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MBS Introduction

About The Author

Oracle Fusion HCM Talent Management Implementation Steps

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MBS BURIAL VILLAGE

UK based charity providing multi –faith burial needs to the population of Blackburn and the surrounding areas

Emphasis on providing local jobs and developing local talent.

Planned Dates for completion:

Cemetery 2015

Crematorium 2016

Community Centre 2017

Mausoleum 2018

Hotel 2019

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KHALIL REHMAN

Operations Director overseeing the various projects and reporting to the Board of Directors.

Has over 30 years of delivering transformation projects in over 18 countries.

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FUSION TALENT MANAGEMENT IMPLEMENT 1Project Plan

Assigning Tasks

Profile Options and Lookups

Competencies

Educational Establishments

Ratings Models

Best Fit

Goal Management

Descriptive Flexfields

Organisation Goals

IMPLEMENTATION PART2

Goals for Direct Reports

Manage workers own goals

Define Questionnaires , questions and Lookups

Performance Profiles & Roles

Worker Evaluation

Succession Management

Talent Pools

Talent Review

Review Action Plan

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PROJECT PLAN

Meeting between Project manager , senior users and senior supplier to agree the scope, timelines and budgets.

Agreed on a fixed cost budget and assigned dedicated resources to the project.

Khalil to maintain the Functional setup manager .

Implementation team to configure the Workforce Development system as per MBS Burial Village specifications and documented in AIM templates.

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ASSIGNING TASKS

Working backwards from desired go-live date.

Booked internal staff on pre-requisite training courses (instructor lead and NOT e-learning)

Internal staff assigned buddies from implementation team.

Internal staff set up meetings with MBS decision makers.

Senior users allocated staff for workshops, training ad user acceptance testing.

Allow 20% contingency in time estimation budgets.

Get buy-in form Board of Directors.

Re-arrange parallel tasks where appropriate.

Bring in extra resource internally for data migration and testing.

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TWEAKING THE SYSTEM TO MEET MBS REQUIREMENTS Fusion Talent Management provides a vast array of flexibility to

make use of Profile options that enabled MBS to track and report on the following:

HRT_DEGREE_LEVEL: Required levels of education for a job or position profile, such as a Bachelor's Degree or Masters degree. (user)

HRT_READINESS: Time periods in which a worker will be ready for advancement to a specified job or position profile. Managers and human resource (HR) specialists use readiness levels when editing the talent ratings information on workers' career planning cards. (user)

HRT_RISK_REASON: Reasons for why a worker is at risk for leaving the company. Managers and HR specialists use risk reasons when editing the talent ratings information on workers' career planning cards. (user)

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MBS COMPETENCIES

We have specified the following skills that we wish to track for our workforce;

Language Skills

Accounting Qualifications

Project Management Qualifications

Driving sills

Health and Safety Certification

Influencing Skills

Conflict Resolution

Time Management

Supervisory Skills

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EDUCATION

Fusion HCM does not come pre-loaded wit h a list of recognised educational establishments by country so we migrated the data for past and present employees

This is required to track skills and to validate references.

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RATINGS MODEL

Fusion HCM comes pre-loaded with a number of pre-defined Ratings Models which can be edited.

Use rating models to rate workers on their performance and level of proficiency in the skills and qualifications that are set up on the person profile.

You can also use rating models to specify target proficiency levels for items on a model profile, so that the model profile can be compared to workers' profiles.

To rate workers on their performance and proficiency, you attach rating models to the content types that are included in the person profile, and then workers can be rated on the items within the type. For example, you can rate workers on the Communication content item within the Competencies content type.

Rating models that measure workers' potential and the impact and risk of loss are also available.

MBS RATINGS MODELS

Performance Rating Model

Proficiency How good are they at a specific skill

Potential What potential do they display

Risk of Loss Have we detected a Risk of loss

Impact of Loss What would the impact be

Talent Score Scored by line managers

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BEST FIT

MBS has associated model profiles with jobs and positions. This association enables you to define the work requirements and the required competencies, degrees, and other skills for the job or position. This association also enables you to compare profiles and use the best-fit analysis for tasks such as finding the worker best-suited for a job or for helping workers identify their next career moves.

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GOAL MANAGEMENT

Oracle Fusion Goal Management provides the ability for workers, managers, and organization owners to set and define goals that support the common objectives of MBS. Using Goal Management, you can grow your organization's talent by creating development goals that capture the growth and career aspirations of the entire workforce. Workers can update goals throughout a goal setting and tracking cycle, and managers and organization owners can track the goals as workers progress through them.

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CUSTOMISED FIELDS

Create a descriptive flexfield that will be added to all goals to distinguish between goals that are for projects, or those for a half year or full year.

eg.Cemetery Project

Goal Management Descriptive Flexfields

There are three descriptive flexfields available for Goal Management:

HRG_GOALS: Fields for goal information displayed on the

My Goals page.

HRG_GOAL_ACCESS: Fields for goal sharing details

displayed in the Share region of the Goal Details page after a

goal is shared from the Goal Management pages.

HRG_GOAL_PLANS_B: Fields for goal plan details displayed on the Create and Edit Performance Goal Plan and Create and Edit Development Goal Plan pages.

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TALENT PAGES

Managers can use the Team Talent pages to view and add goals for direct reports:

View and add performance and development goals for direct reports. Performance goals will be added to the performance document, if configured to do so.

Click a goal to view and edit information about that goal.

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WORKERS GOALS

MANAGING WORKER GOALS

The Goals page is where all workers manage their own goals. Managers have the added ability to assign goals to workers on this page. Managers can access the Goals page of a worker by selecting the worker name on the My Workers' Goals: Direct Reports page.

Adding Goals to Goal Plans

When a worker adds a performance or development goal, or the manager assigns a goal, it is automatically added to any worker goal plan with start and end dates that span the start, target completion, or actual completion dates of the goals. When goal plans are created after adding goals, you can add goals to the goal plan by selecting the goal plan name on the on the Create or Edit Organization Goals page. There, you can also remove goals from a goal plan by deselecting the goal plan.

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YOU CAN CREATE QUESTIONNAIRES TO:

Add to performance documents to gather feedback from participants, other than direct managers, who are requested to provide feedback about workers.

Calculate worker potential rating during the content preparation stage before a talent review meeting.

Configuring Questions and Responses in the Question Library

MBS has configured questions and responses in the question library to add to the questionnaire. You can create four types of questions and for each question type you also configure specific responses and select the presentation method to determine how the response appears.

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During a performance evaluation, the line manager or worker can prompt the application to update a performance document to include updated competencies from the worker's job profile and content library, as well as new and revised performance goals. Also, the content can populate the performance document automatically when it is created if the performance template has been configured that way.

WORKER EVALUATION

MANAGE PERFORMANCE ROLES FOR PARTICIPANT FEEDBACK

Create roles to expand the scope of the performance evaluation to include 360-degree feedback from participants other than the worker and the worker's manager. To implement multi-participant feedback, you must first define the roles that can participate in the process. Participants can rate workers, and answer questionnaires about the worker.

TEAM TALENT PAGES

Managers can use the Team Talent pages to:

View talent ratings of direct reports: View performance and potential ratings, impact of loss and risk of loss ratings.

View Compensation data: The salary appears for direct reports.

View Predicted Attrition and Performance – View voluntary-termination and performance predictions that are based on attributes from a worker's personal, employment, absence, compensation, and talent management information, most of which are held at the assignment level.

Access full Fusion pages: From the Talent page there are links to the full Fusion Talent pages where you can view all data and perform all functions.

PERFORMANCE MANAGEMENT WORK AREA FOR WORKERS DETAILS

Create and Access Performance Documents

On the My Evaluations page, select the task name to access the performance document to perform the task, and create the performance document, if it was not already created by the manager or HR specialist.

Provide Participant Feedback

On the My Feedback Requests page, select the name of a person for whom you are requested to provide feedback to access the performance document of that person. You can evaluate the worker or answer a questionnaire, depending on the request. You can also view feedback that you have completed.

Search Performance Documents

Search for previous performance documents to view and print them, or current documents to continue an evaluation.

MY ORGANIZATION TAB ANALYTICS AND ACTIONS

The analytic displays data for workers for whom managers have completed the overall ratings in their performance documents. Only workers who are eligible for the selected performance document are included in the chart. Workers with multiple assignments are represented for each of their documents. If no target rating is created for the performance document, only the actual overall ratings appear in the analytic.

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SUCCESSION PLANS

View Candidate Readiness and Plan Strength

View at a glance the number of candidates, the plan strength based on the number of candidates and their readiness. Use the sunburst to focus on each readiness category and drill into more details about each candidate, such as the plans they belong to, performance compensation data, and goals

Review Succession Plan Details

Select a plan to view details, including the names of the candidates and the readiness level of each, and all the job data connected with the plan. For incumbent plans, you will see additional key data, such risk of loss and impact of loss ratings, the reason for the incumbent's departure, if available, and the estimated time in the job.

SUMMARY

Don’t underestimate the amount of work required.

Do invest in good quality training for the Project team.

Don’t look for the cheapest option it hardly ever pays off.

Get commitment from senior management to drive through changes and make decisions when there is conflict.

Kal_mbht@yahoo.com

0777-599-7917