Delivering a Thriving Tomorrow, Today - Talent Agility in the Media & Entertainment Industry A Guide for HR Professionals - Oracle Cloud
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Delivering a Thriving
Tomorrow, Today
Talent Agility in the
Media & Entertainment Industry
A Guide for HR Professionals
Copyright © 2018, Oracle and/or its affiliates. All rights reserved.
Safe Harbor Statement
The following is intended to outline our general product direction. It is intended for
information purposes only, and may not be incorporated into any contract. It is not a
commitment to deliver any material, code, or functionality, and should not be relied upon
in making purchasing decisions. The development, release, timing and pricing of any
features or functionality described for Oracle’s products may change and remains at the
sole discretion of Oracle Corporation.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 2
“ By 2020, 30% of global midmarket
and large enterprises will have
invested in a cloud-deployed
human capital management suite
for administrative HR and talent
management. However, they will
still need to source 20% to 30% of
their HCM requirements via point
solutions
”
“Magic Quadrant for Cloud HCM Suites for Midmarket and
Large Enterprises.’’
– Gartner -15th August 2018
M&E is at the forefront of this
transformation to the Cloud
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 3
Business Is Changing
Your Role Is Changing
and There’s a War for Talent
Can You Win?
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 4
Changing Business
• Key industry disruptions
• Power to the consumer
• Rise of convergence
• The battle for content
• Innovate or die
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 5
Changing Business
POWER TO THE RISE OF THE BATTLE FOR INNOVATE
CUSTOMER CONVERGENCE CONTENT OR DIE
• Shift from Content- • Supercompetitors at • Massive increase in • Hyper-growth of VR-
centric model to scale with direct to original content content & gaming and
customer-centric models consumer monetisation investment Over-the-top TV
• Self-Service experience • Traditional profits are • Escalation of content • Emerging technologies
is preferred slowing down and rights for live sport – AI, IoT, Voice
• Hyper-connected traditional brands and drama command, blockchain
consumers particularly eroding • Protection of are transforming the
mobile • Rise of horizontal and content is key experience
• Increased churn & vertical convergence and • War of • Partnering increasingly
fragmented audience mergers talent – studios, important for M&E
• Physical & digital still eGaming, VR content companies
• Explosion of direct to
customer subscription co-exist in books and • Business model
models newspapers innovation
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 6
Your World of Work Is Changing
Changing Changing Changing
Business Organization Workforce
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 7
Changing Organization
NEW STRUCTURES
Flatter organization. Network of teams.
“Gig economy.”
NEW LEADERSHIP
Digitally savvy. Forward-looking. Human.
Collaborative. Authentic.
NEW FOCUS
Employer brand. Customer engagement.
40%
the total workforce will be contingent
workers in 2020.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 8
Are M&E Organizations Ready to Embrace Changes?
M&E businesses are adjusting their people strategy in response to current
industry trends
Digitization Global Expansion
62% ranked global expansion
as a top revenue driver
85% ranked digitalization as
a top revenue driver
38% of these respondents think
they are effectively responding
73% out of these respondents to global expansion
think they are effectively
responding to digitalization
Source: EY 2017 Media and Entertainment People Strategy Survey Report
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 9
Did you know?
In a bid 35% higher than their original offer in July 2018,
The Walt Disney Company and 21st Century Fox agreed
to a staggering $71.3 billion purchase plan that gives
Disney access to the largest back catalog in the history
of media paving the way to greatly accelerate their global
direct-to-consumer strategy. All eyes are also on the ability
for Disney to make this marriage work and deliver $2Billion
in cost savings
Key HR implication
The pressure is on to integrate and consolidate the
businesses rapidly to deliver savings across the board and
fund the direct-to-customer global expansion requiring a
new organization and structure ‘’I've tried to manage this company … in a way
that enables us to not only survive but to thrive
in a world that doesn't look anything like the
world that existed just a few years ago Bob Iger
Hollywood Reporter – 20th Sep 2018
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 10Changing Workforce
Who
Global. Mobile. Diverse. Digital Natives.
Why
Purpose. Meaning. Work / Life Integration.
Collaboration. Reactivity. Continuous
Learning.
How
Flexibility. Mobility. Social Connection.
75%
of total workforce
in 2025 will be millennials.
Source: Governance Studies,
The Brookings Institution
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 11There is a Gap Between the Digital Experience that M&E
Employees Expect and What M&E Companies
Provide Today
‘’It seems M&E employees are not On a scale of 1-5, to what extent is the application of digital tools meeting
employee digital experience expectations at your company in the areas below?
experiencing the benefits of that digital
advancement. Out of three employee
digital experience areas, survey Employee administrative processes
(e.g., onboarding, benefits management, 9% 45% 9% 27% 9%
respondents felt that their rm was performance management, meeting
room reservations)
meeting expectations only in one area Employee engagement (e.g., collaboration
18% 55% 27%
communication, crowdsourcing)
— employee administration processes.
In the other two areas, employee Work execution (e.g., digital workflow
9% 9% 45% 36%
tools / enablers, mobility)
engagement and work execution, more Digital work experience that meets the same
than 80% of respondents indicated standards, criteria and expectations of employees’
digital personal-life experience 9% 27% 55% 9%
that their employee digital experience (e.g., multi-device continuity, communication
20 40 80
style and speed, recommended content based on 0 60 100
did not meet or only partially met behavior and preference)
Exceeding Meeting Partly meeting
expectations.’’ Not meeting No digital tools
Source: EY 2017 Media and Entertainment People Strategy Survey Report
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 12On-line
Training
ASSESSMENT
ENGAGE In-store
Onboarding
Customer Focus
PERSONAL
LEARN
CONTEXTUAL
VISIBILITY
Data Driven
Collaborate
PROJECT Goals & Rewards
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 13The Battle for Talent Case Study : The LA Basin
Employment in the entertainment industry in the Los Angeles Basin grew 19.6 Entertainment Industry
percent from 2006 to 2016, outpacing 4 percent growth across all industries in Change in Payroll Employment from 2006:
the area over the 10-year period. 19.6%
The growth includes both new agencies as well existing talent and management
Motion Picture and Broadcasting Performing Arts and
firms that have added new departments devoted to e-sports, YouTube and other Sound Recording (except internet) Spectator Sports
social media platforms that have facilitated the growth of social media stars. 14.7% 11.5% 11.5%
Overall, employees in entertainment earned, on average, $113,720 annually. Television and Radio Performing Arts
Broadcasting Companies
These earnings are more than double the regional average across all industries, 30.8% 8.5%
$59,890 annually. Wage growth has been fastest in the spectator sports, 63% Cable and Other
Spectator Sports
growth, and cable and other subscription programming industries, 40 percent Subscription
Programming -8.2%
growth, between 2006 and 2016. Independent artists / writers /Performers + 7% -21.1%
over the period. Promoters / Agents /
Managers
2x 4x 18.7% 164.6%
Jobs in Entertainment Jobs in Entertainment Of national Independent Artists /
earn more than grew four times as fast as the entertainment jobs are Writers / Performers
double the regional average regional economy in LA basin 5.8%
Source: Centre for a Competitive Workforce –
ENTERTAINMENT AND THE RISE OF DIGITAL MEDIA IN THE LOS ANGELES BASIN FULL REPORT Feb 2018
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 14Winning the Talent War In Media and Entertainment
IDENTIFY, ATTRACT & HIRE THE OPTIMIZE EMPLOYEE MAXIMISE EMPLOYEE
BEST TALENT ONBOARDING AND TRAINING PERFORMANCE
• Leverage social media • Deliver a mobile learning • Invest in personal development
experience
• Match candidates to job • Align incentives with
requirements better • Use employee social collaboration performance
• Hire quality employees faster • Personalize learning programs • Reduce risk through
succession planning
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 15M&E Companies are Shifting Focusing on Their
Employees and Talent
‘’While M&E companies have since made Please select areas where your company plans to
invest in HR Automation in the next three years
strides in digital experiences for their
Employee self-service 70%
external consumers, it is now time for Onboarding 60%
these organizations to shift their focus Employee information and records 30%
inward to improve the same experiences Performance appraisal process 30%
for their internal customers’’ Time and attendance 30%
Off boarding 30%
Track training 30%
Compliance reporting 30%
Recruiting 20%
Leave requests 20%
Benefits administration 20%
Payroll 10%
Source: EY 2017 Media and Entertainment People Strategy Survey Report 0 20 40 60 80
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 16Candidates Expect a
Digital Recruiting Experience
75%
of the Global workforce will be a Millennial Recruiting Millennials
by 2025
80%
of talent leaders agree that employer brand Leveraging The Brand
has a significant impact on their ability to
hire great talent
78%
of Millennial job hunters used mobile
devices to find jobs in 2016 Using Technology
10%
of Fortune 500 company career sites
support a mobile apply solution
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 17M&E Companies Need
Personalized Learning on
Mobile Devices
• Millennials will turn to their smartphone to
find just-in-time answers to unexpected
problems. Information and learning is being Better Employee Training
accessed much differently today than in years
past.
• With 10,000 Baby Boomers retiring every
day and a devastating lack of professional
development for the generation who will Leadership Development
replace the retiring leaders, it's no
surprise that 89 percent of executives
rate the need to strengthen, reengineer,
and improve organizational leadership
as an important priority.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 18Reimagining The Role of HR
FROM TO
Employees Customers
Usability Productivity
Cost Centers Value Generators
Actionable Impactful
Centers Of Excellence Expertise Networks
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 19Talent Agility
Is The Key To Your Success.
Only companies that recruit, engage and retain the
best talent will win the talent war and thrive in a
constantly-changing industry.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 20Pearson
Pearson Transforms Global Recruitment Across
65 Countries, Improves Analysis, and Reduces
Costs with Standardized Cloud Service
Standardized Reduced
global recruitment costs while
process attracting the best
candidates CUSTOMER PERSPECTIVE
We have a global strategy to standardize on Oracle’s
platform, to avoid multiple integration points between
products. Oracle Recruiting Cloud Service is compatible
Grew with different countries’ legal requirements, and with
and developed existing talent base by Oracle’s commitment to further development, it’s a
recruiting internally where possible perfect match for our needs.
Caroline Smith, Senior Vice President, Human Resources
Operations, Pearson plc
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 21Tata Sky
Enables Fast Deployment with a Flexible
Oracle HCM Cloud
Gained Improved
single system of User experience
record
CUSTOMER PERSPECTIVE
Oracle Human Capital Management Cloud had
Reduced the flexibility to map to our existing processes
TCO in a very fast implementation.
Sudhir C, General Manager, IT, Tata Sky Ltd.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 22Ster-kinekor
Ster-Kinekor Theatres Slashes Recruitment
Costs with Oracle HCM Cloud
Reduced Cinema
Eliminated staff turnover from
Recruitment 54% to
spending on
agencies by 100% 12.5% CUSTOMER PERSPECTIVE
The savings from Oracle Talent Acquisition Cloud
were immediate, cutting outsourced agency costs
Raised by 100%, streamlining approvals, and generating
employee satisfaction by making all job various status reports daily. It is a huge return on
positions instantly available investment.
Wesley Johnson, Head of Talent Acquisition,
Ster-Kinekor Theatres
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 23As an HR Leader,
You are Uniquely
Positioned to Drive
Your Transformation.
TODAY.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 24Why Partner With Oracle
Simply powerful
The Power to The Power to The Power to
ENRICH ADVANCE THRIVE
Meaningful engagement Business agility Continuous innovation
• Simply personal • Simply adaptable • Simply intelligent
• People experience • Organizational agility • Machine learning
• Work life integration • Flexible business processes • Predictive analytics
• Workforce collaboration • Workforce modeling • Connected enterprise
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 25Companies Who Have Partnered with Oracle are
Reaping Benefits
Operational Excellence Related Benefits Improved Training Process Customer Perspective
80%
Reduced Compliance Costs
“Payroll runs have been drastically improved in addition to
70% 68% Reduced Payroll Processing Time
50% 48% Reduced Benefit Administration incorporating process improvements, flows, etc. We now run
44% Expense
32% Reduced Maintenance Cost payroll in 4 hours vs. 4 days. These are great improvements”
Of Legacy HCM Systems
10% Reduced Time to Hire
Improved Performance
Customer Evidence Management
First-Year Average % Improvement Reduced Compensation Costs
Figure 1 depicts % improvements in Operational Excellence achieved
over the first 12 months
HR Modernization, Integrated Workforce Insight and
Agility Related Benefits
Customer Perspective
79% Improved Reporting Productivity
“We have seen a 30% reduction in effort. 30% of the IT
Increased Staff Productivity
workforce has now been reallocated to focus on new value
34%
15% 11% Improved Workforce Engagement
creation and innovation activities, rather than maintenance
Customer Evidence
Increased % of Right Hires and support”
First-Year Average % Improvement
Figure 2 depicts % improvements in Financial Modernization,
Integrated Business Insight and Agility over the first 12 months
Source: Oracle Value Realization HCM Cloud Benchmark Report – September 2018
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 26Oracle HCM Cloud: Simply Powerful
Intelligent Personal Adaptable Complete
Recommend roles Personalize profile Flexible processes Easy to own
Suggest learning Adaptive learning Configurable org chart Increase ROI
Predict flight risk Personal interests Agile workforce modeling Lower TCO
50%
Cost reduction with
34% 40% 312 60%
Reduction in average Reduction in Hours saved annually Boost in employee
Oracle HCM Cloud cost per hire recruiters workloads (Oracle Payroll Cloud) engagement
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 27Oracle HCM Offering
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 28Magic Quadrant for Cloud HCM Suites for Midmarket and
Large Enterprises 2018
ORACLE IS A LEADER
Link to full report HERE
‘’Gartner estimates that more than 2,400 customers have purchased Oracle’s Global
HR module as of May 2018 (with more than 1,700 estimated to be live). The product
is well-suited to multinational organizations that desire a global SOR for core HR and
talent processes. Oracle is a Leader in this Magic Quadrant’’
Gartner – 15 August 2018
Magic Quadrant for Cloud HCM Suites for Midmarket and Large Enterprises, 2018 15 August 2018
Analysts: Melanie Lougee, Ranadip Chandra, Ron Hanscome, Helen Poitevin, Chris Pang, Jeff Freyermuth,
Sam Grinter, John Kostoulas, Jason Cerrato
This graphic was published by Gartner, Inc. as part of a larger research document and should be evaluated
in the context of the entire document. The Gartner document is available upon request from Oracle.
Gartner does not endorse any vendor, product or service depicted in its research publications, and does
not advise technology users to select only those vendors with the highest ratings or other designation.
Gartner research publications consist of the opinions of Gartner's research organization and should not be
construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to
this research, including any warranties of merchantability or fitness for a particular purpose.
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 29Oracle in M&E
Develop / Invest / Acquire Solution-Driven Strategy
Our industry solution focus across product strategy, GTM,
professional services, and partners with solutions spanning across
key capabilities in M&E in Customer Experience, ERP, HCM, SCM,
Media Archiving and storage, emerging technologies such as AI,
IoT, Blockchain and the most complete PaaS and IaaS offering.
Industry Leadership & Engagement Industry Analysts Recognition
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 303 Fundamental Questions
to Ask Yourself
1. As an HR leader, can I win the
talent war?
2. Is my HR platform powerful enough
to enable my business
transformation?
3. Am I prepared for the next wave
of business disruption?
Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 31Copyright © 2018, Oracle and/or its affiliates. All rights reserved. 32
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