that promotes internal mobility by advertising openings internally and promoting mobility across geographic regions. Encourage cross-functional learning to prepare employees to move across functions within the organization.

Organizations should leverage automation to reduce time consuming work activities, freeing employees to focus on additional work outside of their standard roles. Use systems to define new job architecture and develop job and talent profiles that define the capabilities the organization needs in a workforce assisted by AI and robotics.

Putting meaning back into work

HR should take the lead in a cross-functional effort to define and improve the human experience at work. Leverage single-platform technology to transform shared services across the organization, automate traditional responsibilities, and introduce social interaction to work roles in ways that are accessible across devices. Promote well-being activities, like wellness and volunteer initiatives.

Closing the gap

Build relationships with workers to understand their needs and then design and configure rewards around those expectations, using a mix of tangible and intangible benefits, like monetary rewards and compensatory time rewards. Consider enabling the ability for employees to build individualized rewards packages that meet their specific needs. Provide visibility to tangible and intangible benefits through total rewards statements.

Integrate real-time learning into the flow of life, building personalized experiences through enabling technology that offers self-service capabilities and the ability for teams to own learning development.

A launch pad, not a destination

With HR cloud as the foundation, organizations should shift their energies to transformational activities enabled by HR cloud, such as enabling transformations through operational model redesign and employee experience. Leverage conversation agents to automate actions and data entry.