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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.
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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
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OracleFinancialServices
Services
Consultancy KPOs
Products
Softwareand
Hardware.
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` Clients
National Australian Bank.
Deutsh Bank
International Monetary Fund (IMF)Bankof America
Lloyds
Barclays
New York Life Insurance.
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SEARCHING THE
GEMS ..
TherecruitmentTherecruitment
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RECRUITMENT PROCEDURE
PROSPECTIVE EMPLOYEE DATABASE
JOB DESIGN
INTERVIEW
WRITTEN TEST
1. INTELLIGENCE QUOTIENT
2. LOGICAL AND APTITUDE TEST
PSYCHOMETRIC TEST
OPERATION ROUND
SELECTION
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` JOB FAIRS
` NAUKRI.COM
` MONSTER.COM
` TIMES JOB` SHINE
` TIMES ASCENT
` HT HORIZONS
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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.
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THE OPTIONS FORRECRUITMENT
OWNIT
NT
INT NAL,
AIL I ANDJOB AI
LAT ALCAMP
PLACEMENT
AGENCY
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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
?
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EMPOLYEES FUNCTIONAL AREAS
????
TALENT AND PROCESS REQUIREMENT. JOB ROTATION.
EMPLOYEE SKILLS.
LEARNING ABILITY.
EQUAL OPPURTUNITY FOR ALL.
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` Job design: Processofstructuringwork.
JOB
ANALYSIS
JOB DESCRIPTION AND
SPECI ICATION
RECRUITING
AND
SELECTION
DECISIONS
PERFORMAN
CE
APPRAISAL
JOB
EVALUATION
TRAINING
REQUIREMEN
TS
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` Job designingincludesprocess design asthe
criterion.
` Employeesskills are not considered while
designingthejob.` Knowledgesharingon the basisofvarious
softwarelanguages.
` Liveinteraction amongtheemployees.
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Privacy tools at ORACLE:
` Employees data cannot beshared with other
employees.
` Accessesto Data confined tospecific person.
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` 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.
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` Trainingperiod :Minimum 3 months.
` Carryout EIP for2 months.
` Measurementofeffectivenessofthetraining
provided totheemployees.` Encouragementtoemployees forgainingextra
knowledge and skills.
` Employeesget benefitted fromtheknowledge
sharing.
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` ORACLE collaborated with Oracle University US.
` Training cost recovery:
Covering the cost.
Minimizethe attrition rate.` Conduction oftrainingprogram.
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` Oracle's diversityvision startswith cultivating an
environmentthatisinclusiveof allemployees.
` Individual differencesgivestheopportunitiestoexamine businessissues fromvarying
perspectives.
` Toeffectively competeon a globalscale.
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Diversitythe USP.
TheGlocal Concept.
Equalemployment
opportunitypolicy. Cultural Events.
Team building
events.
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Oracle's Employee
Affinity Groups
` Oracle's celebration of
BlackHistory Month` Muslims Celebrateand
Educateat Oracle's
Ramadan Events
` Diwali Festivals Light UpOracle
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` Process Line Managers.
` DiversityGroup Managers.
` Human Resource Manager.
` Employees.
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ResultMethodsProcess
Training
ClassRoo
kno ledgeleader
On-TheJob
peopleleader
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Transfers.
The Oracle Channel.
Oracle University.
Weekly and Monthly newsletter. Stanford Instructional Television Network. (SITN).
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Investingin employees future.
Employee Stock Purchase Plan.
Vertical and Horizontal functional Training
programs. Employee Assistance Program (EAP).
Education Reimbursement Policy.
Live and Work Well.
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` Periodical Reviews.
` Employeerequirements.
` Processrequirements.
` Industrialrequirements.
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EMPLOYEE COMPENSATION(TYPES)
o DIRECT FINANCIAL PAYMENTS
o INDIRECT FINANCIAL PAYMENTS
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Compensation systems are based on variouslaws
o Minimum Wages Act,1948
o Companies Act,1956
o Equal Pay Act,1963
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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.
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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
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` 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.
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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.
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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.
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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.
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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.
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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
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` Identifyyourcustomer's needs and perceptions
` Craft an identity based on customerneeds
` Develop a mission statementthatresonateswith
meeting customerneeds` Deliveryourpromises.
` Updateyourimage
` Enhanceyourvisibility
` Continuouslyimprove.keepon keepingon.
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