Oracle Research Finds Organizations Lack Insight Into Employee Talent

Wed Nov 21, 2012 4:00am EST

* Reuters is not responsible for the content in this press release.

  READING, UNITED KINGDOM, Nov 21 (Marketwire) -- 

    News Facts

--  Research released today from Oracle indicates there is an opportunity
    for organizations in Western Europe to use talent management solutions
    to help improve employee engagement, profitability and operations
--  The study reveals that 95% of organizations in Western Europe
    recognize that talent intelligence can improve their performance and
    financial success. However, only a quarter (24%) of organizations
    surveyed are "very satisfied" with the insight they have into talent
    within their workforce, unveiling a substantial gap between business
    aspirations and business capabilities
--  The report, "Understanding the Impact of Talent Intelligence: A
    Western European Study," highlights what businesses consider to be the
    main anticipated financial benefits of increased investment in Talent
    Intelligence, which are profitability (54%) and saving on the cost of
    training (53%)
--  The Oracle study further found that data-proficient organizations
    (DPOs) better recognize the value of talent intelligence systems
    compared to data-deficient organizations (DDOs). 91% of DPOs agree
    that HR departments use workforce metrics to demonstrate their
    contribution to the overall business goals, compared to 70% of DDOs.
--  Half of DPOs cite HR as a pro-active leader in contributing to
    corporate strategy, while less than one in five (19%) DDOs agree with
    this, demonstrating how using effective data can have a direct and
    positive impact on business strategy and goals
--  Conducted by Loudhouse Research, the report surveyed over 300 key
    decision-makers in midsize and large organizations in the UK, France
    and Germany
--  For full findings and research data, please go to


Research Highlights 

--  Adoption Barriers: 43% of organizations consider cost as the main
    barrier to Talent Intelligence. However, the potential benefits of
    profitability and savings expressed by respondents potentially
    outweigh the concern of cost. Lack of executive support (32%) and lack
    of analytical skills (29%) are cited as further obstacles to adoption
    by respondents
--  Improving Employee Performance: Western European organizations
    prioritize the "quality of hire" as the most important factor to
    improving employee value and performance (57%). Succession planning
    and talent mobility are viewed as a less immediate concern, with only
    a quarter (28%) of organizations prioritizing placing top performers
    on succession plans as a route to enhancing performance
--  Appreciating the Value of Data: Many organizations surveyed may not
    fully appreciate the value of their data, with the level of access to
    reliable data greater than the importance assigned to it. For
    instance, while "quality of hire" is prioritized in developing
    business performance, the level of access to reliable related data
    (58%) is not high compared to similar metrics. Similarly, 43% of
    organizations agree that productivity improves performance, yet only
    47% have access to this data
--  Developing Talent: Completing the required training is considered the
    most important learning and development value (43%) to improving
    employee performance, with 59% of respondents having access to this
    data set. This focus is likely to be driven by regulatory or internal
    governance needs
--  Succession Planning: Despite today's working environment, where
    employees readily move companies and roles, succession planning and
    talent mobility is considered the least important value to enhancing
    performance in Western Europe. Only a third of respondents have filled
    vacated leadership positions with employees already working for the
    organization, while 39% have critical roles with no identified
--  DPOs vs DDOs: While the appetite for improved talent intelligence data
    is the same within both groups, their abilities and priorities differ:
    --  DDOs are some way behind DPOs with access to reliable data. For
        example, 43% of DDOs state that employee engagement levels are
        very important to improving performance, yet only 42% have access
        to this data. In contrast, just over half (54%) of DPOs cite
        employee engagement as a critical factor, with two thirds having
        access to this data
    --  DPOs focus more on the strategic benefit of Talent Intelligence,
        with 60% seeing profitability as the biggest financial incentive
        for investing in improved Talent Intelligence. Saving on training
        costs is seen as the greatest benefit to DDOs (52%)
--  Regional Priorities: Talent intelligence strategies of organizations
    can be strongly affected by regional factors, such as employment
    flexibility and data protection requirements. Stringent employment
    laws in France are reflected in the country's focus on employing the
    right candidate first time (68%), while greater employment flexibility
    in the UK explains why the region is less reliant on highly structured
    employment data. Strong paradigms of seniority and team work in German
    businesses manifest itself in the findings that no German respondents
    considered workforce data, such as employee engagement levels, as very


Supporting Quote

--  "While many organizations in Western Europe recognize the benefit of
    implementing effective talent intelligence solutions, it is apparent
    from this report that many fall short of having sufficient access to
    data that will improve business processes," said Richard Haycock,
    Senior Director, HCM, at Oracle. "There appears to be an opportunity
    for organizations in Western Europe to use talent management solutions
    to gain insight into their talent, enhance employee value and
    experience, identify areas of strength and weakness, and help improve
    and optimize operations."


Supporting Resources 

--  Connect with Oracle HCM Facebook Page
--  Follow OracleHCM Twitter feed
--  Oracle Talent Management Cloud Service
--  Full Report: "Understanding the Impact of Talent Intelligence: A
    Western European Study"


Notes to Editors 

    The research was conducted in May 2012 by Loudhouse Research, an
independent market research consultancy based in the UK. The report is
based on responses from more than 300 online interviews with business
decision-makers, in the UK (102), Germany (102), and France (102).

    Data Proficient Organizations (DPOs):
 DPOs are defined as those
respondent organizations that agree they are proficient at analyzing
workforce data AND their business leaders are satisfied with the
workforce data provided to them.

    Data Deficient Organizations (DDOs):
 DDOs are defined as those
respondent organizations that don't agree that their organization is
proficient at analyzing workforce data or their business leaders are not
satisfied with the workforce data provided to them.

    About Oracle 
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Contact Info 
Samuel Hall 
+44 (0)11 8924 6332 

Ross Lambert
+44 (0)20 7067 0289 

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