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Authors: Brad Fisher and Jeff Haynes Disruption caused by the pandemic triggered behavioral changes that will remain even after the threat has subsided. Shelter-in-place orders required businesses of all industries and sizes to evaluate their operations and, for many, expedited an already needed digital transformation. The “new normal” will continue to include remote work, outdated technology requiring an on-premise footprint and significant maintenance/support and are likely ill-equipped for such a world. On the other hand, cloud-based tools offer the clear benefits of virtual maintenance, updates and enhancements, while also offering users a modern, consumer-based experienced, that we have all come to expect, especially in our “work from home” world, but critically, access to data and dashboards to sustain and plan for the future. For most organizations, moving to the cloud is not a matter of “if,” but “when.” According to a recent Baker Tilly survey, when it comes to organizations moving to a new ERP cloud (SaaS) solution, 20% are likely to move in the next 1-2 years and 29% have already completed or begun the process. The benefits have never been more clear. To that end, Baker Tilly recently hosted the webinar, “Manage by exception through data, dashboards and Oracle Cloud ERP.”  Led by Brad Fisher, senior manager, enterprise solutions and services, along with colleagues Ken Fleming, Ben Berlangieri and Ron Nelson, the panel discussed how leveraging a unified platform application like Oracle Cloud ERP can give financial leaders real-time visibility to the data analytics they need to help manage by exception, bypass fiscal pitfalls, make intelligent business decisions, maintain financial resiliency and grow market share — even during a pandemic. Why Oracle Cloud? Oracle Cloud allows your entire enterprise to have access to the same, real-time data on the same platform. For example, the systems your sales, human capital, finance, budgeting, forecasting and supply chain teams use individually can be streamlined onto one Oracle cloud platform. This not only reduces the need for IT support across different platforms, but allows your organization to be more strategic, as less time is spent aggregating data. This streamlined approach focuses on the total organization across the enterprise, integrating data to give organizations the ability to plan properly, respond thoughtfully and transform how they react to changes within their organization. In addition to operating more effectively, implementing the Oracle Cloud platform steers an organization towards more efficiency across common business processes, informing best practices and can lead to reduced IT integration costs.   The Baker Tilly team highlighted some features of Oracle Cloud: CFO dashboard: Traditionally, management struggles with data management. Either the data needed is not accessible, or is slow to make it to the C-suite, due to the number of different departments it must pass through. Oracle’s CFO dashboard provides real-time, consolidated access to data. This “one stop shop” provides numerous benefits, including: Data can be analyzed in real time without first being aggregated manually. The consolidated data can be used to focus on “what did we miss, why did we miss it and how do we fix it?” rather than manipulating data between platforms. 
- These changes have another positive outcome:  happier employees.  Financial analysts that used to just be “spreadsheet jockeys”, are now enabled with superior modern tools, allowing their roles to become more strategic and personally fulfilling. Management has real-time access to financials, including cash flow. This is particularly valuable during times of uncertainty, when businesses may need to pivot quickly in response to disruption to ensure they can maintain operations. Through continuous, real-time data monitoring, businesses are able to identify if something appears “off” in their data. Errors can be spotted quickly and issues can be mitigated earlier than with more “traditional” databases. Ability to drill down: Oracle allows users to drill down in the data in real time to determine what is working and what is not. This ability assists management to answer important questions, including: Should we leverage our balance sheet to do M&A? Are we regularly evaluating data to identify patterns of information that might affect the future? Do we have insight on industry trends that could help us consolidate our suppliers? Modeling and forecasting capabilities: Oracle Analytics Cloud (OAC) lets users bring in multiple, external data sets to help companies forecast upcoming challenges and trends. For example, a higher education institution could plug in a database containing historical application rates to estimate future application trends based on a mix of different programs the institution is evaluating. The ability to model and forecast is a huge value for management, as using historical data is simplified using OAC, and the system is flexible to allow users to use the data most relevant to their needs. OAC also allows users to run scenario and sensitivity analyses, allowing them to easily determine “if we do X, what happens to Y?” An organization’s accounting function can build additional value using OAC, as instead of interpreting data across multiple spreadsheets to determine budgets, they can analyze all the necessary financial information in one place. With modern cloud based tools, organizations are not only surviving uncertainty, but responding to disruption with innovation and strategic thinking that can drive change outcomes for years to come.  Baker Tilly professionals are ready to help you leverage and implement a consolidated data platform like Oracle Cloud ERP or Oracle Analytics Cloud. For more information on this topic or to learn how we can help, contact our team.

Baker Tilly recently hosted a webinar on how to leverage a unified platform application like Oracle Cloud ERP and give financial leaders real-time visibility to the data analytics they need to help manage by exception, bypass fiscal pitfalls, make intelligent business decisions, maintain financial resiliency and grow market share – even during a pandemic. Read this article to learn why Oracle Cloud is right for your business.

Managing your data and dashboards with Oracle Cloud ERP 

By Lynne Hamilton, Department of Defense, Courtney Csik and Beth Yanco, Baker Tilly video  The US Department of Defense (DoD) is the largest employer in the world with approximately 3.2 million employees. When it comes to its civilian workforce (about 900,000 employees) the DoD requires highly motivated, skilled, and productive staff to enable the military workforce. To support and enable these qualities, the DoD needed to empower the workforce to operate more efficiently and effectively. Watch this presentation to learn how the DoD is leveraging Oracle HCM Cloud to provide a simplified and intuitive end user experience that fosters and encourages the productivity of its civilian workforce.

Watch this presentation to learn how the DoD is leveraging Oracle HCM Cloud to provide a simplified and intuitive end user experience that fosters and encourages the productivity of its civilian workforce.

Providing common defense and transforming the workforce: Department of Defense

video Satellites, video services, innovative wireless solutions, and customer satisfaction are the attributes for DISH Network is best known for. While DISH’s products and services are modern, its HCM practices had not kept up with leading practices. After completing a strategic, end-to-end process alignment and redesign phase, DISH embarked on the configuration of these new processes, and partnered with Baker Tilly to manage change, prepare for sustainment, and realize the value. Watch this presentation to hear about DISH's journey to the cloud and the value they’ve experienced from their successful Oracle HCM Cloud implementation.

Watch this presentation from Oracle OpenWorld 2019 to learn about Dish Network's journey to the cloud and the value they’ve experienced from their successful Oracle HCM Cloud implementation.

An HR evolution: rethinking people, process and technology with Oracle HCM Cloud

Client background Cobham Advanced Electronic Solutions (CAES) is a US based, 3,500 employee, commercial and military manufacturer of microwave electronics, radomes, antennas and radios, as well as satellite and mobile communication capabilities. The business challenge CAES was using disparate HR systems and paper processes to run their HR functions. Challenges associated with their infrastructure included:  Difficulty tracking and accurately reporting real-time employee data Inability to provide employees HR support or facilitate talent management processes Lack of an HR Help Desk placed heavy administration burden on local HR functions Inefficient HR processes and limited visibility into organizational talent Amidst the above, CAES needed to adhere to strict data privacy guidelines to remain FedRAMP compliant. The Baker Tilly approach CAES partnered with Baker Tilly to implement Oracle's Core HR, HR Help Desk, Talent Management, Learning, and Workforce Compensation modules. The implementation was conducted in four phases; Program-Wide Harmonize (Phase 0), Core HR, HR Help Desk and Talent Management  (Phase I), Learning (Phase II), and Workforce Compensation (Phase III). During Harmonize, Baker Tilly helped CAES develop an Enterprise Common Model to enhance and streamline their HR processes. A roadmap in context of CAES's priorities and systems interdependencies was also defined.  During Phase I, Baker Tilly led the client through a process to drive system design while simultaneously assessing fit to specific geographic and business unit requirements within the context of HCM Cloud for Core HR, HR Help Desk, and Talent Management. This entailed alignment of CAES's business processes to system capabilities which resulted in: Migration from multiple Core HR systems to one platform that held all HR data Creation of the "HRSolution" team - CAES's HR Help Desk  Integrated talent management processes for talent profile, career development, goal management, performance management, talent review and succession planning Definition of a HiPo Program across Talent Management and Compensation modules Roll-out of manager and employee self-service with defined approval workflows Phase II focus shifted to the delivery of the new Oracle Learning Cloud solution. Baker Tilly worked with the CAES Learning team to develop guiding principles for: Process optimization of their platform agnostic learning content Enhanced controls for security and tracking compliance related courses Interfacing with third party vendors to obtain learning content as needed In Phase III, Baker Tilly is working with the client to design a comprehensive Workforce Compensation module focusing on: Streamlining compensation processes and awards across the organization Developing the organization’s first ever Total Compensation Statement The business impact Successful deployment of Oracle HCM Cloud Talent Management, Core HR and HR Help Desk modules resulted in a single source of HR data across all locations Empowerment of employees to manage their own HR and talent data through employee self-service across the Oracle HCM Cloud platform Ability to make more informed business decisions through real-time reporting capabilities and advanced analytics For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team. Download case study.

Cobham Advanced Electronic Solutions (CAES) eliminates disparate HR systems with Oracle HCM Cloud Talent Management, Core HR and HR Help Desk, giving them the ability to make better business decisions through reporting and advanced analytics.

Benefits & Compensation

Digital Strategy

Talent Management

Cobham Advanced Electronic Solutions implements Oracle HCM Cloud to better manage HR data and improve business decisions

Client background Creighton University is a Jesuit university in the Midwestern United States with more than 8,900 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 University partnered with Baker Tilly to implement Oracle Talent Acquisition Cloud, Oracle HCM Cloud Talent Management and Workforce Compensation to supplement Oracle HCM Cloud Core HR and Payroll. In their internal governance and support processes of the implemented modules, Creighton noted gaps in: Clear definition of roles and responsibilities combined with processes to align internal capacity with the new cloud environment  Visibility into the HR team members’ workload, day to day tasks and capacity  Procedures to gather, measure and analyze common themes amongst service requests A formal infrastructure for reviewing and determining what enhancements should be accepted A need for standardization in lifecycle of Oracle upgrades and where to go for help on upgrade announcements Creighton engaged Baker Tilly to develop a formal governance model. The Baker Tilly approach Questionnaire –The HR team completed a questionnaire of open ended questions, each relating to a key element of cloud governance and targeted the past, present and desired future processes.  This information was used to develop recommendations and to identify the processes and deliverables that would address Creighton’s concerns.  On Site Workshop – Baker Tilly and Creighton conducted an onsite workshop to identify the most critical areas that presented risks and gaps in the operating model for HCM Cloud.  There were four key areas of focus: Support – of the day to day operations of the solution. Maintenance – to ensure the solution continues to operate as anticipated based on strategic direction from the business.  Enhancements – for validation of change controls and effectively evaluating and rolling out new features and functionality.  Portfolio Management – how projects are identified, evaluated and tracked. Governance Model Development – Using outputs from the onsite workshop, Creighton and Baker Tilly reviewed and iterated the processes and deliverables designed to enhance Creighton’s governance practices.  The business impact Creighton defined an infrastructure that would position them to efficiently and effectively support their Oracle HCM Cloud solutions long-term. This included: New tools and processes clearly defining Creighton’s support structure, as well as align roles and responsibilities between IT and HR Comprehensive checklists and detailed upgrade plans with appropriate resources now positioned for ongoing system maintenance, releases and future enhancements Newly developed portfolio management tools, including a Project Intake Form and Project Benefit Analysis, helping Creighton identify priorities outlined in their HR Roadmap and take on projects that strategically align with and have the most benefit to the university The comprehensive governance process accounts for ongoing support, regular maintenance, future enhancements and strategically identifies critical projects.  For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Noting gaps in their internal governance and support processes, we helped Creighton University create a comprehensive governance process to account for ongoing support, regular maintenance, future enhancements and strategically identified projects.

Higher Education

Creighton University defines infrastructure to efficiently and effectively support Oracle HCM Cloud long-term

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

Talent Acquisition

Global automotive interior supplier transforms HR with Oracle HCM Cloud

Learn how a tailored implementation, supported by a foundational governance model ensures continued support and innovation. Download the PDF.  Read the article.  For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

Learn how a tailored implementation, supported by a foundational governance model ensures continued support and innovation.

Build the case for HCM cloud, and make that case stick over time

Learn about the five human resources technology trends we are hearing from chief information officers (CIOs) and chief human resources officers (CHROs) that set the stage for significant business transformation through the adoption of cloud software. Read the article.

CIO and CHRO collaboration: cloud software and the opportunity to rethink work

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.

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.

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

The Baker Tilly approach Baker Tilly leveraged their proprietary Taleo to HCM Cloud migration methodology and understanding of the client’s existing configuration to bring forth a leading practice design and process improvements based on technology advancements in the seeded tool. Integrated roadmap: Developed a global roadmap for Talent Management that aligned to the organization’s broader strategy for splitting the two companies and their existing Oracle HCM Cloud Core HR platform. Process optimization: Baker Tilly brought forth a prototype configuration design that accomplished the client’s business objectives in order to minimize client time spent redesigning. Recommended opportunities enhanced processes with additional capabilities afforded by the integrated Talent Management module. Worked with Oracle’s Product Strategy team to understand the intended evolution of the software to factor into the client roadmap. A broader change management and adoption strategy was factored into the roadmap for streamlined roll-out. The business impact Smooth transition to two talent strategies: The two new organizations each have newly created talent strategies that speak to their unique operating models, culture and business needs. Visibility into talent management metrics: High performing talent, high potential talent, and high-risk employees across the globe are easily identified with Oracle’s robust and sophisticated analytic capabilities which seamlessly integrated between Core HR and Talent modules. Increase in internal mobility: Through process optimization activities, HR is now able to identify successors for critical roles and build a strong talent pipeline - a key asset during the split. A cohesive end-user experience: The collaborative and comprehensive change management strategy provided end users information in digestible and complete packages, allowing for gradual but steady adoption with anticipated sustainability. Download the full case study > For more information on this topic, or to learn how Baker Tilly specialists can help, contact our team.

System migration to Oracle HCM Cloud provides large technology organization a holistic picture of their global talent

Whether you need to advance your core HRIS, talent acquisition, talent management, learning management or compensation capabilities, Baker Tilly’s human resources information systems (HRIS) consultants know how to leverage the power of your entire workforce to get ahead of your competition.

We will help you understand and use the power of an integrated suite of HCM Cloud products to meet the needs of your business and drive significant value from your technology investment.

The human capital consulting practice has proven expertise implementing cloud technologies since 2006. We have a knack for helping clients align their technology improvements with their overall HR and business strategies. We strive to be transformation advisors to our clients rather than simply software implementers. Positive business outcomes are the end game.

We’ve modernized and optimized human resource (HR) strategies, processes and technologies for multinational companies across more than 180 countries. With a long-term view, we focus on helping companies modernize their technology, processes and relationships with their people, and build capabilities to support change and innovation.

Why should organizations care about their human capital today?

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

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.

Kayla Flint is a principal with Baker Tilly Digitals consulting practice.

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.

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.

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?

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. 

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.

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 

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

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.

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.