Hrm f Oracle

8/9/2019 Hrm f Oracle

1/44


2/44

History.

Larry Ellison and his friends and formerco-workers

Bob Minerand Ed Oates started the consultancy

Software Development Laboratories (SDL) in 1977. SDLdeveloped theoriginalversion ofthe Oraclesoftware.

The nameOracle comes fromthe code-nameof a CIA-

funded project Ellison had worked on whilepreviously

employed by Amex.


3/44

I flex. Oracle.

` Highermarketshare.

` To have Competitive

advantage.

` Advancement inTechnology and

Manpower.

` Verticalindustry

expertise.

` To have Competitive

advantage.

` Oracle can nowoffer

complete banking ERP

suite


4/44

OracleFinancialServices

Services

Consultancy KPOs

Products

Softwareand

Hardware.


5/44

` Clients

National Australian Bank.

Deutsh Bank

International Monetary Fund (IMF)Bankof America

Lloyds

Barclays

New York Life Insurance.


6/44

SEARCHING THE

GEMS ..

TherecruitmentTherecruitment


7/44

RECRUITMENT PROCEDURE

PROSPECTIVE EMPLOYEE DATABASE

JOB DESIGN

INTERVIEW

WRITTEN TEST

1. INTELLIGENCE QUOTIENT

2. LOGICAL AND APTITUDE TEST

PSYCHOMETRIC TEST

OPERATION ROUND

SELECTION


8/44

` JOB FAIRS

` NAUKRI.COM

` MONSTER.COM

` TIMES JOB` SHINE

` TIMES ASCENT

` HT HORIZONS


9/44

WHAT ORACLE SEARCH FOR ?

BACKGROUND EXPERIENCE

DOMAINKNOWLEDGE

FLEXIBILITY FOR PROCESS CHANGE AND JOB

ROTATION

EFFORTS ONJOB

MAINTENANCE OF APPLICANTS INFORMATION IN

THE HRM INORMATION SYSTEM.

OUTSOURCI

NGOF O

NLY 5% OF WORKFORCETHROUGH PLACEMENT AGENCY.


10/44

THE OPTIONS FORRECRUITMENT

OWNIT

NT

INT NAL,

AIL I ANDJOB AI

LAT ALCAMP

PLACEMENT

AGENCY


11/44

THE HRTEAM >>>>>>>

EMPLOYEE NEED IDENTIFICATION

RECRUITMENT

TALENT ACQUISITION

TALENT HOLDING

TALENT NURTURING

ACCOUNTS AND PAYROLL

GRIEVANCE HANDLING

THE BENEFITS.

BETTER WAY OF HANDLING WORK AND TIME.

ANY FUTURE CHANGES IN RECRUITMENT POLICY

?


12/44

EMPOLYEES FUNCTIONAL AREAS

????

TALENT AND PROCESS REQUIREMENT. JOB ROTATION.

EMPLOYEE SKILLS.

LEARNING ABILITY.

EQUAL OPPURTUNITY FOR ALL.


13/44

` Job design: Processofstructuringwork.

JOB

ANALYSIS

JOB DESCRIPTION AND

SPECI ICATION

RECRUITING

AND

SELECTION

DECISIONS

PERFORMAN

CE

APPRAISAL

JOB

EVALUATION

TRAINING

REQUIREMEN

TS


14/44

` Job designingincludesprocess design asthe

criterion.

` Employeesskills are not considered while

designingthejob.` Knowledgesharingon the basisofvarious

softwarelanguages.

` Liveinteraction amongtheemployees.


15/44

Privacy tools at ORACLE:

` Employees data cannot beshared with other

employees.

` Accessesto Data confined tospecific person.


16/44

` Orienting employees: Basic information.

` A five stepprocess:Needs analysis,instructional

design,validation,implement and evaluation.

` Training methods practiced :On-thejob training,job instruction training, audio-visualtools,

computerbased trainingetc.

` Manyoff-the-job techniques also comein play.


17/44

` Trainingperiod :Minimum 3 months.

` Carryout EIP for2 months.

` Measurementofeffectivenessofthetraining

provided totheemployees.` Encouragementtoemployees forgainingextra

knowledge and skills.

` Employeesget benefitted fromtheknowledge

sharing.


18/44

` ORACLE collaborated with Oracle University US.

` Training cost recovery:

Covering the cost.

Minimizethe attrition rate.` Conduction oftrainingprogram.


19/44


20/44

` Oracle's diversityvision startswith cultivating an

environmentthatisinclusiveof allemployees.

` Individual differencesgivestheopportunitiestoexamine businessissues fromvarying

perspectives.

` Toeffectively competeon a globalscale.


21/44

Diversitythe USP.

TheGlocal Concept.

Equalemployment

opportunitypolicy. Cultural Events.

Team building

events.


22/44

Oracle's Employee

Affinity Groups

` Oracle's celebration of

BlackHistory Month` Muslims Celebrateand

Educateat Oracle's

Ramadan Events

` Diwali Festivals Light UpOracle


23/44

` Process Line Managers.

` DiversityGroup Managers.

` Human Resource Manager.

` Employees.


24/44


25/44

ResultMethodsProcess

Training

ClassRoo

kno ledgeleader

On-TheJob

peopleleader


26/44


27/44

Transfers.

The Oracle Channel.

Oracle University.

Weekly and Monthly newsletter. Stanford Instructional Television Network. (SITN).


28/44

Investingin employees future.

Employee Stock Purchase Plan.

Vertical and Horizontal functional Training

programs. Employee Assistance Program (EAP).

Education Reimbursement Policy.

Live and Work Well.


29/44

` Periodical Reviews.

` Employeerequirements.

` Processrequirements.

` Industrialrequirements.


30/44


31/44

EMPLOYEE COMPENSATION(TYPES)

o DIRECT FINANCIAL PAYMENTS

o INDIRECT FINANCIAL PAYMENTS


32/44

Compensation systems are based on variouslaws

o Minimum Wages Act,1948

o Companies Act,1956

o Equal Pay Act,1963


33/44

o Basic salary structure at Oracle financialservices areaccordingtoGovernment Regulations and IndustryCompensation.

o Bonuses and Incentives provided on twoParametersi.e. Company Performance &EmployeePerformance.

o Competency based paysystem also followed.

o ORACLE PAYROLL software as Information SystemtomanageHR activitieswhich includesHuman

Resources(Core),Incentive Compensation

,AdvancedBenefits, Self ServiceHR &Oracle Financials.


34/44


35/44

Succession planning is a process foridentifying anddevelopinginternalpersonnelwith thepotentialto fillkeyorcriticalorganisational positions.

Withouttheimplementation of a succession plan,therecan besignificantimpactson an organisation

including;` Lossofexpertise and businessknowledge` Lossof business continuity` Damaged clientrelationships` Time and efforttorecruit and train replacement

employees


36/44

` Plan forSuccession planningthrough Internal

referencing.

` Identifythekey businesspositionsthrough the

needs asrequired bythe clients.` Generally avoid succession planning fromexternal

sources.

` Methodsemployed forthe Succession planning

includesprocesslikejob rotation,internaltraining,Cross functionalexperiments.


37/44

Everyemployee has certain expectations,

which hethinksmust be fulfilled bythe

organization heisworking for. When the

organization failed to dothis, he develops afeelingof dissatisfaction. When an employee

feelsthatsomethingisunfairin the

organization.Heissaid to have a grievance.


38/44

1. Economic Wage fixation Overtime Wage revision

2. Work Environment Poor physical condition ofworkplace

Tight production norms Defective tools and equipment Poorquality ofmaterial Unfair rules Lack ofreorganization etc.

3. Supervision Relates to the attitude ofthe supervisor towards the employee such as

perceived notions of bias, favoritism, regional feelings etc.

4. Work Group Employee is unable to ad just with his colleagues, suffers from feelings of neglect,

victimization and becomes an object ofridicule and humiliation etc.


39/44

Treat each case as important and get the grievances in writing.

Talk to the employee directly. Encourage him to speak the truth. Give

him a patient hearing.

Discuss in a private place. Ensure confidentiality, if necessary.

Handle each case within a time frame. Refer company Policy in each case. Inform your superior about all

grievances.

Get all relevant facts about the grievance; examine the personal

records ofthe aggrieved worker. See whetherany witness are available

and visit the work area. Control your emotions, your remarks and behavior.

Maintain proper records and follow up the action taken in each case.


40/44

OD isoften defined as a planned,top-down,organization-wideefforttoincreasetheorganization'seffectiveness and health. AccordingtoWarren Bennis, OD is a complexstrategyintended to changethebeliefs, attitudes,values, and structureoforganizationssothatthey can

betteradaptto newtechnologies,markets, and challenges. OD caninvolveinterventionsin theorganization's "processes," usingbehavioralscience knowledge aswell asorganizationalreflection,systemimprovement,planning, and self-analysis.


41/44

1. Applying criteria togoals

2. Establishinginter-unittask forces

3. Experimentation with alternative arrangements

4. Identifying Key Communicators

5. Identifying Fireable Offenses6. In-Visioning

7. Team Building

8. Inter-group Problem Solving

9. Management / Leadership Training10. Settingupmeasurements


42/44


43/44

` Identifyyourcustomer's needs and perceptions

` Craft an identity based on customerneeds

` Develop a mission statementthatresonateswith

meeting customerneeds` Deliveryourpromises.

` Updateyourimage

` Enhanceyourvisibility

` Continuouslyimprove.keepon keepingon.


44/44

Hrm f Oracle

Documents

Transcript of Hrm f Oracle