As an Oracle partner, Baker Tilly regularly helps organizations make their transition to the cloud. We recently assisted Equity Residential – a real estate investment trust with approximately 300 buildings nationwide – with their move to Oracle. More specifically, we partnered with Equity to facilitate their implementation of the Oracle Digital Assistant (ODA).  Courtney Mecikalski, a consulting manager for Baker Tilly Digital, recently co-hosted a webinar with Rosie Stroh and Mark Johnson of Equity Residential to discuss some of the key aspects of Equity’s implementation of the ODA. The Equity team began the project with plenty of Oracle familiarity, as they previously transitioned to Oracle HCM Cloud in 2016, to Oracle Recruiting Cloud in May 2020, and also were using Oracle Integration Cloud and Oracle Analytics Cloud. 
 Planning and implementation  Equity faced a relatively simple choice in deciding to deploy the ODA. The idea of being able to communicate with job seekers while allowing the recruiting team to focus on ‘value add’ activities was very attractive.  From Equity’s perspective, ODA creates a clear, interactive experience. It allows candidates to engage with their career site, to receive answers to key questions in areas like benefits or employee programs and to find out how they are progressing during the hiring process.  A naturally collaborative company, Equity made sure to include employees across a variety of teams throughout its organization as part of the planning and transition process. Team members from recruiting and HR were included, of course, but the ODA project team also featured representatives across talent development, diversity and inclusion, and IT.   Equity included a broad cross-section of team members not simply for the internal perspective, but also to view the user experience from the perspective of a candidate across a variety of different types of roles.   As a part of the initiative, Baker Tilly and Equity Residential made it a collective priority to take a step back and examine what a candidate is looking for while interacting with the career site. From a recruiting perspective, what topics are candidates interested in learning about? What topics are they asking the recruiting team? What topics come up occasionally, and which ones come up repeatedly? As the team considered the answers to these questions, the focus for the digital assistant began to center around the following perspective:  What questions are candidates interested in asking, and how do we want to answer those questions? In other words, candidates wanted to know about benefits, trainings and internships, among other topics. In turn, Equity made sure that it had the adaptive intelligence to respond to specific questions within those categories. The key was, perhaps, weighing the balance between simple answers and granular responses. (It’s not easy to decipher via electronic communication whether a candidate wants some info or a lot of info.) But it was clear to Equity and Baker Tilly that the first step in guiding candidates to the proper answers was developing a full understanding of the proper questions. Digital assistant design As part of the digital assistant design process, Equity and Baker Tilly considered a long list of issues and topics that candidates were interested in learning more about. With additional research, the team was able to narrow the list to what candidates really want to know about, based on the questions they continually ask recruiters.  In the end, Equity settled on four primary intents: Check application status: Candidates want to know how they are doing in the hiring process. Search for job: They also want assistance looking for the right job within the organization across locations or different job families.  Sign up for talent network/community: Even if a candidate can’t find the right job to apply to when initially searching, they can provide their basic preference information to keep informed as other opportunities arise. Learn about EQR: Candidates are interested in learning more about Equity’s culture, benefits, internships, etc.  Narrowing the intents was not an easy process. Creating keywords that lead people to specific pages on Equity’s career site – and the correct pages, at that – was a time-intensive process. The organization had to make sure it was prepared for all the different ways that job seekers could ask questions – including various phrasings and use of synonyms – and that each of those ways would guide candidates to the right answers (or at least the best possible answers).  After all, the ODA was not being viewed as a simple Q&A repository. It was meant to be more of an interactive experience, and the ability of the digital assistant to understand the user’s request was a critical component.  The outcomes: How did it go? When Equity went live with the digital assistant earlier this year, it was very successful. The team judged success based on the four primary intents noted above. They closely monitored the conversations between the job seekers and the digital assistant. They checked for obvious and non-obvious gaps in the Q&A process. Ultimately, the team was proud to say that very few issues arose.  While the digital assistant was never intended to be a replacement for the career site or live interactions with the recruiting team, it has added a new element of self-service that some candidates prefer. In its intended role as a complement to the recruiting team, it has been a big success and has helped to reduce questions coming in to recruiters.  Next steps Moving forward, the Equity team will continue to monitor conversations between job seekers and the digital assistant, although not nearly as frequently. Every conversation is recorded, and for several weeks, Equity reviewed every detail of dialogue to look for gaps, improvement areas, etc. At this point, they are now reviewing conversations about once a month to examine any lingering issues or common themes that arise. Of course, while implementing the digital assistant for the external candidate experience was a logical first step for Equity, another goal was to also use the ODA internally to support employees. The next step in Equity’s digital assistant journey will be to focus on addressing employees’ questions about time and labor, PTO, pay slips and other issues that come up often in through emails to HR, IT and other internal teams. Equity Residential, like Baker Tilly, has always prided itself on being proactive with technology, and the use of the digital assistant – both externally and, in due time, internally – is another example of proactively using technology to better support their business. Customer Connect members can watch the full presentation here. To learn more about how your organization can get started with Oracle Digital Assistant, contact our team today. 

As an Oracle partner, Baker Tilly regularly helps organizations make their transition to the cloud. Read this article to see how we recently assisted Equity Residential – a real estate investment trust with approximately 300 buildings nationwide – with their move to Oracle.

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Baker Tilly facilitates Equity Residential’s journey to Oracle Digital Assistant

Recruiting and retaining a solid workforce is never easy and the current competitive labor market is not helping. Organizations are working all kinds of angles to make themselves even more attractive to potential employees. One avenue that may not initially be considered is implementing a cloud-recruiting platform, such as Oracle Recruiting, which could give your organization just the edge it needs for several reasons. At the Ascend 2021 Conference, Baker Tilly presented, “Equity Residential, HCM Cloud veterans, go next level with Oracle Recruiting,” during which Rosie Stroh, Equity’s human resources operations director, and Mark Johnson, Equity’s information technology director, discussed what prompted them to adopt the cloud for their recruiting efforts, what the process was like for them and how the firm has benefited from the implementation. Equity’s cloud journey Equity Residential – a Chicago-based real estate investment trust –  began their journey to the cloud back in 2016, when the firm’s IT, payroll and HR departments were looking to standardize and modernize their systems. Given their prior experience, they knew they wanted to move away from an environment of customization, allow for mobility since employees often worked at multiple sites and implement an application that could be configured to meet their needs. It’s no surprise Oracle Human Capital Management Cloud (HCM) fit the bill.  In the years since Equity’s first cloud implementation, Oracle’s Recruiting Cloud product had evolved, catching up to, and actually eclipsing, Oracle’s Taleo Talent Acquisition solution, which they originally implemented. Functionality was the most important factor, but so was the ability to ‘brand’, Johnson said. Equity wanted the product to be tailored to the firm, which Oracle allows through its flexible personalization capabilities. Another selling point of Oracle Recruiting was mobility. Equity has a varied workforce and so the platform had to be easy for potential employees at all levels to apply online, with an intuitive and straightforward application process. Stroh said her team wanted it to be nimble enough with their compliance and career site that they could make changes quickly without having to go through a lot of planning or having to get permission from someone else to have it done. Implementation process After the product selection, Equity started its search for an implementation consultant. The stakeholders wanted a team that had experience with the entire Oracle HCM platform, Johnson said, because they were aiming to create a streamlined experience for a candidate, and with Oracle Cloud the process doesn’t simply end with the recruiting module, it continues into onboarding, talent profile and there it is a hub for all of talent management. After choosing Baker Tilly, the team launched the project using Baker Tilly’s “Jump Start” methodology, in which the client gives Baker Tilly access to its existing system to examine how it’s been configured to determine what has been working and what hasn’t. From there the Baker Tilly team interviews stakeholders about their requirements and the positives and negatives of the legacy platform. Armed with that information, Baker Tilly builds a prototype within the Oracle Recruiting product and shows the client a nearly fully functioning system with many of its process built in.  From there, a few iterative design sessions flesh out the remainder of the module, tailored specifically for the client.  Then it’s time for the “playback” step of the Jump Start approach. During these playback sessions, the client gets to a view into end-to-end process and any remaining adjustments to the environment can be made. Stroh said she has worked with many implementation consultants in the past, but she hadn’t ever been involved like this throughout the project. Historically, with other partners and products, she said they would “spend a great deal of time on requirements, build and design, but wouldn’t ever see the product function until we were already 20 miles down the road. By the first time we would finally see it, it wasn’t what we expected. With Jumpstart, we were able to grant Baker Tilly access to our existing environment of Taleo and they were able to just go from there, since they are so well versed in the system. Jumpstart was really a shining moment from Baker Tilly.”  Another issue Equity wanted to avoid was not being able to handle updates after the engagement ended. One of the hallmarks of Baker Tilly’s implementation process is the governance model, which gives the client the ability to support updates from Oracle on their own going forward as the knowledge transfer happened throughout the project. Stroh said, from the beginning of the process, they involved stakeholders from the departments that were going to be using the tools. Having them be a part of the project from the beginning gave them a sense of ownership, so by the time the project went live, they were a trained workforce who understood the product, she said. Benefits from Oracle Recruiting Equity’s new recruiting platform went live in May 2020, launching in the midst of a global pandemic. Having everything together in one system means that IT has taken on the responsibility of performing any updates that need to be made, ensuring changes are made consistently across the entire system and taking that burden away from other departments so they are able to focus on more strategic, value-added initiatives.  With Oracle Recruiting, Equity can: Use its robust reporting functionality to analyze employee data from a metric-driven perspective to help them understand how they are doing as an employer.  Get an idea of what makes someone a quality hire and what might be influencing certain employees to leave.  Inform how they promote within. If a current employee applies for another role within the organization and they don’t get the job, Equity wants to know why and what it can do to better prepare them for promotion. Because Equity runs a lean recruiting team, the ability to automate has been invaluable, but even more so for their overall candidate experience. Candidates are able to check on their status without having to make a call or send an email, can join the firm’s talent network to be notified when future jobs open, and find information about the firm’s employee benefits and programs.  For the Equity Residential recruiting team, it has given them the freedom to change the site as needed without having to get permission or depend on another group to do it, which has made them more nimble and responsive. Previously, a recruiter would have little access to a potential employee’s information after they are hired. Now, recruiters can have more involvement in the employee life cycle, using surveys to help them better understand what makes good hires, what programs are helping them develop, when they are ready to be promoted, etc. While this wasn’t Equity’s first Oracle Cloud experience, it certainly won’t be its last, as the organization has just worked with Baker Tilly to enhance the recruiting experience with Oracle Digital Assistant, they are currently in the process of implementing Oracle Analytics, and continue to partner with Baker Tilly and Oracle to explore additional artificial intelligence recruiting capabilities. Ascend conference attendees can watch the full presentation here. To learn more about how your organization can get started with Oracle Recruiting, contact our team today. 

To attract and retain talent in the competitive labor market, organizations seek recruiting platforms to make the process seamless.  Read this article to hear what prompted Baker Tilly client Equity Residential to adopt Oracle Recruiting and how it’s benefiting their business.

Oracle Cloud veterans ‘jump-start’ their recruiting function

 Organizations have struggled for years to develop a model environment where HR, learning and development, and recruitment functions work well together to develop a strong, cross-functional corporate culture around talent. At a recent Baker Tilly hosted webinar, Kevin Wheeler, Founder and President of The Future of Talent Institute, outlined one such model.  The model features five key functions that: Sets a comprehensive, total talent strategy Introduces automation into the talent process Recruits new employees Develops current employees Streamlines routine hiring Under this model, the performance office sets strategy, establishes guidelines and coordinates talent efforts throughout the organization.  The automation hub houses staff with expertise, the technologies that support the HR and training functions and integrates those technologies as needed within the company. Baker Tilly consultant noted, “Unifying and enabling the talent model with modern, cloud-based technology is critical to success.”  The cross-functional recruitment team focuses on the low volume, hard-to-fill positions in a company. These roles require human interaction and integration with other functions in order to be effective in hiring top quality candidates. This team relies heavily on referrals within the company’s network and involves hiring managers in the sourcing and hiring process. For high volume, routinely filled jobs, hiring managers are able to tap into a self-service hub, where they can be more involved in the hiring process, from requisition creation to offer extension. This idea of self-service can be in combination with or in service to the company’s recruitment process outsourcing (RPO) function, where no matter what, the overall outcome is efficient recruiting.  To tie all of the talent functions together effectively, however, organizations require employee development. Wheeler noted that employee development has been “the forgotten child of the last decade.” It is more and more necessary as companies adjust to a world where talent needs change overnight and employees are forced to learn new skills quickly. “There needs to be a robust function within a company that can help curate information, deliver knowledge, steer people to the right resources, and provide mentorship,” Wheeler said.  Technology and talent Technology supports and enhances many talent management functions, whether by Oracle or another platform. Most of these functions, as noted in the diagram above, have been standard parts of the talent function for decades. Some have only recently become available through self-service functionality, digital assistant capabilities and artificial intelligence. Newer, cloud-based technologies are rapidly becoming essential for a company’s talent model to succeed. For example, the digital assistant is a Chatbot available for employees to leverage in order to request information easily. For instance, they can find out about open positions or training opportunities within their company without having to send an email, make a phone call or search a web site. Artificial intelligence in the talent space may look like identifying internal and external candidates that qualify for current or future openings within the company.  Succession Planning is a great use case for leveraging cloud technology in talent management strategy. In the past, effective succession planning focused primarily on senior level employees. Now, technology allows companies to plan and include staff further down the organizational ladder by using real-time data that integrates with other talent and HR functions. This type of technology aids companies in identifying and analyzing top talent. It also provides space to ‘reverse engineer’ a talent search strategy on the skills and competencies desired to drive successful outcomes.  Polling results  Unified talent model  Oracle HCM Cloud is just one example of a sophisticated, unified platform that enables a cross-functional talent model. It provides companies with three core advantages – a better candidate experience, an opportunity to focus on a lifelong learning approach for employees, and capabilities that support the development of new employee skills to match market needs. Better user interfaces, such as mobile-friendly systems, make for a better candidate experience, especially when candidates are applying for a job. The candidate experience extends beyond just the career site and its formatting. Screening questions, for instance, help candidates understand how their skills align with the company’s needs. The application process can describe to candidates what it is like to work on a particular team and for the overall organization. Incorporating social media platforms into the recruitment process also makes for a better candidate experience. Platforms like LinkedIn and Indeed, which can be tightly integrated with cloud technology, make it easier to connect and interact with potential candidates without them even needing to visit the company's website. Built out features, ultimately set by strategy but empowered via technology, are responsible for conveying corporate culture that is truly a determining factor for prospective candidates. Lifelong learning is a commitment by employers to develop talent from within the organization on an ongoing basis, as opposed to constantly looking to other companies to find talent. Decades ago, many companies like IBM and Motorola had internal training programs. Most of these programs were cut in the 1980s as companies shifted their focus to profits, stock market valuations and quarterly returns. Wheeler noted that cutting middle management jobs in the 1980s also cut out natural mentorship roles at companies. He sees this decision directly related to the talent shortages companies are facing today. Wheeler also commented that lifelong learning is something individual employees are ultimately responsible for, but should be the co-responsibility of the managers and leaders in the organization to guide employees along certain learning paths. With cross-functional collaboration and sophisticated technology, these learning paths can be made readily available, and easily adaptable to managers and employees based on team needs and enterprise goals. Finally, companies must be proactive in providing their employees with the right opportunities for skill development to match market needs. Organizations need to work with finance, marketing and growth teams to identify market segments where the company may want to expand. Then, the focus should shift to the internal inventory of existing skills, and investing in training and development where there are competency gaps. Jeff Haynes, director of Baker Tilly’s Oracle Cloud practice, noted that younger, growth-oriented organizations have not had the chance to incorporate a robust skill development strategy but the need to move in that direction is paramount. Cloud technology can provide real-time competency reporting and planning so the leaders of the organization can make an informed decision on how to approach the right skills development path. Why rethink talent development? Wheeler illustrated how the pandemic has been a catalyst in accelerating the talent and skill shortages that have been developing for years. The IBM training model of the late 20th century, for example, meant the company rarely had to hire outside the organization. This strategy increased retention, loyalty, productivity and performance. Organizations need to rethink this corporate mindset. According to Wheeler, colleges and universities cannot expect to turn out graduates with the exact skill sets needed for entry-level jobs, so companies need to go back to assuming that responsibility. He expanded on this by saying, “the only way you are going to solve the issue is to increase the supply and the only way you are going to increase the supply is through more internal development and more skill building that is specific to the needs of industries.”  Colleges cannot provide the mentorship that the newer workforce can benefit from in the workplace. New college graduates are looking for organizations to offer them mentorship, training programs, apprenticeships, and internships. That is why organizations have an opportunity to build out their employee learning and development programs. Wheeler said people development opportunities, along with flexible work arrangements, are the two biggest incentives companies can offer in today’s competitive labor market.   Companies that are adopting a robust corporate culture around talent are earmarking a small number of jobs that absolutely have to come from experienced, external people, and then filling all other jobs with talent developed internally. Even with the ups and downs of economic times, organizations cannot decimate their recruitment department and instead should stay committed to their internal team members. Compelling change Companies are ready to invest in a new type of talent management model when they cannot attract the right people to fill talent gaps, their retention rate starts going down, and they cannot seem to adapt fast enough to current market conditions. One of the best things a recruiter can hear is a candidate who takes a position and says, “I'm coming to work for you, not because you had the best offer, but because I had the best interview and recruitment experience and I have the greatest chance to succeed with your company.” Robust, coordinated talent development programs may have fallen out of favor because the market compelled companies to focus on other things. Now, however, the market is telling companies that they can and should build a strong business case about the ROI on a unified, market-leading, technology-driven talent program. Please contact Baker Tilly to set an appointment for a no-cost evaluation to help your team build a business case. We have helped many companies develop a strong ROI argument to start a journey on the path of a Unified Talent Model and we want to help you begin that journey today.

Read this article to learn how to develop a model environment where HR, learning and development, and recruitment functions work well together to develop a strong, cross-functional corporate culture around talent. 

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Drive organizational success with the future of talent management

Client background: DISH is a connectivity company that specializes in satellite television, audio programming and interactive television services. A Fortune 250 company based in Colorado, DISH has more than 17,000 employees who serve 13.7 million Pay-TV subscribers and 580,000 broadband subscribers. The business challenge: While DISH’s products and services are best in class, its HCM practices were falling behind. With an organizational goal of exponential, triple growth in a three year timeframe, it was time for their disparate technology solutions to be replaced. Knowing this wouldn’t happen again for some time, they wanted to take full advantage of the opportunity by reconsidering all aspects of their people, processes and technology. DISH needed to address its non-value add manual and labor intensive HR processes, limited access to centralized information across the organization and limited and inefficient knowledge sharing across business groups. They set out to drive standardization across business units and geographies to simplify and improve the employee experience. DISH also recognized that a strong focus on end-to-end process design and comprehensive change management would be integral to address all aspects of people, process and technology. The Baker Tilly approach: DISH selected the Oracle HCM Cloud Core HR, Compensation, Benefits, Absence Management, HR Help Desk and Talent Acquisition (OR) as their technology solution. Baker Tilly completed a comprehensive review and optimization of their end-to-end business processes for the functions listed above and supported DISH with the change management efforts associated with the HCM Cloud implementation and roll out.  Activities included: Development of a Global Common Model to drive standardization across business units and geographies, while also allowing for any unique local legal or regulatory requirements A structured approach to identification of impacted stakeholder populations, understanding the level of change the transformation would bring to each, and creation of tailored change management, training and communication plans for each Development of a governance model for managing the necessary support, maintenance and enhancement activities associated with the HCM Cloud solution on a going-forward basis The business impact: DISH eliminated non-value added work, leveraged automation and minimized the manual burden on HR. DISH now has policies and processes that are simple to understand, navigate and execute. The organization has set a new precedence for how project teams should communicate and train as part of any transformational initiative.
For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Baker Tilly completed a comprehensive review and optimization of their end-to-end business processes for the functions listed above and supported DISH with the change management efforts associated with the HCM Cloud implementation and roll out.

DISH is live on Oracle HCM Cloud

video One of the best things about the Oracle Cloud platform is the opportunity to phase the adoption of new functionality based on the significant amount of R&D that continues to propel the platform forward. For Equity Residential (EQR), the maturation of Oracle Recruiting offered a tipping point for the organization to sunset the Taleo talent acquisition platform, as well as other third party supplements, and fully adopt the seamless unification of Oracle Recruiting along with their existing Oracle HCM Core. Listen to this webinar with Equity Residential executives and garner key insights such as: Implications for moving from an on-premise HCM solution to Oracle Cloud How to assess cloud functionality, understand configuration “guardrails” and how to manage change when moving from one cloud product to another How to assess a consulting partner and best timing to engage them in the process Why now is the time to transition from Taleo and take advantage of Oracle Recruiting’s capabilities Speakers Mark Johnson, Director of IT, Equity Residential Rosie Stroh, HR Operations Director, Equity Residential Jeff Haynes, Oracle Cloud Practice, Baker Tilly For more information or to learn how our specialists can help, contact our team.

Listen to this webinar with Equity Residential executives to hear about their move from Taleo to Oracle Recruiting and what's next for their organization. We also discuss how to assess cloud functionality, the implications of moving from an on-premise solution to the cloud and how to manage the change.

Another cloud chapter for Equity Residential: from Taleo to Oracle Recruiting

Client background:  Equity Residential (Equity) is a Real Estate Investment Trust (REIT) focused on the acquisition, development and management of rental apartment properties located in urban and high density suburban markets. Headquartered in Chicago with over 2,700 employees who serve investments in 307 properties consisting of 79,482 apartment units, primarily located in Boston, New York, Washington, D.C., Seattle, San Francisco, Southern California and Denver. The business challenge: Due to a competitive market and nature of the work, talent acquisition has been a high priority for Equity Residential. With high turnover in some segments of their business, its workforce was constantly changing. Equity was looking to consolidate and integrate their HR technology footprint to achieve a more seamless front end experience for candidates and managers, while also minimizing the required support on the back-end. They had already begun the journey to consolidate their HR technology footprint with the implementation of Oracle HCM Cloud (Core HR), so the timing was ideal to execute a transition from OTAC to Oracle Recruiting. The Baker Tilly approach: Equity selected Oracle Recruiting to deploy into their existing HCM Cloud suite, for a new and improved Talent Acquisition solution. Baker Tilly used its Jump Start implementation methodology that allowed the project team to leverage the design of Equity’s existing Taleo Recruiting solution to enter the project kickoff session with a pre-configured Oracle Recruiting environment for review. This pre-configuration enabled Equity to focus on the value enhancement related aspects of the project such as the external career site and Oracle Digital Assistant. Throughout the Design and Build Phase, Baker Tilly used its playback concept to show Equity iterative progress of the new solution, so that in the Test Phase there were minimal surprises. Given Equity was already live on Oracle HCM Cloud, we relied on our knowledge transfer approach to educate their HRIT team and enable them to take ownership throughout the Deploy Phase and through the stabilization period. The business impact: Equity has achieved the following from the transition from Taleo to Oracle Recruiting: A new career website with a professional look and consistent feel for a better user and candidate experience allowing them to better source and recruit talent in a competitive industry Standardized recruitment processes across their different geographies, lending to streamlined processes internally for the talent acquisition team Increased confidence amongst leadership in sourcing, recruiting and hiring processes taking place across the organization The ability to eliminate additional vendor contracts and diminish total cost of ownership – including maintenance related costs associated with monitoring new hire integration between OTAC and HCM Cloud A swift implementation that was completed ahead of their heavy recruitment season For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Equity was looking to consolidate and integrate their HR technology footprint to achieve a more seamless front end experience for candidates and managers, while also minimizing the required support on the back-end.

Recruiting in real estate reimagined: Equity Residential transitions from Taleo to Oracle Recruiting

Client background A global post-trade financial services organization based in New York City, with offices in 16 countries. They are a leader in trading activity and provide clearing and settlement services to the financial markets. The business challenge The client was consolidating applications and moving to full-suite Oracle HCM & ERP Cloud for all of their HR and Finance systems. They had already implemented many Oracle Cloud modules, including Oracle Learning Cloud with Baker Tilly. They were live on Taleo Recruiting, but looking to understand if Oracle Recruiting was right for them. If it was, they wanted to understand how to develop an implementation roadmap that would maximize their hiring requirements. The Baker Tilly approach Baker Tilly leveraged its Jump Start methodology to assess the client’s needs. This allowed us to bring forward pre-configured, leading practice processes as a starting point. We then guided the client with the following approach and services: Review current state application and configure baseline: Reviewed current OTAC configuration Conducted stakeholder interviews to determine pros and cons of current state Configured baseline future state processes Infused Baker Tilly leading practices Partner with the client to address gaps Confirmed future state requirements and addressed gaps Finalized future state processes and document configuration Convert Finalized configuration in the environment Tested and deployed The business impact While the client was satisfied with Taleo in general, their priority was to realize the ROI of a seamlessly integrated HCM solution and for continued alignment with their overall talent strategy. Below are some of the benefits realized by the client as a result of their transition from Taleo to Oracle Recruiting: Elimination of all new hire integration errors Fully integrated reporting Improved visibility and reporting of their candidate selection processes Increased transparency with new hire onboarding Global harmonization of onboarding processes, creating a consistent experience for all new hires Increased transparency of the recruiting process for recruiters, managers and candidates Video interviewing capabilities An improved candidate application experience For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Global financial services organization realizes the ROI of a seamlessly integrated HCM solution and for continued alignment with their overall talent strategy.

Global post-trade financial services organization moves from Taleo to Oracle Recruiting 

The business landscape is changing at an accelerated pace. The timing is optimal to make the shift to the cloud. While we may still be in the early majority phase of the technology adoption lifecycle, the federal space can build from the experiences learned from early adopters. Explore how federal agencies can approach their cloud journey, critical factors to success, recommended timeline and success stories.

Read “Modernizing HR Processes in the Cloud” to learn about the advantages inherent in today’s cloud technology for government clients.
For more information or to learn how our Human Capital specialists can help,  contact our team.

Baker Tilly’s whitepaper, “Modernizing HR Processes in the Cloud” - how federal agencies can approach their cloud journey and leverage the power and potential of modern business technology.

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Modernizing HR processes in the cloud

Oracle Talent Acquisition Cloud (OTAC), also known as Taleo,  has long been considered an industry leader in the Talent Acquisition market. However, for Taleo clients that have implemented Oracle HCM Cloud Core HR, there is now an attractive alternative. Oracle Recruiting is the recruiting module within the Oracle HCM Cloud suite. Released in June of 2018, Oracle Recruiting was built organically in the Oracle Cloud and is the type of innovation that will enable organizations to bring key business functionality onto the same platform as your Oracle HCM Cloud.  Oracle Recruiting provides a seamlessly integrated solution for sourcing, recruiting and onboarding, and delivers distinct benefits and returns when compared to the previous standalone Taleo offering. Here are 6 of the highest value benefits our clients are realizing now:  Better data quality/reduced integrations – With Oracle Recruiting, the number of integrations needed to maintain the system decreases dramatically - integrations for foundational data (organization, location, and job function), requisition templates, position/job details, employees and internal candidates, as well as new hires, are no longer needed. With all data on a single platform and the capability to leverage configuration from other HCM modules including organizations, jobs, positions, work locations, geographies and more, the latest data available to the business can be leveraged immediately in the recruiting process. This reduces the number of costly data errors that may arise throughout the recruiting, hiring and onboarding processes. Integrated reporting – With Oracle Recruiting, organizations now have the ability to have all available HR data housed within one reporting tool. No need to export information to a data warehouse or other cloud solutions. Reports can seamlessly include data across different functional HR areas. The business challenges that can be solved with integrated reporting are numerous – combine recruiting data and performance records to help make more strategic business decisions around hiring practices to identify top talent or link job openings to talent profiles and key competencies to identify internal talent, to name a few. One HR platform – Within HCM Cloud, employees will now have one location to go to for all HR self-service activities. In addition to submitting a time sheet or updating their address, employees can now search for open jobs or review a job offer within the "Me" tab. The manager experience is enhanced as well – one single manager self-service interface drives adoption, satisfaction and most importantly, enhances managerial decision-making when it comes to identifying quality new-hires. Seamless onboarding experience – Onboarding in Oracle Recruiting leverages a tool called HCM checklist. Checklist offers organizations the unique ability to leverage different application tasks like Family and Emergency Contacts directly in the onboarding experience. This reduces the need for custom forms and data integration with Taleo, and introduces new hires to HCM Core employee self-service activities. As a result, new hire data is in HCM Core before day one. This introduction allows them to become familiar with the user experience they will have in HR throughout their career.  Adaptive intelligence and digital assistant – With the introduction of Adaptive Intelligence (AI) into Oracle Recruiting, the recruiting team now has the ability to leverage machine learning to enhance the decisions recruiters and hiring managers make on candidates during the hiring process. For candidates, the career site offers a light adaptive intelligence engine to boost their ability to find jobs that interest them most. Beyond AI, Digital Assistant has also been introduced within both HCM and on the career site of Oracle Recruiting. It provides candidates and internal recruiters real-time answers to their questions. Both of these new technologies reduce human response time with manual, tactical tasks, and frees them up for higher value added, strategic activities. Improved internal mobility – Often organizations tend to focus solely on the external labor market when filling open roles in the organization. But what about the internal labor market? Oracle Recruiting promotes internal mobility and the value of getting the right people, in the right role or position at the right time. Oracle Recruiting has dedicated space in HCM where candidates can locate jobs and apply – leveraging their talent profile used by many other modules in the HCM Suite.  For organizations facing talent scarcity or other challenges in talent acquisition, Oracle Recruiting offers multiple, high value returns for a comparatively light investment. Many of our clients are realizing these returns as they swap out Taleo for Oracle Recruiting. We would love to help you assess the options, benefits and timing that’s right for your business.

Oracle Recruiting provides a seamlessly integrated solution for sourcing, recruiting and onboarding, and delivers distinct benefits and returns. Here are 6 of the highest value benefits our clients are realizing now.

6 reasons to move from Taleo to Oracle Recruiting

Competition is fierce in the search for top talent. Unemployment currently hovers around 3%, and the most desirable candidates control the supply/demand equation. The pressure is on employers to leverage any advantage they can to land these high quality, finite resources. Two strategies that we at Baker Tilly are seeing employers seriously consider are, “changing the way we work” and “candidate-centric recruiting.” Changing the way we work Artificial Intelligence (AI) has dramatically altered consumers’ expectations and standards for connecting with an organization. For example, Netflix collects user data to provide recommendations and a personalized viewer experience for each accountholder, and Amazon does the same to market products relevant to its users’ interests. AI offers recruiters analogous opportunities to “change the way we work” with candidates and create personalized offerings.   A recent Baker Tilly poll found that only 33% of HR professionals feel their career sites provide applicants (both internal and external) an effective consumer-grade experience. Technology in HR has caught up to our consumer-grade expectations, and it’s up to us as HR professionals to embrace it. In most cases, that means “changing the way we work” by rethinking how we add value to the organization, and by shifting our talent acquisition strategy from “managing requisitions” to “creating value.” AI is revolutionizing the way all professions work. AI can manage – more efficiently than humans – the tedious and task-oriented work that tends to bog us down, such as information gathering, answering routine questions, logging and reporting, etc.  This enables us to maximize our valuable human skill set, attributes like creative and critical thinking, relationship building and cognitive flexibility. Specific to talent acquisition, this translates into more value to the organization from the recruiting team as they spend less time on screening, scheduling, ranking and reporting, and more time on gauging culture fit, understanding candidates’ needs, negotiating and getting high quality candidates to accept offers.   Candidate-centric recruiting A poor candidate experience can be detrimental to your organization’s brand, culture and reputation, and therefore its success.  Quality candidates who know their value will quickly move on from a clunky experience to prospective employers that provide an engaging consumer-based experience, leaving only more desperate, lower-quality candidates to slog through the inferior experience. Focusing on a “candidate-centric” journey creates the opportunity to drastically increase the quality of the pool of candidates. Historically, organizations have taken a job-centric hiring pipeline approach: when a position is open, candidates apply and the one who fits the role best is offered the job. In fact, 77% of respondents Baker Tilly polled reported their organizations take a job-centric hiring pipeline approach. This antiquated approach is not nearly as sophisticated nor functional as the candidate-centric approach. Modern levels of automation like AI, specifically machine learning and chatbot technologies, are the driving forces behind candidate-centric recruiting, which allows for a more consumer-friendly candidate journey. Candidates can easily receive personalized updates, stay engaged in a community, receive guidance, as well as get answers to their questions in real-time. Conclusion Leveraging modern technology is a must when it comes to improving the effectiveness of an organization’s talent acquisition function. AI drives a candidate-centric experience and allows humans to pursue a more essential line of work. With AI technology, HR professionals can now build and deliver more personal experiences, gain insights, make decisions and add value to their organizations like never before. According to our Baker Tilly poll, only 14% of organizations are fully utilizing candidate experience and AI to maximize their talent acquisition process – it’s time to “changing the way we work” and build your “candidate-centric recruiting” approach.  Now is the time to take action! “Go BEGIN!” For more information on this topic, or to learn how Baker Tilly human resources specialists can help, contact our team.

Leveraging modern technology is a must when it comes to improving the effectiveness of an organization’s talent acquisition function. Here are two strategies companies should consider when attempting to maximize their talent acquisition efforts.

Digital Strategy

Talent Recruitment, Retention & Management

Two high impact strategies for smart recruiters

The Baker Tilly approach Working with the company, Baker Tilly applied its proven HR transformation methodology to define a roadmap in the context of their priorities and interdependencies. Over the course of 18 months and three phases, four Oracle HCM Cloud modules would be deployed – Talent Acquisition, Talent Management, Learning and Core HR. Phase I, Baker Tilly led the client through a process to establish foundational elements of their processes and solution design within Oracle HCM Cloud, playing back key design decisions that were made along the way. This enabled the rollout of new talent acquisition and talent management processes and solutions globally, which were the highest priority for the organization. Phase II, Baker Tilly leveraged leading practices to drive system design and configuration while simultaneously assessing fit to geographic and business unit specific requirements. A Global Common Model was developed to workforce administration processes across the globe and an extensive local requirements gathering process was executed to ensure all local and legal requirements were met. Phase III, after addressing their critical business needs, focus shifted to the growth and development of the organization’s resources with the delivery of the new Oracle Learning Cloud solution. The business impact Achieved HR process independence from the previous parent company, contributing to a smooth divestiture and positioning for future growth as an independent organization A single source of global HR data integrated with talent acquisition, talent management and learning processes across all regions Standardized and streamlined workflows across processes that support a variety of unique requirements and legislative needs in different countries Greater visibility to HR processes globally with enhanced reporting capabilities Successful deployment of Oracle HCM Cloud – Talent Acquisition, Talent Management, Learning and Core HR modules. Being one of the first to employ Oracle Learning Cloud, robust learning management capabilities can now be accessed by resources around the globe.
For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

After a divestiture from its parent company, auto interior supplier achieves HR independence through the deployment of Oracle HCM Cloud – Talent Acquisition, Talent Management, Learning & Core HR.

Manufacturing & Distribution

Consulting

Human Resources Information Systems

Global automotive interior supplier transforms HR with Oracle HCM Cloud

Client background A top tier global design and delivery firm that provides professional services in planning, engineering, architecture, interior design, landscape architecture, surveying, environmental science, project management and project economics for infrastructure and facilities projects. It has over 22,000 employees, more than 400 locations in North America and seven locations internationally. The business challenge The company had grown rapidly in the last decade through mergers and acquisitions, and had just acquired an 11,000 person organization that spanned numerous geographies. Their M&A strategy had created disparate HR processes globally, the consequences of which were the lack of talent visibility across the organization and the inability to capture and utilize accurate data for strategic HR decision making. This acquisition was an opportunity for the HR and IT organizations to align on a strategy to bring HR systems and processes together, eliminate process inefficiencies and increase access to global talent data. The Baker Tilly approach The company made the decision to move to HCM Cloud for Talent Acquisition, Talent Management, Learning, and Compensation. Baker Tilly utilized its Harmonize methodology prior to the start of the implementation to accomplish this alignment. Established a Global Common Model to encompass talent processes in all business units and geographies Gained buy in from leadership and defined ownership of talent acquisition and talent management processes Led a design and build phase in which talent acquisition, talent management and learning processes were finalized and configured within HCM cloud Established metrics and guiding principles to define project success for the implementation Developed and executed a strategy for onboarding newly acquired businesses and geographies into the HR organization Change management and governance planning for implementation and post go-life activities Developed a three year roadmap for HR transformation initiatives The business impact The alignment between the core project team and HR and business leadership early on and work accomplished during the Harmonize phase has set the client up to begin its HCM Cloud implementation and transform its talent strategy. Desired common global practice and project team mobilization was established, and a basic process design was finalized Project roles and responsibilities established and project success defined Socialization of the system and processes globally through a structured, key stakeholder, leadership-down communication approach A Global Common Model that all current HR and future acquisitions will adhere to The three year HR roadmap for the HCM cloud implementation will guide the client through its HR transformation Download the full case study > For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Benefits & Compensation

Global design and delivery firm aligns disparate HR processes through Oracle HCM Cloud

Client background Creighton University is a Jesuit University in the Midwestern United States with more than 8,000 students. It is a forward-thinking organization with a highly effective and collaborative team of professionals and leaders who are committed to success and excellence. The business challenge Creighton used disparate HR systems to hire talent, store employee data, and manage their goal setting, performance review and compensation processes. Talent reviews and succession planning were completed and managed manually. This led to inefficiencies in HR processes and provided limited visibility into the institution’s talent. With talent acquisition, they dealt with high candidate drop-off rates, an extended time to hire and no way to consistently manage and leverage their best source of talent - current employees. Compensation processes were administratively burdensome, often resulting in disharmonious and inaccurate data during the compensation cycle.  The Baker Tilly approach In an effort to reinvent the way HR supports the university and enhance its HR processes, Baker Tilly replaced Creighton’s existing systems and implemented the Oracle Talent Management Cloud (OTMC), Oracle Talent Acquisition Cloud (OTAC), and Oracle Workforce Compensation applications. Creighton and Baker Tilly partnered throughout the project to understand the unique business requirements for all employee types and design a future state that would support and enhance the mission of Creighton University. Talent review matrixes were implemented to provide a visual reference for managers and HR leaders to easily view employees’ actual performance level, potential level and risk of loss. The Compensation implementation simplified the process for managers and HR to communicate with employees, reduce data manipulation, eliminate inaccuracies, and integrate with performance ratings so that pay decisions better align with employee performance.  The business impact With the implementation of OTMC, Creighton was able to roll-out goal management, performance reviews, talent profile, talent review, succession planning and workforce compensation. As part of the talent review implementation, the university can now easily gauge the health of its leadership talent pipeline and attain a broad view of the profiles and readiness of leaders. The OTAC implementation addressed some of Creighton’s most unique challenges – from engaging search committees, to managing career sites and reference checks, to creating offer packages and onboarding new hires. With OTAC, the search committee’s involvement is now earlier in the process – streamlining the hiring and approval process and resulting in positions being opened and posted more quickly. With a redesigned application process, Creighton is now able to support the different timing requirements and unique hiring processes for staff and faculty members. The new automated onboarding process provides a consistent onboarding experience for all new hires and improved internal practices. The Taleo Social Sourcing application enables Creighton staff and faculty to refer open positions, use campaigns to source hard-to-fill positions and use job alerts to share positions. With Workforce Compensation, HR leaders and managers now have a real-time, comprehensive view of the University’s employees and are able to use reporting and analytics to help drive organizational strategy and better compensate their employees. The redesigned compensation process has reduced the effort of HR and Finance to support managers across the organization.
For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Creighton University, a Jesuit University with more than 8,000 students, implements Oracle Talent Management Cloud land Talent Acquisition Cloud to reduce inefficiencies and enhance processes.

Higher Education

HR reinvented at Creighton University with Oracle Talent Management and Talent Acquisition Cloud

Millennials are entering the workforce with optimism and energy – full of ambition and believing they can achieve all of their aspirations with the right opportunities, experiences and training. As a result, employers are adjusting their employment value proposition to focus on what matters most for these younger workers. As demonstrated by improved attraction and retention metrics, millennials appreciate an employer that makes critical investments in learning and development (L&D). And it must be delivered in a way that is purposeful, impactful, and most importantly, modern -- like the rest of their technology-fueled lives. Providing L&D in the same fashion as they always have, won’t be enough for organizations to attract and retain millennials.     Listen to find out what’s important to millennials as they enter the workforce and the changes your organization may need to make to its learning and development practices in order to attract, grow, and retain them. Presenters Tracey Racette Fritcher, Director
Human Capital Services Alexandra Wernette, Consultant
Human Capital Services Note: This is a recording of the presentation given at HCM Central @ Oracle OpenWorld

Find out what’s important to millennials as they enter the workforce and the changes your organization may need to make to learning and development practices in order to attract, grow, and retain them.

A move towards purposeful, impactful learning and development

The Baker Tilly approach Baker Tilly employed its proven methodology and worked with the client to tailor an approach for the Oracle Recruiting project. Key activities and milestones included: An independent review of the existing Applicant Tracing System (ATS) to identify possible optimization opportunities. Identifying, compiling, and prioritizing current pain points throughout the recruiting process and their impact on the client’s ability to meet talent and business objectives. Executing a project roadmap to develop optimizations in alignment with the client’s business needs. Leading multiple rounds of testing to ensure the optimizations fit the business needs and improved stakeholder buy in prior to deployment. Coordinating necessary communication and training efforts to ensure end user adoption and minimize interruptions to business activity during the project. The business impact By optimizing their processes and delivering a modern recruiting platform, the client has transformed their talent acquisition process. Their teams are positioned to support continued growth and other key strategic objectives for the chain. Improved Candidate Experience: The new career site provides a welcoming experience for candidates and enhanced communication tools keeping them informed of where they are in the process Improved Recruiter Productivity: Automated offer letter development is empowering recruiters to focus on recruiting functions which further drive value for the organization Improved Reporting Capabilities: Consistent visibility to key recruiting metrics throughout the candidate selection process, allowing the use of data within reports to drive strategic decisions For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Learn how Baker Tilly helped optimize processes and deliver a modern recruiting platform, to transform the talent acquisition process.

Oracle Recruiting fills fast-food pipeline with qualified candidates

Client background An integrated public health system that offers the full continuum of healthcare. Based in Connecticut and employs over 18,000 people. The business challenge Having outgrown its outdated recruiting and onboarding system, the company was looking to modernize their systems to advance their talent acquisition and onboarding initiatives. Specific areas of concern were: Candidate experience: With number of clicks to fill out an application being excessive, the company experienced huge drop off rates, low numbers of qualified candidates and low quality of hire of those who completed the process. End user experience: The legacy system had limited functionality which resulted in recruiters and hiring managers spending too much time on non- value add work. Fragmented processes, roles, and responsibilities: The company’s HR departments operated in silos resulting in fragmented processes, roles, and responsibilities amongst similar resources in their talent management organization. This created delays for recruiters and hiring managers and inconsistent communication with candidates. Reporting issues: Limited reporting capability to leverage and run the business. Reports that were available were not run in real-time, therefore not providing accurate data. The Baker Tilly approach Baker Tilly implemented the Oracle HCM Cloud for Talent Acquisition solution to improve the candidate experience, reduce drop off rates, break down silos, and streamline the recruiting and onboarding processes. Key activities and milestones included: Analysis of legacy processes, identifying pain points with a full gap analysis. Process recommendations to improve the end user experience. Simplification of workflows to streamline the processes of hiring and onboarding. Development of a common model, common roles and responsibilities for their talent management organization. Iterative design and build process with multiple rounds of configuration testing to ensure business scenarios and workflows would support HR resources and new hires. Development of real-time reporting capabilities. Program management of the entire change management program, and documentation so core project team could efficiently manage the system going forward. Business impact The implementation of Oracle HCM Cloud for Talent Acquisition modules has enabled the following key business results: Improved candidate experience: The new streamlined application process has reduced the number of clicks by 25% and the drop off rate has improved by over 50%! Improved end user experience: Recruiters can more easily identify top candidates using the ACE functionality from a larger pool of qualified candidates. Standard processes, roles, and responsibilities: Reduction in the amount of manual work done by end users as a result of the implementation of a common model, based on healthcare industry best practices, which included standardization of the recruiting, hiring and onboarding process, as well as standardization of roles and responsibilities of end users. Reporting and analytic capabilities: Visibility to key recruiting and onboarding metrics across the entire health system. The company has one common standard for measuring Time to Fill and Quality of Hire. Talent dashboards provide a snapshot of recruiting and onboarding processes in real-time. With shared data and a reporting platform, they have reduced response time to audit and reporting requests (e.g., OFCCP applicant audit and Affirmative Action Plans applicant data).
For more information on this topic, or to learn how Baker Tilly talent management specialists can help, contact our team.

Healthcare system modernizes their systems to advance their talent acquisition and onboarding initiatives

The business challenge After years of customizations to their existing on-premise solution, the organization was facing significant investments in the software and resource commitments needed to support and maintain their Applicant Tracking System (ATS). To eliminate the mounting cost to maintain the existing system, the leaders decided it was time to move their talent acquisition system to the cloud. The HRIS Team had years of experience implementing and supporting their on-premise ATS but lacked familiarity and expertise with implementing their newly purchased Oracle Cloud modules: Sourcing, Recruiting, Onboarding and Business Intelligence.  Guiding principles of the initiative were to ensure a positive candidate experience while implementing a single technology platform across 16 operational regions covering three main employment areas: call center positions, professional positions and leadership positions. The call center solution needed to be both flexible and efficient to allow them to continue to meet their typical call center application volumes of 30,000 per month. The Baker Tilly approach Following an extensive vendor evaluation process, Baker Tilly was selected to assist with the implementation of Oracle’s HCM Cloud Talent Acquisition functionality. Working closely with the company’s HRIS and HR teams, Baker Tilly: Streamlined processes across all HR regions while maintaining flexibility to support, where appropriate, functional variations and needs for data segmentation.  Recommended a more advanced sourcing approach in order to source talent more broadly, matching hiring opportunities based upon outputs from their screening techniques.  Implemented scheduling center functionality to support high-volume self-service interview scheduling. Completed a legacy data migration from the existing ATS and integrations with six different Oracle validated “passport” partners.  Leveraged a train the trainer methodology, visiting with each regional recruiting team in person.  Business impact This project enabled the following key business improvements: Improved candidate experience: Candidates can easily search open positions using a variety of search categories and career oriented landing pages. Then they are presented with a dynamic application experience based on the position they are applying for. Improved recruiter experience: Recruiters and hiring managers can easily access the positions they support as well as extend visibility to other teams and regions. The development of multiple candidate selection workflows for different job types makes for real time access to information in multiple views and the ability to initiate reference or background checks within one system. Improved onboarding experience: A new level of automation around workflow management, new hire management and online forms data capture provides a more efficient and positive experience for new associates. It also removes the administrative burden of extensive new hire paperwork, ensuring that the tracking, completion, collection and submittal of necessary forms are filed for personnel, regulatory and audit purposes. Reporting and analytic capabilities: Via dashboards, the company has real time visibility into the health of its pipelines and the ability to easily track, monitor and report important metrics, such as time in process (TIP). Regional variability:  All affiliates have the ability to leverage a common process model with common candidate selection workflow, candidate experience, job templates and internal job searches. Unique offer letter templates, correspondences and forms can be utilized to enable a more localized experience for teams and candidates.  Through a comprehensive knowledge transfer, the company’s team is prepared to efficiently manage the system going forward and implement new enhancements and configurations.
For more information on this topic, or to learn how Baker Tilly talent management specialists can help, contact our team.

Auto insurer trades ATS for Oracle HCM Cloud Talent Acquisition

Through a practical, proven, and right-sized approach, Baker Tilly’s human capital consultants can help your organization design and build a tailored sourcing, recruiting, and onboarding plan that makes sense for your organization. 

A modern talent acquisition experience is critical for organizational success. 

Companies choose to grow in a multitude of ways. The manner in which they choose to grow can change drastically over time. Talent acquisition teams need to be nimble so they can align hiring strategies with their organization’s ever-changing growth strategies.

Highly sought-after candidates, passive candidates and new hires are all looking for a more modern talent acquisition experience – one that has the right look and feel with a foundation of streamlined processes. To keep people engaged, sourcing, recruiting, and onboarding processes must be updated to accommodate an evolving growth strategy.

Baker Tilly will work with you to modernize your recruiting ecosystem, reduce new hire time to productivity, and most importantly, enable an improved talent acquisition function that will drive organizational success and support growth.

6 reasons to move from Taleo to Oracle Recruiting Cloud

Baker Tilly’s human capital consultants design and build tailored sourcing, recruiting, and onboarding solutions to reduce new hire time to productivity.

Two high-impact strategies for smart recruiters

Ann Blakely is the managing partner of the Baker Tilly Digital practice, a management consulting group focused on modernizing legacy business models with simple, elegant and intelligent digital solutions that are easy to understand and deliver game-changing efficiencies and better customer experiences.

As managing partner of Baker Tilly Vantagen, Kim has created the overall vision, which is focused on bringing human resource strategies in a customized fashion to our clients.

Baker Tilly’s human capital consulting teams help organizations leverage the most updated approaches and latest technologies to reshape the employer/employee relationship, driving success and business returns. 

Baker Tilly’s human capital consulting teams help organizations leverage the latest technologies to reshape the employer/employee relationship.

Every day, companies are aware of the pressure and need to attract, retain and motivate top talent, but struggle to understand how to develop effective strategies and launch initiatives that will engage their workforce. 

Baker Tilly’s experienced benefits and compensation consultants develop holistic benefits and compensation strategies that can be executed globally.

It is important for any organization, large or small, to continue to fine-tune its human resources capabilities by way of training and compliance education.

Baker Tilly offers many compliance training programs that are designed to communicate laws and guidelines in an effective and concise manner.

With the increasing pace of business and economic change, companies are challenged to remain nimble in managing the workforce required to achieve an evolving strategy.

Baker Tilly Human Capital consulting can help establish a foundational infrastructure to alleviate administrative burdens from legacy HR process and systems.

Baker Tilly’s human resources information systems (HRIS) consultants leverage the power of HCM Cloud technology and drive value from your technology investment.

HR departments are expected to provide efficient and effective human capital management services to their employees. What’s the best model for delivering HR services in your organization?

HR  departments are expected to provide efficient and effective human capital   management services to their employees. What’s the best model for delivering HR services in your organization?

Through collaboration, the expatriate tax specialists of Baker Tilly and the employee benefits and human resources specialists at Baker Tilly provide a full-service offering to international businesses.

Baker Tilly assists organizations looking to expand to international markets by offering turn-key growth strategies that typically have them operating abroad within 12 months.

Baker Tilly Human Capital consultants develop consistent and efficient strategies for deploying payroll, time tracking and absence management policies.

Payroll, Time Tracking & Leave of Absence 

Having a culture of high performance, development opportunities and a full view of your talent plays a significant role in achieving both organizational and employee goals.

Aligning the business strategy to individual performance, while anticipating your organization’s future talent needs is fundamental to talent management.

Baker Tilly is a premier Oracle PartnerNetwork Member, with global capabilities across Oracle’s Cloud platforms, including Analytics, EPM, ERP, HCM and SCM. Mid-market to Fortune 50 clients have looked to Baker Tilly to transform their business with Oracle’s portfolio of enterprise solutions since 2006.

Baker Tilly is a premier Oracle PartnerNetwork Members’ with global capabilities across Oracle’s Cloud platforms – Oracle Analytics cloud, EPM, ERP, HCM and SCM. 