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.
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.
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.
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.
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