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Oracle TalentManagement Cloud

Using Talent Review andSuccession Management

20B

Oracle Talent Management CloudUsing Talent Review and Succession Management

20BPart Number F27758-03Copyright © 2011, 2020, Oracle and/or its aliates.

Authors: Richard Kellam, Sweta Bhagat, Megan Wallace, Hema Hardikar, Cindy Klymov, Malini Sampathkumar

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Contents

Preface i

1 Talent Review Overview 1Talent Review ................................................................................................................................................................................. 1

Talent Review Life Cycle .............................................................................................................................................................. 2

How Talent Review Works with Proles, Goals, and Performance Management ........................................................... 5

2 Talent Proles 9Overview of Talent Proles ........................................................................................................................................................ 9

Talent Prole Summary ............................................................................................................................................................. 10

Compare Proles and Find the Best Fit .................................................................................................................................. 11

FAQs for Compare Proles and Find the Best Fit ............................................................................................................... 33

Create and Update Proles ...................................................................................................................................................... 34

FAQs for Create and Update Proles ..................................................................................................................................... 43

Modify Talent Proles ............................................................................................................................................................... 46

3 Talent Review Meeting Conguration 51How You Congure Talent Review Meeting Details ............................................................................................................ 51

Guidelines for Selecting Review Content for a Talent Review Meeting .......................................................................... 53

Talent Review Prior Ratings ..................................................................................................................................................... 55

Guidelines for Selecting Participants for Talent Reviews ................................................................................................... 55

How You Select the Review Population for a Talent Review Meeting ............................................................................ 57

FAQs for Talent Review Meeting Creation ........................................................................................................................... 58

4 Talent Review Meeting Content Preparation 59How You Prepare Content for a Talent Review Meeting ................................................................................................... 59

FAQs for Talent Review Meeting Content Preparation ...................................................................................................... 60


5 Talent Review Meetings: Conducting 63How You Conduct a Talent Review Meeting ........................................................................................................................ 63

Actions for Talent Review Meetings ....................................................................................................................................... 67

Talent Review Tasks .................................................................................................................................................................. 68

Talent Review Notes .................................................................................................................................................................. 70

Overview of Adding Analyses to the Talent Review Dashboard ....................................................................................... 71

Add Analyses to the Talent Review Dashboard ................................................................................................................... 72

Overview of Reopening a Talent Review Meeting .............................................................................................................. 74

FAQs for Talent Review Meetings: Conducting ................................................................................................................... 75

6 Succession Planning 79Succession Management .......................................................................................................................................................... 79

Create a Succession Plan ........................................................................................................................................................... 81

How Managers Can Work With Succession Plans ............................................................................................................... 84

How Succession Plans, Talent Pools, and Talent Reviews Work Together .................................................................... 85

Considerations for Selecting Owners and Privacy Levels for Succession Plans ........................................................... 86

Examples of Access to Nonprivate Succession Plans ........................................................................................................ 89

Select Succession Candidates from a Talent Pool Using the Talent Review Dashboard ............................................. 95

FAQs for Succession Planning ................................................................................................................................................. 97

7 Talent Pools 99Talent Pools ................................................................................................................................................................................. 99

How You Use Development Goals in Talent Pools ........................................................................................................... 100

FAQs for Talent Pools .............................................................................................................................................................. 101


Preface

i

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Using Oracle Applications

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Preface

ii

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Chapter 1Talent Review Overview

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1 Talent Review Overview

Talent ReviewThe talent review process involves one or more talent review meetings. Its purpose is to evaluate workers who are partof the review population, assess their strengths, and address areas of risk for the organization.

Use the Talent Review work area to create, edit, and conduct talent review meetings. Select My Client Groups > TalentReview to access this work area.

Talent Review StakeholdersThis image shows the stakeholders of a talent review meeting.

Talent Review

Facilitators

Participants

Review Population

This table lists what facilitators and participants do in a talent review meeting.

Stakeholder Who They Are What They Can Do Comments

Facilitators

• Human resource (HR)specialist (or other HRbusiness partner)

• Manage and conductthe meeting.

• Goals created in aTalent Review meetingare automaticallyassigned to the worker



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Stakeholder Who They Are What They Can Do Comments

• Organizational businessleader

• Add development andperformance goals forthe review population.

• Create tasks for thereview population.

• Create notes about themeeting.

• Add workers in thetalent review meetingdashboard to talentpools and successionplans.

• Create talent pools andsuccession plans for themeeting.

as an individual goal.The worker or managercan view the goal in theworker's goal page.

• You track tasks tocompletion using theTasks page.

Participants

Line managers

• Review worker prole,performance, goals,and compensation databefore the meetingstarts.

• Calibrate ratings of thereview population.

• View worker data, suchas competencies anddegrees in the worker'sperson spotlight.

You can review workerratings for any level of theorganization. For example,you can review workers in anorganization as a single group.Or, you can lter workersby job, location, or othercategories.

Worker RatingsAs a meeting participant, you can review the ratings of workers to understand worker strengths and weaknesses. Youcan view any of these ratings on the box chart matrix:

• Performance

• Potential

• Overall competencies

• Overall goals

• Impact of loss

• Risk of loss

• Talent score

You can congure the box chart views and combine the ratings to review data critical to your business process. You canswitch from one view to another and can rate the workers using dierent criteria on the alternate view.

Any rating updates from the meeting appear in the worker prole data. You can identify them as talent review ratings todistinguish them from other ratings, such those from a performance evaluation.

Related Topics• Succession Management• How Succession Plans, Talent Pools, and Talent Reviews Work Together• Talent Pools



3

Talent Review Life CycleThe talent review process includes tasks from creating the meeting template through conducting the review meetingto managing notes and tasks created for the meeting. Manage talent reviews in the Talent Review work area. Select MyClient Groups > Talent Review.

This image shows the dierent stages of the talent review process and identies responsibilities.

Talent Review Lifecycle

HR S

pec

ialis

tFa

cilit

ator

Part

icip

ants

Faci

litat

or

Faci

litat

or

Create Talent Review Template

Create Talent Review Meeting

Prepare Review Content

Conduct and Submit Meeting

Manage Meeting Notes and Tasks

Let's now see what each stage involves.



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Create Talent Review TemplateThe human resource (HR) specialist creates a talent review template in the Setup and Maintenance work area.Facilitators can use the same template for many talent reviews. In the template, the HR specialist can specify theseaributes of a meeting:

• The size of the review population

• The box-chart matrix options and default presentation

• The data available to meeting participants

• The actions that participants can perform

The HR specialist can also indicate if the review can include succession plans and talent pools.

Create a MeetingMeeting facilitators, who have the HR specialist role can create talent review meetings. A meeting can have multiplefacilitators, any of whom can perform these tasks when creating a meeting:

1. Select a talent review template.2. Schedule the meeting.3. Select the content available for reviewers to prepare before the meeting, from the options specied in the talent

review template.4. Select meeting participants and designate them as either reviewers or participants who act as observers.5. Identify the review population.

When a facilitator submits the meeting conguration, if New meeting scheduled notication is enabled, theparticipants receive notications to prepare review content for the meeting.

Prepare Review ContentParticipants who are designated as reviewers submit content for their direct and indirect reports before the meeting isconducted. The content can include ratings for these prole data:

• Performance

• Potential

• Overall competencies

• Overall goals

• Impact of loss

• Risk of loss

• Talent score

Reviewers can grant access to other managers below them in their hierarchy to submit data for their own direct reports.When reviewers submit the data, any changes to the ratings appear in the proles of reviewed workers.

These talent review notications can be enabled for tracking content submission:

• Talent review content preparation reminder notication: Facilitators can send reminder notications toreviewers when the submission deadline approaches.



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• Submit talent review meeting content notication: Facilitators receive a notication when reviewers submittheir ratings.

Conduct the Talent Review MeetingThe facilitator starts the meeting in the Talent Review work area. During the meeting, participants provide informationabout the worker ratings. The facilitator then calibrates the ratings on the dashboard.

Workers in the review population who weren't assessed before the facilitator started the meeting appear in the meetingHolding Area, if it's available.

The facilitator, after consulting with the participants can perform any of these actions during the meeting:

• View and update the meeting box chart.

• Review prole and compensation details of individual workers in the review population on the worker's personspotlight.

• Compare current data to that from previous meetings.

• Compare a worker to another worker or to a job prole.

• Access the organization chart of the organization under review.

• Add workers in the review population to talent pools or succession plans, if the pools and plans are included inthe meeting template.

• Move workers in the review population from the box chart to the Holding Area or from the Holding Area to thebox chart.

• Assign performance and development goals to workers.

• Assign tasks to anyone in the organization.

• Create notes for workers in the review population.

• Save the meeting or submit it to freeze the data.

Note: Facilitators can perform actions depending on the meeting template conguration.

These are the consequences of a facilitator saving the meeting data:

• Goals, notes, and tasks are saved immediately.

• Workers can access performance goals assigned to them from their goal management pages, and managedevelopment goals from their career development pages.

When the facilitator submits the meeting data, any prole changes appear in the worker's prole record.

Manage Notes and TasksFacilitators can manage and monitor notes and tasks added in meetings, and review them for all workers for allmeetings.

Related Topics• Talent Review Template• Guidelines for Selecting Participants for Talent Reviews• How You Prepare Content for a Talent Review Meeting

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=9BE3FFC592E7A60DE040D30A68813E16



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How Talent Review Works with Proles, Goals, andPerformance ManagementTalent review integrates with Proles, Goals Management, and Performance Management. You use talent reviewtemplates to control this integration. Create talent review templates on the Manage Talent Review Templates page. Inthe Setup and Maintenance work area, use the following:

• Oering: Workforce Development

• Functional Area: Talent Review

• Task: Congure Talent Review Dashboard Options

This image shows the data integration of Talent Review with Proles, Goals Management, and PerformanceManagement.

Performance Management

Profiles

Talent ReviewGoals Management

PerformanceDocumentsGoals Library

Profiles

Overall Ratings, Overall Goals,

andOverall

Competencies

Overall Ratings, Overall Goals,

andOverall

Competencies

Performance and

Development Goals

Performance and

Development Goals

Performance and

Development Goals

Ratings and

Rating Models

Ratings



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Talent Review and ProlesYou can include any of these ratings and their associated rating models from Proles in a talent review template:

• Performance

• Potential

• Overall Competencies Rating

• Overall Goals Rating

• Impact of Loss

• Risk of Loss

• Talent Score

Reviewers rate the review population based on the ratings included in the template. When a facilitator conducts themeeting, the participants can view the ratings of each worker in the review population on the meeting dashboard. Thefacilitator can show how the latest ratings compare with the prior ratings of the workers stored in proles.

The latest overall performance rating for a worker can come from any of these sources:

• Overall rating in the performance document

• Rating that a participant provides while preparing the review content before the meeting

• Career Planning card

The facilitator can change the ratings of the workers during the meeting. When the facilitator submits the meeting, theratings of the workers in the review population is updated in Proles.

Talent Review and GoalsA facilitator can assign a performance goal or a development goal to a worker in the review population while conductinga Talent Review meeting. A facilitator can assign a new goal or an existing goal from the goal library. Workers can viewthe goals assigned on their performance goal or development goal pages.

Talent Review and Performance ManagementYou can enable ratings for the performance document sections. If the performance document is congured to do so,when a performance document is completed, the worker's prole is updated to include these changes made in theperformance document:

• Overall ratings

• Competencies and prociency rating levels

• Competencies and goals section ratings

When the ratings are enabled, you can congure the talent review template to include overall worker competencies,overall ratings, and overall goals ratings

Related Topics

• Update Existing Setup Data

• Oracle Fusion Prole Management Components: How They Work Together

• Rating Models

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=OAFSM1684802

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=8E80CDE977CA92BDE040D30A68815B37

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=8E43D3922742BDC8E040D30A68817F91



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• Goal Library

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=708ACBFA1D40D985E040D30A68817B37


Chapter 2Talent Proles

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2 Talent Proles

Overview of Talent ProlesManagers and HR specialists can maintain information within person proles about the skills, qualications,accomplishments, and career preferences of their workers. They can also maintain information in model prolesabout the targeted skills and qualications of the jobs and positions within the company. Workers can manage theirown careers by keeping their talent proles current so that their skills, qualications, accomplishments, and careerpreferences reect their current performance and future career goals.

You manage a worker's talent prole on the worker's person spotlight. Depending on your role, to open a worker'sperson spotlight:

• Select Directory > Directory, search for the worker, and click the worker's name in the search results

• Select My Team > My Team and click the worker's name on the My Team page

• Select My Team > Team Talent and click the worker's name on the Team Talent page

• Select My Team > Team Compensation and click the worker's name on the Team Compensation page

• Open the person smart navigation window from application pages

This table lists the talent prole-related pages in person spotlight and their key features available to managers, HRspecialists, and workers. Workers can open each page from the Me work area in the Navigator.

Pages Features for Managers and HRSpecialists

Features for Workers

Skills and Qualications

• Use the competency gaps chartto compare the competencies ofa worker to that of a job from theworker's interest list, to identify ifthe worker is a suitable candidatefor the job or needs further training.

• Review areas of expertise and otherqualications for workers.

• Use the competency gaps chart tocompare their competencies to thatof a job from their interest list, toidentify whether they are suitablefor a job or to identify trainingneeds.

• Identify areas of expertise, such asa specic software package.

• Maintain competencies, degrees,and other accomplishments.

Career Planning

• Add jobs or positions to the interestlists of their workers.

• Review career preferenceinformation for workers, such asjob or job family of their next careermove.

• Review and edit talent ratings suchas performance and potential ofworkers, and the risk and impact oflosing them.

• Add jobs or positions to theirinterest lists.

• View the suggestions list anddetermine whether to add any ofthe suggested jobs or positions totheir interest list.

• Identify career preferences such asthe job or job family of their nextcareer move.



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Managing talent-prole information in job and position proles includes both creating the job and position prolesbased on prole types, and editing the proles when business requirements change. Job and position proles identifythe required skills, degrees, qualications, and work requirements for each job and position within your enterprise.

Note: You must upgrade to enhanced talent proles prior to HCM Cloud release 20B. In the enhanced talentprole feature, the display of the person prole and talent ratings has a more engaging and responsiveinterface design. The new user experience enables features to be presented on both mobile and web pages.The interfaces are simple, intuitive and are wrien in a more conversational language. The administrationenhancements provide increased product performance and extensibility. The enhanced solution introducescontent templates that represent the talent content (for example, Competencies, Certicates, Skills, andAwards) required to support the Oracle Talent Management Suite. Each content template includes uniqueaributes. These content templates can be used and reused to create the content sections necessary tocapture talent data. The templates can be used to design both person and model talent proles. Any relevanttopics from this chapter have been updated and moved to My Oracle Support: Upgrading Oracle Fusion ProleManagement (Doc ID 2421964.1).

Talent Prole SummaryThe Talent Prole report provides talent-related information for a worker. This topic describes options that you canselect when printing the report. To print the report, select the Manage Talent Prole task in the Person Managementwork area. On the Edit Prole page, select Actions - Print Prole. Talent review meeting participants can also print thereport for one or more workers from the Talent Review dashboard.

Report SectionsThe Talent Prole report can contain a person summary and ve congurable sections. This table describes thecontents of each section.

Report Section Contents

Experience

Current and previous assignments.

Talent Overview

Performance evaluation information for up three years. The section includes the evaluationperiod, overall rating, overall comments, and a bar graph comparing the performance ratings.You can also include talent ratings.

Education and Qualications

Competency ratings and evaluation types, degrees, licenses and certications, honors andawards, and memberships.

Career Options and Interests

Career preference and advancement readiness information, including willingness to travel,relocate, consider part-time employment, or adopt exible work schedules. You can alsoinclude preferred career moves and any jobs in a worker's interest list.

Goals

Development and performance goal information, such as goal names, completion dates,statuses, and descriptions. This section includes a graph of goal achievements for the worker.



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Print FormatsYou can print the Talent Prole Summary in the following formats:

Print Format Description

PDF

Includes a photograph of the worker and all selected graphs.

RTF

Includes a photograph of the worker and all selected graphs.

Microsoft Excel

Includes all selected workers in an Excel workbook, with one prole per worksheet and theworker's name as the tab label. This format doesn't include the photograph, performancehistory, or goals graphs.

HTML

Includes selected graphs but doesn't include the photograph.

Compare Proles and Find the Best Fit

Comparing ItemsUse comparison to quickly identify and evaluate dierences between items. Compare any person, job, and positionitems. For example, you can compare a person with another person or with a job prole. You can compare items in theProles work area and on the talent review dashboard.

Selecting ItemsThe rst item you select is the comparison base, and the items you select subsequently are secondary items. You canchange the comparison base if required. The comparison displays the base item aributes, and indicates the dierencesbetween the aributes of the secondary items and the base items. .

Controlling ResultsData sets control which aributes are displayed for each item in the comparison. For example, you must select theSchool Education data set to display and compare a person's education details.

The information displayed in the comparison results is controlled by security access. For example, line managers cancompare their direct reports and view their performance data in the comparison results. HR specialists can perform thiscomparison only if they have security access to the persons' performance information. You can change the eectivedate of comparison if you're either a line manager or an HR specialist.



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Performance Information in Comparison ResultsThe comparison displays the performance data of only those persons who are evaluated using the enterprise-widedesignated rating model, because you can't compare persons who are evaluated using dierent rating models.

For each person, the comparison displays up to three performance documents. These performance documents includethe latest document using the designated rating model plus the two most recent previous documents that use the sameperformance template as the latest document. However, the performance documents and performance periods for thepersons being compared may be dierent. The comparison indicates the performance aributes' dierences only if theperformance documents are the same for the persons being compared.

Best-Fit AnalysisThe best-t analysis includes the review of all proles of the match type required and calculation of the overall scorecompared to the source prole. The overall score appears in the Overall Fit column in the results section on the FindBest Fit page. Employees, managers, and HR specialists can use the Best-Fit feature to match and compare proles withthe selected match criteria. The Best-Fit feature nds proles that closely match the source prole (person or job).Youcan associate both jobs and positions with the job prole type. Therefore, in a best-t analysis, a job prole can be eithera job or position.

Best-Fit Analyses TypesThe application supports the following four types of best-t analyses:

• Person to Job: Using a person prole as the source prole, you can nd the job that best ts a worker.

Example: As a manager, use this tool to help a worker to identify job proles for which the worker is best suitedand decide the next career move.

• Person to Person: Using a person prole as the source prole, you can nd the worker with skills that matchthat of a particular worker.

Example: Your company is planning to launch new technology. As an HR specialist, you know a worker whohas the required skill to use the new technology. To assess the scope of workers who need development in thisparticular skill, you can select the worker's prole. You can then use the Best-Fit feature to view a list of otherworkers who may come close to the skill requirements.

• Job to Job: Using a job prole as the source prole, you can nd the job prole that closely matches a jobprole.

Example: As an HR specialist, you can use this tool to help locate jobs to identify areas for outplacement,training requirements, or areas of organizational strength.

• Job to Person: Using a job prole as the source prole, you can nd the best-t worker for a job.

Example: As an HR specialist, you can use this tool to help locate the most qualied workers for a job openingwithin your company.

The Best-Fit Feature AccessibilityThe roles, privileges, and application seings determine the ability for a user to perform a type of best-t analysis. Thefollowing table shows the Best-Fit feature accessibility for the most commonly used prole types.



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Role Can Perform Personto Job Analysis?

Can Perform Personto Person Analysis?

Can Perform Job toJob Analysis?

Can Perform Job toPerson Analysis?

HR specialist

Yes

Yes

Yes

Yes

Manager

Yes (Limited to directand doed-linereports)

Yes

No

Yes

Worker

Yes

Yes (Limited toworker's own prole)

No

No

Filtering Best-Fit ResultsBy default, the best-t analysis results show all proles that have 90% match or greater than the selected sourceprole. You can further lter the results to show by overall t or by number of proles. The results section of the best-tanalysis also has the Show Fit by Criteria option. Use this option to view which content types displayed in results meetor exceed the specied criteria percentage.

Access the Best-Fit Feature as an HR SpecialistDepending on the privileges associated with the HR specialist role, an HR specialist can nd:

• The best-t job or person for a person prole.

• The best-t job or person for a job prole.

Finding the Best-t Job or Person for a PersonHR specialists can nd the best-t job or person for a person by using one of the following navigation paths:

• From the Person Proles page:

a. Select Navigator > My Client Groups > Proles.b. Click the Person Proles tab, if not already selected, and search for the person prole.c. Select the prole in the Results section.d. From the Actions menu, click the corresponding link to nd the best-t job or person for the selected

prole.

• From the Skills and Qualications page:

a. Select Navigator > My Client Groups > Proles.b. Click the Person Proles tab, if not already selected, and search for the person prole.c. Click the prole in the Results section to open the Skills and Qualications page.d. In the Related Links panel, click the corresponding link to nd the best-t job or person for the selected

prole.

• From the person smart navigation window:

a. Click the More icon for a person on application pages to open the person smart navigation window.



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b. Select Talent Management and click the corresponding link to nd the best-t job or person for yourreport

Finding the Best-t Job or Person for a Job ProleHR specialists can nd the best-t job or person for a job prole by using the Model Proles page. This page includes alljobs and positions proles associated with the job prole type.

To nd the best-t job or person for a job prole:

• From the Proles page:

a. Select My Client Groups > Proles.b. Click the Model Proles tab, search for the job name.c. Select the prole in the Results section.d. From the Actions menu, click the corresponding link to nd the best-t job or person for the selected

prole.

• From the Select Candidates page when creating or editing a succession plan:

a. Select Navigator > My Client Groups > Succession Plans.b. Click the Succession Plans tab, if not already selected.c. Click Create to create a plan, or select an existing plan and click Edit from the tab toolbar.d. Enter or edit the necessary details and click Next to open the Select Candidates page for the succession

plan.e. On the page toolbar, click Find Best Fit to nd the best t person for a model prole and add the person

as a candidate.

• From the Select Members page when creating or editing a talent pool:

a. Select Navigator > My Client Groups > Succession Plans.b. Click the Talent Pools tab.c. Click Create to create a talent pool, or select an existing pool and click Edit from the tab toolbar.d. Enter or edit the necessary details and click Next to open the Select Members page for the succession

plan.e. On the page toolbar, click Find Best Fit to nd the best t person for a job prole and add the person as a

member.

Access the Best-Fit Feature as a ManagerDepending on the privileges assigned to the manager role, managers can nd the best-t job or person for a person.

Finding the Best-t Job or Person for a PersonManagers can nd the best-t job or person for a person by using one of the following navigation paths:

• From the Team Talent page:

a. Select Navigator > My Team > Team Talent.b. Click the link to a report. The Skills and Qualications page of the report opens.c. In the Related Links panel, click the corresponding link to nd the best-t job or person for your report.



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• From the My Team page:

a. Select Navigator > My Team > My Team.b. Click the link to a report. The Employment Information page of the report opens.c. Select Actions > Talent Management and then select the corresponding link to nd the best-t job or

person for the selected prole.


a. Click the More icon for a report on application pages to open the person smart navigation window.b. Select Talent Management and click the corresponding link to nd the best-t job or person for your

report

Access the Best-Fit Feature as a WorkerDepending on the privileges assigned to the employee role, workers can:

• Find the best-t job prole for their person prole.

• Add the job prole to their careers of interest list.

Note: As a worker, if you nd the person best suited to your prole, by default, the search results display yourprole.

Finding the Best-t JobWorkers can use one of the following navigation paths to access the best-t job feature:

• From the Skills and Qualications page:

a. Select Navigator > Me > Skills and Qualications.b. In the Related Links panel, click Find Best Fit Job.


a. Click the More icon for your name on application pages to open the person smart navigation window.b. Select Talent Management and click Find Best Fit Job.

By default, the Find Best Fit Job page displays results for job with overall t greater than or equal to 90% criteria. Youcan modify the criteria to nd the best-t job for your role.

How Best-Fit is CalculatedThe Best-Fit feature compares the selected prole content with that of target proles to nd a list of proles that are theclosest match. You nd the best t job or person using the best-t feature accessible from application pages.

Example: As an HR specialist, you can use the Best-Fit feature to nd the person best suited for a job. The initial best-tanalysis results include a list of the proles with the highest percentage of matching qualities. You can further narrowdown the results by changing the priority of content types or individual content items. You can then view the percentagematch for each content type.



16

Considerations for How Best-Fit Is CalculatedThe best-t analysis considers content items of only these predened content types:

• Competencies

• Honors and awards

• Work requirements

Note: The work requirements content type does not have content items.

• Languages

Note: For languages, only the item Reading is considered in best-t calculations.

• Degrees

• Memberships

• Licenses and certications

You can use the Best-Fit feature to calculate the overall score for a target prole. The application calculates the overallbest-t score of the target prole with respect to the selected source prole based. The overall score is based on theindividual score of each matching content item of the selected prole.

How the Overall Score in a Best-Fit Analysis is CalculatedThe Best-Fit feature calculates the overall score for a target prole using an algorithm rule. The overall score appearsin the Overall Fit column in the results section on the Find Best Fit page. The algorithm for the best-t analysis isautomatically processed by the application.



17

The following image shows the best-t algorithm rule.

Best-Fit Calculation

Selected ProfileTarget ProfileContent

Item AContent Item A

Content Item C

Content Item B

Content Item C

Have Matching Content Items? Ignore Target Profile

Calculates Individual Score of Matching

Content Item A

Calculates Individual Score of Matching

Content Item C

Calculates Overall Best-Fit Score of Target Profile

NoYes

∑

Selected ProleThe selected prole for which you want to nd the prole that is the best-t is source prole.

Target ProleThe target prole is the prole for which the overall score is calculated. The application compares the content items ofthe target prole with those of the source prole.

Individual ScoreThe individual score is the number assigned to each matching content item of the content types for which you specifythe priority or importance. The individual score calculation algorithm depends on the best-t analysis type.

Overall Score Calculation RuleThe overall score is the total of all individual scores of all matching content items. If the total of all individual scoresincludes decimals, then the application rounds o the total score to derive the overall score. The application roundsdown the score if the decimal digit is less than 5. However, it increases the score by 1 if the decimal digit is 5 or more.



18

Examples:

• If the total score is 56.4, the overall score is 56.

• If the total score is 56.7, the overall score is 57.

How the Individual Score for Person to Person, Job to Person, andJob to Job Analyses is CalculatedIn the following best-t analyses, each content item of the selected prole must match the target proles:

• Person to person

• Job to person

• Job to job

The individual score of each content item of the target prole is based on the priority set at the content type or contentitem level.



19

The following graphic shows how the individual score is calculated for each content of the selected prole that matchwith the target prole. The graphic is applicable for only person to person, job to person, and job to job analyses.

Individual Score Calculation for Person to Person, Job to Person, and Job to Job Analyses

Content Item of Selected Profile

Has Rating?

Calculates Individual ScoreRating of the

Matching Content Item of the Target

Profile

Calculates Relative Rating

Calculates Relative Weight

Content Type Has Priority?

Yes

No Ignores the Content Item

Is Target Rating

< Source Rating?

Yes

Yes

No

Deciding the PriorityThe best-t algorithm uses the priority assigned to the content type or content item of the selected prole. The priorityis used to decide the overall score of the target prole. Depending on the analysis type, you select the priority on theFind Best Fit Person or on the Find Best Fit Job page. You can either select a common priority value for all content itemswithin a content type or specify priority using details.

To specify priority using details:

1. Select the Priority Using Details option on the Find Best Fit Person or Find Best Fit Job page.2. Click the Details icon. The Best Fit Criteria page opens.3. Specify the Match option for each content item within a content type. The value you select for the Match

option is the priority value allocated at the content item level. The application calculates the individual score ofeach content item by considering the match value as the priority value for the content item.



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Note: You can't use the Priority Using Details option for the Work Requirements content type. The priorityfor this content type is always specied at the content type level. The application considers only the TravelDomestically and Travel Internationally work requirements for best-t calculations. The application calculatesthe individual score of the Work Requirements content type for a target prole as follows:

• If both travel requirements of the source and target proles match, then the Individual Score = RelativeWeight * 100.

• If only one travel requirement of the source and target proles match, then the Individual Score = 0.5 *Relative Weight * 100.

• If none of the travel requirements of the source and target proles match, then work requirements areignored in best-t calculations.

The priority of a content type is populated using the HRT_MATCH_IMPORTANCE lookup type values. Depending on theMatch option value, the application calculates the score for each content item within a content type.

The following table illustrates the value of each priority level. These values are application-dened and can't bemodied.

Priority Level Value

None

0

Low

1

Medium

2

High

3

Important

4

Very Important

5

Priority Using Details

Match of content item

Prole Ratings in Best-Fit CalculationsThe overall score of a target prole also includes any ratings entered for the content items of the Competencies andLanguages content types.

The Competencies content type uses the Prociency rating model. The following table illustrates the default ratinglevels of the Prociency Rating Model and corresponding value that application assigns to the rating level.

Rating Level Value

Foundation

1



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Rating Level Value

Intermediate

2

Skilled

3

Advanced

4

Expert

5

The Languages content type uses the Language Rating Model. The following table illustrates the default rating levels ofthe Language Rating Model and corresponding value that application assigns to the rating level.

Rating Level Value

Low

1

Moderate

2

High

3

Relative WeightThe application calculates the relative weight of the content item for which you specify the priority at the contentitem or content type level. You specify the priority for the content types on the Best-Fit UI. The relative weight is theimportance of a content item with respect to all the other content items in the source prole. The relative weight inthe person to person, job to person, and job to job analyses is calculated only for the source prole content items. Therelative weight is calculated using the following equation:

Relative Weight = Content item priority / Sum of all content items priorities

Example: The source prole content type has six content items for the Competencies content type and one content itemfor the Degrees content type. The priority is set at content type level. For the Competencies content type, the priority isset to Medium (2) and for the Degrees content type, it's set to Low (1). The relative weight for each content item:

• In the Competencies content type = 2 / (2 + 2 + 2 + 2 + 2 + 2 + 1) = 2 / 13 = 0.153846

• In the Degrees content type = 1 / (2 + 2 + 2 + 2 + 2 + 2 + 1) = 1 / 13 = 0.076923

Relative RatingIf the content type with priority also has rating, the application calculates the relative rating of the content itemassociated with the content type. The relative rating is the rating of the content item in the target prole with respect tothe source prole. The relative rating in the person to person, job to person, and job to job analyses is calculated usingthe following equation:

Relative Rating = Target Rating / Source Rating



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Example: The rating level of a content item associated with the source and target proles is 4 and 2 respectively. In thiscase, the relative rating for the content item in the target prole = 2 / 4 = 0.5.

Note: The relative rating is considered in the individual score calculation only when the source rating isgreater than or equal to the target rating.

Individual Score of a Content ItemThe individual score of a content item is calculated according to the criteria and the corresponding equation discussedin the following table. The table is applicable for person to person, job to person, and job to job analyses only.

Content Type Has Rating? Criteria Equation

No

Not applicable

Individual score = Relative Weight * 100

Yes

Target Rating > or = Source Rating


Yes

Target Rating < Source Rating

Individual score = Relative Rating *Relative Weight * 100

In the earlier table:

• Target Rating is the rating level associated with a content item of the target prole

• Source Rating is the rating level associated with a content item of the source prole

• Relative Weight = Content item priority / Sum of all content items priorities

• Relative Rating = Target Rating / Source Rating

Related Topics

• Rating Models

How the Individual Score for Person to Job Analysis is CalculatedIn the person to job analysis, each content item of the target job prole must match the selected person prole. Theindividual score of each content item of the target job prole is based on the importance of the content item.

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=FAUPM117192



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The following graphic shows how the individual score is calculated for each content item of the target job prole. Thecontent item must match with the corresponding content item in the selected person prole. The graphic is applicableonly for the person to job analysis.

Individual Score Calculation for Person to Job Analysis

Content Item of Target Job

Profile

Has Rating?

Calculates Individual ScoreRating of the

Matching Content Item of the Selected

Person Profile

Calculates Relative Rating

Calculates Relative Weight

Content Type Has Importance?

Yes

No Ignores the Content Item

Is Source Rating

<Target Rating?

Yes

Yes

No

Verifying the ImportanceWhen you do a person to job analysis, the best-t algorithm utilizes the importance of all content associated with atarget job to nd the best-t job for the selected person prole. The option to enter the priority for a person prole typeis disabled on the UI.



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Note: The importance for the Work Requirements content type is always specied at the content type level.The application considers only the work requirement properties Travel Domestically and Travel Internationallyfor best-t calculations. The application calculates the individual score of the Work Requirements content typeas follows:

• If both travel requirements of the source and target proles match, then the Individual Score = RelativeWeight * 100.

• If only one travel requirement of the source and target proles match, then the Individual Score = 0.5 *Relative Weight * 100.

• If none of the travel requirements of the source and target proles match, then work requirements areignored in best-t calculations.

The importance of a content type is populated using the HRT_MATCH_IMPORTANCE lookup type values.

Prole Ratings in Best-Fit CalculationsAny ratings entered for the content items of the content type competencies and languages are also used in thecalculation of the overall score of a target prole.

The Competencies content type uses the Prociency rating model. The following table illustrates the default ratinglevels of the Prociency Rating Model and corresponding value that application assigns to the rating level.

Rating Level Value

Foundation

1

Intermediate

2

Skilled

3

Advanced

4

Expert

5

The Languages content type uses the Language Rating Model. The following table illustrates the default rating levels ofthe Language Rating Model and corresponding value that application assigns to the rating level.

Rating Level Value

Low

1

Moderate

2

High

3



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Relative WeightThe application calculates the relative weight of the content item for which the importance is specied at the contentitem or content type level. The relative weight is the importance of a content item of the job prole with respect to allthe other content items in the job prole. The relative weight in the person to job analysis is calculated only for thetarget prole content items using the following equation:

Relative Weight = Content item priority / Sum of importance for all content items

Example: The target job prole has in all three content types Competencies, Degrees, and Languages. TheCompetencies content type has in all six content items, the Degrees content type has one content item, and theLanguages content type has one content item. The target importance already specied for each content item inCompetencies and Degrees is Medium (2) and for Languages is Low (1). The relative weight for each content item:

• In the Competencies content type = 2 / (2 + 2 + 2 + 2 + 2 + 2 + 2 + 1) = 2 / 15 = 0.133333

• In the Degrees content type = 1 / (2 + 2 + 2 + 2 + 2 + 2 + 2 + 1) = 2 / 15 = 0.133333

• In the Languages content type = 1 / (2 + 2 + 2 + 2 + 2 + 2 + 2 + 1) = 1 / 15 = 0.066667

Relative RatingIf the content type for which the importance is specied has a rating, the application calculates the relative rating ofthe content item associated with the content type. The relative rating is the rating of the content item in the sourceprole with respect to the target prole The relative rating in the person to job analysis is calculated using the followingequation:

Relative Rating = Source Rating / Target Rating.

Example: The rating level of a content item associated with the source and target proles is 2 and 4 respectively. In thiscase, the relative rating for the content item = 2 / 4 = 0.5.

Note: The relative rating is considered in the individual score calculation only when the target rating is greaterthan or equal to the source rating.

Individual Score of a Content ItemThe individual score of a content item is calculated according to the criteria and the corresponding equation discussedin the following table. The table is applicable for a person to job analysis only.

Content Type Has Rating? Criteria Equation

No

Not applicable


Yes

Target Rating < Source Rating


Yes

Target Rating > or = Source Rating

Individual score = Relative Rating *Relative Weight * 100

In the earlier table:

• Target Rating is the rating level associated with the content item of the target job prole

• Source Rating is the rating level associated with the content item of the source person prole



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• Relative Weight = Content item priority / Sum of all content items priorities

• Relative Rating = Source Rating / Target Rating

Related Topics

• Rating Models

Examples of Best-Fit AnalysisUse the best-t analysis to nd the proles that most closely match a selected prole. You select a person or job prole(job or position) as a source prole and use the Best-Fit feature to nd proles that best match the source prole. Thebest-t analysis results are based on how well the content items of a target prole match content items of the sourceprole.

Best-Fit Person ProleAs an HR specialist, you want to nd the best-t person prole for John.

John's person prole has the following content:

• Competencies as shown in the following table.

Competencies (Content Item) Prociency Numeric Value of Rating

Action Oriented

Expert

5

Adapt Productively

Advanced

4

Communication

Expert

5

• Degrees:

◦ Bachelor of Engineering

◦ Master of Business Administration

• Language with details as shown in the following table.

Languages (Content Item) Reading (Rating Value) Writing (Rating Value) Speaking (Rating Value)

English

Moderate (2)

Low (1)

High (3)

• Work Requirements:

◦ Travel Domestically: No

◦ Travel Internationally: No




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You set the priority for the John's prole content on the best-t person UI as illustrated in the following table andperform the Find Best Fit Person action on John's person prole.

Content Priority (Numeric Value of the priority)

Competencies

Medium (2)

Honors and Awards

Medium (2)

Work Requirements

Medium (2)

Languages

Medium (2)

Degrees

Medium (2)

Licenses and Certications

Medium (2)

In the results section, for an overall t greater than 50%, the application displays the target person prole Alex.

Alex's person prole has the following content details:


Competencies (Content Item) Prociency Numeric Value of Rating

Communication

Advanced

4

Problem Solving

Skilled

3

• Degrees:

◦ Bachelor of Engineering

◦ Diploma

• Languages as shown in the following table.

Languages (Content Item) Reading (Rating Value) Writing (Rating Value) Speaking (Rating Value)

English

High (3)

Moderate (2)

Low (1)

French

Low (1)

Low (1)

Low (1)



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◦ Travel Domestically: No

◦ Travel Internationally: No

For the best-t calculation, the application considers the individual score of the following four content items of Alex'sperson prole that match with the content items of John's person prole:

• Competencies: Communication

• Degrees: Bachelor of Engineering

• Languages: English

• Work Requirements: Travel Domestically and Travel Internationally

The following table illustrates the overall score calculation of Alex's person prole.

Content Source Priority Source Rating Target Rating Relative Weight Individual Score

Competencies(Communication)

2

5

4

0.1428571

11.428568

Degrees (Bachelorof Engineering)

2

Not applicable

Not applicable

0.1428571

14.28571

Languages(English)

2

2

3

0.1428571

14.28571

WorkRequirements

2

Not applicable

Not applicable

0.1428571

14.28571

Total Score

54.285698

Overall Score

54

The overall score is calculated as follows:

• The source prole John has in all seven content items with the priority for all content items set to Medium (2)at the content type level. Therefore, the relative weight for each content item = (2 / 14) = 0.1428571 (where,Relative Weight= Content item priority/Sum of all content item priorities).

• The application calculates the individual score of the matching content using the appropriate equation asdisplayed in the following table.

Content Criteria Relative Rating Individual ScoreEquation

Individual Score


Target Rating < SourceRating

Target Rating / SourceRating = 4 / 5

Individual Score =Relative Rating *Relative Weight *100

(4 / 5) * 0.1428571 *100 = 11.428568



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Individual Score

Degrees (Bachelor ofEngineering)

Not applicable

Not applicable

Individual Score =Relative Weight * 100

0.1428571 * 100 =14.28571

Languages (English)

Target Rating > SourceRating

Not applicable


0.1428571 * 100 =14.28571

Work Requirements

Both travelrequirements, TravelDomestically andTravel Internationally,of source and targetproles matches.

Not applicable


0.1428571 * 100 =14.28571

• The total score is the sum of all individual scores. Therefore, total score = 54.285698.

• The application rounds o the total score to the nearest whole number. Therefore, the overall score of thetarget prole is displayed as 54.

Best-Fit Job ProleAs an HR specialist, you want to nd the best-t job prole for the person prole for Beth.

Beth's person prole has the following content:


Competency (Content Item) Prociency Numeric Value of Rating

Action Oriented

Intermediate

2

Communication

Intermediate

2

Leading People

Foundation

1

Working Globally

Intermediate

2

• Degrees: Technical Diploma

• Language as shown in the following table.

Language (Content Item) Reading (Rating Value) Writing (Rating Value) Speaking (Rating Value)

English

Low (1)

Moderate (2)

Low (1)



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• Memberships: ICAS

You perform the Find Best Job action on Beth's person prole. In the results section, for an overall t greater than 40%,the application displays the job prole Accountant.

Note: In the person to job best-t analysis, you can't set the priority on the best-t job UI. Instead, theapplication considers the importance of the content items of the target job prole for best-t calculations.

The target job prole Accountant has the following content types with the importance already specied for eachcontent item or content type:


Competency (Content Item) Prociency (Numeric Value) Importance (Numeric Value)

Action Oriented

Intermediate (2)

Medium (2)

Communication

Intermediate (2)

Medium (2)

Leading People

Intermediate (2)

Medium (2)

Working Globally

Intermediate (2)

Medium (2)

Analytical Skills

Intermediate (2)

Medium (2)

Embrace Change

Intermediate (2)

Medium (2)

Manage Risk

Intermediate (2)

Medium (2)

Market and Industry Knowledge

Intermediate (2)

Medium (2)

Resource Management

Intermediate (2)

Medium (2)

• Degrees as shown in the following table.

Content Item Importance (Numeric Value)

Technical Diploma

Medium (2)

• Languages as shown in the following table.



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Language (ContentItem)

Reading (RatingValue)

Writing (RatingValue)

Speaking (RatingValue)

Importance

English

Low (1)

Low (1)

Medium (2)

Medium (2)

• Memberships

Content Item Importance (Numeric Value)

ICAS

Medium (2)

CIMA

Medium (2)

ACCA

Medium (2)


Requirements Importance (Numeric Value)

Travel Domestically: No

Medium (2)

Travel Internationally: No

Medium (2)

For the best-t calculation, the application considers the individual score of the following 7 content items of the jobprole Accountant that match with the content items of Beth:

• Competencies: Action Oriented, Communication, Leading People, Working Globally

• Degrees: Technical Diploma

• Languages: English

• Memberships: ICAS

The following table illustrates the overall score calculation of the target job prole Accountant.

Content TargetImportance

Source Rating Target Rating Relative Weight Individual Score

Competencies(Action Oriented)

2

2

2

0.066667

6.6667


2

2

2

0.066667

6.6667



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Content TargetImportance

Source Rating Target Rating Relative Weight Individual Score

Competencies(Leading People)

2

1

2

0.066667

3.33335

Competencies(Working Globally)

2

2

2

0.066667

6.6667

Degrees(TechnicalDiploma)

2

Not applicable

Not applicable

0.066667

6.6667

Languages(English)

2

1

2

0.066667

6.6667

Memberships(ICAS)

2

Not applicable

Not applicable

0.066667

6.6667

Total Score

43.3335

Overall Score

43

The overall score is calculated as follows:

• The target job prole Accountant has in all 15 content items with the importance (or priority) for all contentitems at the content type level set to 2. Therefore, the relative weight for each content item = 2 / 30 = 0.066667(where, Relative Weight = Content item importance / Sum of all content item importance).

• The application calculates the individual score of the matching content using the appropriate equation asdisplayed in the following table.


Individual Score

Competencies (ActionOriented)

Target Rating = SourceRating

Source Rating / TargetRating = 2 / 2

Individual Score =Relative Rating *Relative Weight * 100

(2 / 2) * 0.066667 *100 = 6.6667





(2 / 2) * 0.066667 *100 = 6.6667

Competencies(Leading People)

Target Rating > SourceRating

Source Rating / TargetRating = 1/ 2


(1 / 2) * 0.066667 *100 = 3.33335



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Individual Score

Competencies(Working Globally)




(2 / 2) * 0.066667 *100 = 6.6667

Degrees (TechnicalDiploma)

Not applicable

Not applicable


0.066667 * 100 =6.6667

Languages (English)

Not applicable

Not applicable


0.066667 * 100 =6.6667

Memberships (ICAS)

Not applicable

Not applicable


0.066667 * 100 =6.6667

• The total score is the sum of all individual scores. Therefore, total score = 43.3335.

• The application rounds o the total score to the nearest whole number. Therefore, the overall score of thetarget prole is displayed as 43.

Related Topics

• Rating Models

FAQs for Compare Proles and Find the Best Fit

How are the dierences between comparison aributes identied?The dierences are calculated between the aributes of the secondary items and the base item. Dierences betweennumeric values are calculated and displayed; character dierences are indicated using an icon..

When the data includes a range (competency ratings, for example), the comparison displays the dierences fromeach end of the range. The comparison, however, doesn't display the dierences for values that lie within the range.For example, consider that you're comparing the competency requirements of two job proles. The competencyrequirement of the base job is between 2 and 4 and the secondary job is between 1 and 3. The comparison displaysthe dierence between the minimum competency requirement of the secondary job (1) and the base job (2) as -1.The comparison doesn't display the dierence between the maximum values because the maximum competencyrequirement of the secondary job (3) lies within the competency requirement of the base job (between 2 and 4).

How is risk of loss assessed?Line managers and human resource specialists enter the risk of loss information in a person's prole manually;, thereis no automated risk assessment process. They evaluate the risk of workers changing jobs or leaving the enterprise andselect the ratings .




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Can I add additional data sets to the comparison?No, you can only select from the list of data sets available for an item type.

What happens if I remove the comparison base?The next item in the comparison is automatically designated as the comparison base and the dierences from the newbase item are indicated. Note that the comparison must always include a base item.

What's the dierence between performing a best-t analysis andcomparing proles?Perform a best-t analysis to nd matching proles for a specied prole using a wide variety of criteria. For example,use best-t analysis to nd the top ve person proles matching a job prole, based on competency requirements,language skills, and certications.Compare proles to evaluate the similarities and dierences between known proles and identify the most suitableproles. For example, compare the ve person proles identied by the best-t analysis and identify the person mostsuited to the job.

To compare or perform a best-t analysis, use the Compare action in the smart navigation.

Create and Update Proles

Model ProlesModel proles identify the competencies, qualications, skills, and experience required for a workforce structure, suchas a job or position. Use the Manage Model Proles task in the Proles work area to create a model prole.

You must use the job prole type to create model proles. Jobs and positions are workforce structures optionallyincluded in a prole. A job or position prole can exist as an abstract prole that just groups requirements and doesn'treference an existing or planned job or position.

Note: You must use the Job prole type to create model proles.

Workforce StructureYou can optionally associate the model prole with a workforce structure. The available workforce structures depend onhow the prole type is dened. The workforce structures are limited to jobs, positions, organizations, and job families.However, to create a model prole you must use the Job prole type as the template.



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You can associate:

• A model prole with more than one workforce structure. Associating model proles with jobs and positionsenables you to dene for the job or position the competencies, educational qualications, and other skills thatare required.

• Multiple model proles with a workforce structure. However, only one prole can be in eect at a time for theworkforce structure. Therefore, the eective start and end dates of multiple proles associated with a workforcestructure must not overlap.

When you associate jobs and positions with a model prole, you can compare proles and use the best-t analysis fortasks such as nding the worker best-suited for a job or for helping workers identify their next career moves.

RequirementsIdentify requirements for the model prole by selecting from the content types. For example, the job prole typemight contain these content types: competencies, degrees, honors and awards, languages, licenses and certications,memberships, and work requirements. If you create a model prole, you can dene the requirements for the job usingcontent items in those content types. To add other content types, you must rst add them to the job prole type.

Note: A free-form content type contains only a code, name, and a description, and doesn't have anyproperties until you add it to a prole type. Free-form content types don't include any content items.

Performance Document InformationYou can congure a performance template section to populate competencies dened for a model prole in theperformance document. Weights and minimum weights associated with competencies from a model prole are alsopopulated in the performance document when:

• The performance document is created.

• New competencies are added to the model prole and the performance document is updated.

Related Topics

• Prole Types

• Considerations for Creating Performance Template Sections

How Jobs and Positions Work with Model ProlesYou can associate a model prole with a job or a position. This association enables you to dene the work requirementsand the required competencies, degrees, and other skills for the job or position. This association also enables you tocompare proles and use the best-t analysis for tasks such as nding the worker best-suited for a job or for helpingworkers identify their next career moves.

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=FAITM120893




36

This gure illustrates the information that is contained in a model prole versus that contained in a job.

Job: Senior Network AnalystJob Profile: Senior Network Analyst

Competencies:Problem Solving

Planning and OrganizingResults Orientation

Coaching

Status: Active

Full Time or Part Time: Full Time

Regular or Temporary: Regular

Management Level: None

Languages:EnglishSpanish

Degrees:Master of Business

AdministrationMaster of Information

Technology

Associating a Model Prole with a Job or PositionYou must use the Job prole type to create model proles and associate them with a job or position. You can have onlyone association with a model prole active at one time.

Editing a ProleYou can associate a model prole with multiple jobs and positions. Use the Manage Model Proles task in the Proleswork area to:

• Create or edit model proles by using the Job prole type

• Associate model proles with jobs and positions

• Remove associations between a model prole and jobs or positions

Related Topics• Considerations for Using Jobs and Positions• Prole Types

Create Job ProlesYou can associate a job prole with a job to dene the work requirements and the required competencies, degrees, andother skills for the job. Using this association, you can compare job proles and use the best-t analysis to:

• Find the worker best-suited for a job.





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• Help workers identify their next career moves.

You must use the Job prole type to create proles for jobs. To create a job prole:

1. Sign in as an HR specialist.2. Select Navigator > My Client Groups > Proles. The Search Proles page opens.3. On the Tasks tab in the right panel, click Manage Model Proles to open the Manage Model Proles page.4. On the Search Results section toolbar, click Create to open the Create Model Prole dialog box.5. From the Prole Type list, select Job.6. Enter values for the elds shown in the following table.

Fields Description

CodeEnter a unique code for the prole.

NameEnter a unique name for the prole.

DescriptionEnter a description for the prole.

7. Click OK to open the Job Prole page.8. Expand Workforce Structures.9. On the Workforce Structures section toolbar, click Add.

10. From the Workforce Structure list, select Job.11. From the Name list, search for and select the job with which you want to associate the prole.12. In the Eective Start Date eld, enter the date from which you want to associate the prole with the job. At a

time, you can associate only one active prole with a job. If multiple proles exists for a job, ensure that theirdates in the Eective Start Date and Eective End Date elds don't overlap.

13. Optional: In the Eective End Date eld, enter the date until when you want to associate the prole with thejob.

14. In the Requirements section, add required content types.15. Click Submit. An active job prole for the selected job was created using the Job prole type.

Related Topics

• Prole Types

• Content Types

• Content Section Properties

Create Position ProlesYou can associate a position prole with position to dene the work requirements and the required competencies,degrees, and other skills for the position. Using this association, you can compare position proles and use the best-tanalysis to:

• Find the worker best-suited for a position.

• Help workers identify their next career moves.






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You must use the Job prole type to create proles for positions. To create a position prole:

1. Sign in the application as an HR specialist.2. Select Navigator > My Client Groups > Proles. The Search Proles page opens.3. On the Tasks tab in the right panel, click Manage Model Proles to open the Manage Model Proles page.4. On the Search Results section toolbar, click Create to open the Create Model Prole dialog box.5. From the Prole Type list, select Job.6. Enter values for the elds shown in the following table.

Fields Description

CodeEnter a unique code for the prole.

NameEnter a unique name for the prole.

DescriptionEnter a description for the prole.

7. Click OK to open the Job Prole page.8. Expand Workforce Structures.9. On the Workforce Structures section toolbar, click Add.

10. From the Workforce Structure list, select Position.11. From the Name list, search for and select the position with which you want to associate the prole.12. In the Eective Start Date eld, enter the date from which you want to associate the prole with the position.

At a time, you can associate only one active prole with a position. If multiple proles exists for a position,ensure that their dates in the Eective Start Date and Eective End Date elds don't overlap.

13. Optional: In the Eective End Date eld, enter the date until when you want to associate the prole with theposition.

14. In the Requirements section, add required content types.15. Click Submit. An active model prole for the selected position was created using the Job prole type.

Related Topics

• Prole Types

• Content Types


How You Identify Job and Position RiskUse the Job or Position Risk content section within a model prole to identify the level of risk if the job or position isvacant. This content section is available on the job and position model prole types. Use the Manage Prole Types taskin the Proles work area to manage job and position prole types.

Risk Level and ReasonYou can enter a level of risk and the reasons for the level of risk, such as skills gaps, future business leadership, marketvolatility, and organization hierarchy. You can select up to ve reasons for risk.






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Succession PlanningThe Job or Position Risk content section also includes an option to indicate whether the job or position must beincluded in a succession plan.

Note: The Requires Succession Plan option is for informational purposes only.

How You Create Person ProlesThe person prole is a prole type you create for individual workers. Person prole data, such as the skills, qualications,accomplishments, and career preferences of a person, is displayed on Skills and Qualications and Career Planningpages on a worker's person prole. HR specialists or implementors can create person proles from the application, orimplementors can upload them using tools such as HCM Data Loader.

The application provides the functionality to automatically create person proles for person records. You can enable ordisable this functionality using the Autocreate Person Proles check box. By default, this check box is already selected.The Autocreate Person Proles check box is available on the Edit Prole Type page of the person prole type. Use theManage Prole Types task in the Proles or Setup and Maintenance work area to edit the person prole type.

When the Autocreate Person Proles check box is selected:

• The application automatically creates the person prole for that person when someone accesses the Skills andQualications page for a person.

• The person prole added for a pending worker is activated on the eective hire date for an employee or theeective placement date for a contingent worker.

If you choose to deselect the Autocreate Person Proles check box for the person prole type and no prole existsfor a person, the application displays an error message to create or upload prole when you access that person's Skillsand Qualications page. However, when uploading talent prole data from external sources, you must deselect theAutocreate Person Proles check box to avoid duplication of person proles.

Related Topics

• Person Records

Add Content to a Worker's ProleDepending on the content section access seings for HR specialists and managers, they can edit content or add it to aworker's prole. To view, add, or edit content of a worker's prole, they must use the worker's Skills and Qualicationspage.

As an HR specialist, follow these steps to either edit the content or add it to the worker's prole:

1. Click My Client Groups > Proles to open the Search: Proles page.2. Click the name of the worker in the Results section to open the Skills and Qualications page of that worker.

Tip: Alternatively, use the Manage Talent Prole task in the Person Management work areato open a person's Skills and Qualications page.

3. Click Edit on the Skills and Qualications page to either edit the content, or add it to the worker's prole.

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As a manager, follow these steps to either edit the content or add it to a report's prole:

1. Click My Team > Team Talent.2. Click a report's person card to open the Skills and Qualications page for the report.3. Click Edit on the Skills and Qualications page to either edit the content, or add it to the report's prole.

How You Upload Talent Prole DataTalent prole data is the person and job proles data displayed on Skills and Qualications and Career Planning pages.You access these pages for a worker in the worker's person spotlight. Examples of talent prole data include ratingsand corresponding rating models, content items, and educational establishments. You can upload talent prole data forinitial migration or mass data entry.

The following tools support upload of talent prole data:

• Oracle ADF Desktop Integration (ADFdi) workbook

• Oracle Fusion HCM Data Loader

• Oracle Fusion HCM Spreadsheet Data Loader

Note: The tools available to you for uploading talent prole data depend on the seing of the HCM DataLoader Scope parameter. The ADFdi workbook isn't aected by the HCM Data Loader Scope parameter. Youcan continue to upload competencies using the ADFdi workbook regardless of the parameter seing.

For more information about:

• Uploading content items using an ADFdi workbook, see Uploading Competencies and Content Items intoOracle Fusion Prole Management (1453118.1) on My Oracle Support at hps://support.oracle.com.

• All data loaders mentioned earlier, see Oracle Human Capital Management Cloud Integrating with Oracle HCMCloud Guide.

Uploading ActionsThe following table displays the type of talent prole data you typically upload and the actions you perform to load thatdata.

Note: Use the Open Competency Excel Template option to generate the ADFdi workbook for uploadingcompetencies. The option is available on the Manage Content Items page in the Proles work area.

Uploading Tool Talent Prole Data Type Actions

ADFdi workbook

• Content item (only Competency) • Create• Update

HCM Data Loader

• Educational establishment• Talent prole rating model• Talent prole type (only Person and

Job)• Talent prole content item• Talent prole content item

relationship

• Create• Update• Delete

HCM Spreadsheet Data Loader • Educational establishment • Create



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Uploading Tool Talent Prole Data Type Actions

• Talent prole rating model• Talent prole type (only Person and

Job)• Talent prole content item• Talent prole content item

relationship

• Update

Related Topics

• Guidelines for Using Desktop Integrated Excel Workbooks

How You Update Talent RatingsTalent ratings are ratings that are used to evaluate a worker, including performance, potential, prociency, readiness,and impact. Ratings are used in multiple products within the HCM product family such as Oracle Fusion ProleManagement, Oracle Fusion Performance Management, and Oracle Fusion Talent Review.

Talent Rating TypesThe following table displays the talent ratings and their description. Depending on application seings and rolesassigned, you can view, add, and update these talent ratings across multiple products within the HCM product family.

Talent Ratings Description

Talent score

Evaluate a person's overall value to the organization using a rating model your organizationdenes.

Performance rating

Evaluate an item, section, or overall performance document.

Potential level

Evaluate a person based on the execution of the person's work.

Potential score

Evaluate a person's aainable level of excellence or ability to achieve success.

N box cell assignment

Evaluate a person's current contribution and potential contribution to the organization on abox chart matrix with N boxes. N represents the number of boxes in the grid.

Advancement readiness

Evaluate a person's readiness for the next position in their career development.

Risk of loss

Evaluate the likelihood of a person leaving the company.

Impact of loss

Evaluate the real or perceived eects on an organization when the person leaves.

Prociency Evaluate a person's skill level for a competency.

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Talent Ratings Description

Behavior ratings

Evaluate a person's actions for a behavior associated with a competency.

Updating Talent RatingsYou can update talent ratings depending on application seings and roles assigned to you. The following table showswhere talent ratings can be updated.

Talent Ratings Can Be Updated onthe Career Planningpage?

Can Be Updated inTalent Review?

Can Be Updatedin PerformanceManagement?

Can Be Updatedin SuccessionManagement?

Talent score

Yes

Yes

No

No

Performance rating

Yes

Yes

Yes

No

Potential level

Yes

Yes

No

No

Potential score

Yes

Yes

No

No

N box cell assignment

No

Yes

No

No

Advancementreadiness

Yes

No

No

No

Risk of loss

Yes

Yes

No

Yes

Impact of loss

Yes

Yes

No

Yes

Prociency

Yes

No

Yes

No

Note: You can update Behavior ratings under Competencies on the Edit Skills and Qualications page for aperson.

When you update talent ratings:

• The performance rating on a performance document is always the one entered by the manager during aworker's performance evaluation. The performance rating from the worker's performance document is thendisplayed on the worker's prole when congured to do so in the performance template.

• In Oracle Fusion Compensation Management, if congured, you can also update the performance,performance goals section, and competencies section ratings, which appear in performance documents.



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• The talent review process uses talent ratings on the worker's prole to build talent review information. Whena talent review meeting concludes, a worker's prole is automatically updated with the calibrated ratings.Therefore, the performance rating displayed in a worker's performance document might be dierent from theone displayed in the worker's prole.

Related Topics

• How You Congure Performance Ratings in Compensation

• Rating Models

FAQs for Create and Update Proles

What happens if I change the status of a model prole to inactive?If you change the status of a model prole associated with a job or position to inactive, the model prole is no longeravailable. The prole is visible only to an administrator. The prole isn't available when you perform a best-t analysis ora comparison of proles, or when you search for model proles. Any workforce structures that were associated with theinactive model prole are made available to associate with another active model prole.

The prole is also removed from workers' interest lists. A notication is sent to HR specialists and managers, and tothose workers who have the prole in their interest list.

Related Topics

• Prole Types

• Content Types


What's a competency gap chart?A competency gap chart is a graphical representation of how well your competency ratings match the requiredprociency ratings of a job or position prole. The job or position proles to which you can compare your prole includeyour assignments and the proles in your interest list. The application generates competency gap chart using onlythose competencies that appear in both your prole and the selected job or position prole. Select Navigator > Me >Skills and Qualications to view the competency gap chart on the Skills and Qualications page. You can also view thecompetency gap chart for each explored role or roles added as careers of interest in the Career Development work area.

Use the competency gap chart in your career development to determine whether you're already qualied for theselected job or position, or if areas exist where you need further development. If you identify gaps, you or your managercan also add a goal for the competency for which you have lesser ratings in the Career Development work area. Forexample, if your rating for the Leadership competency is 3 and the targeted rating for that competency in the ProductManager job is 4, you might research training classes or ask for projects that would help you improve your leadershipcapabilities. In the Career Development work area, you can also add a goal to the Leadership competency to help youimprove your leadership capabilities.

If the job or position prole contains fewer than three competencies, then the competency gap chart is displayed asa bar chart. Otherwise, the chart is displayed as a radar chart. The compatible percentage for a role is automaticallycalculated using the best-t analysis tool.

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Related Topics

• Career Development Work Area

What's a career statement?A career statement is a summary of your career goals. You can enter your career statement on your Career Planningpage or on the My Career Development page. Anyone who can view your career planning information can viewyour career statement. To open your Career Planning page, select Navigator > Me > Career Planning. In the CareerDevelopment work area, you can view the career statement using the Overview or Career Preferences infotile.

Career statements are for informational purposes only.

Why did the potential level change when I changed the potentialscore?The relationship between the potential score and potential level is dened in the potential rating model. When youchange the potential level, the application updates the potential score with the numeric rating for that level. Whenyou change the potential score, the application updates the potential level with the level in the rating model that hasa numeric rating closest to the potential score. To change a talent rating of your direct report, click the Edit icon in theTalent Ratings section on the Career Planning page of the selected report's person spotlight. To access a direct report'sperson spotlight:

• Select Directory > Directory, search for the worker, and click the worker's name in the search results

• Select My Team > My Team and click the worker's name on the My Team page

• Select My Team > Team Talent and click the worker's name on the Team Talent page

• Select My Team > Team Compensation and click the worker's name on the Team Compensation page

• Open the person smart navigation window from application pages

For example, assume the rst two rating levels in the potential rating model contain numeric ratings 1.5 and 2,respectively. If you assign a potential score of 1.7 to a worker, then the potential level for the worker is updated with therst potential level in the rating model, because 1.7 is closer to the numeric rating of 1.5 than it's to the numeric rating of2.

What happens if I update the talent ratings on the career planningpage?The talent review process uses these ratings on a worker's prole to build talent review information: talent score,performance rating, potential level, risk of loss, and impact of loss.

If you're preparing for a talent review meeting and you update talent ratings, then the changes are reected on thePrepare Content Review page. When the talent review meeting concludes, the application automatically updatesworkers' Career Planning page with the nal ratings for talent score, performance rating, potential level, risk of loss, andimpact of loss. With the exception of the risk and impact of loss, all ratings from the talent review meeting are assigneda unique instance qualier. The instance qualier identies them as those that resulted from the talent review meeting.If you then update these ratings on the Career Planning page, the talent review ratings remain in the database, but you

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can see your updates on the Career Planning page instead of the talent review ratings. You open the Career Planningpage of a worker in the worker's person spotlight.

Updating the career potential information also aects the performance-potential analytic in the performancemanagement business process.

How can I prevent my manager from viewing job or positionproles in my interest list?On your Career Planning page, click Edit, and select the Private check box for the job or position prole. To open yourCareer Planning page, select Navigator > Me > Career Planning.

Only you can view job and position proles that are set to private. Anyone who can view your career planning page canview only those job and position proles that aren't set to private.

What's the dierence between the suggestions list and the interestlist?The suggestions list is automatically generated for you each time you view your Career Planning page. To openyour Career Planning page, select Navigator > Me > Career Planning. This list contains proles of jobs or positionsthat are suitable for you. The suggested proles are based on an analysis of how well your competencies, skills, andqualications match those of the job or position prole.You create the interest list by browsing proles of jobs and positions and adding those that you might like to pursue.Your manager can also add job or position proles to your interest list as suggestions for the next step in your career.You and your manager can also move proles of jobs and positions from the suggestions list to the interest list.

Can I edit skills and qualication data of a person's prole?Yes. Depending on the content section access seings for your role, you can view and edit any of the predened orcustom content of a worker's prole.

How can I add content to my prole?Select Me > Skills and Qualications on the Home page. Click Edit on the Skills and Qualications page to edit or addthe content to your prole. Depending on the content section access seings for your role, you can view and edit any ofthe predened or custom content on your prole.

How can I hide an aribute on the person prole?You must have the HR specialist role to hide an aribute on the person prole.

To hide an aribute on the person prole:

1. Click Manage Prole Types on the Tasks tab in the Proles work area.



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2. Search for the Person prole type and select the row for the prole type in the Search Results section.3. Click Edit in the Search Results section to open the Edit Prole Type page.4. On the Content Sections tab, select the content section that includes the aribute you want to hide.5. In the Content Sections region, click the selected content section link to open the Content Section page.6. In the Content Properties section, select None as the Display value for the aribute you want to hide.

How can I delete an aribute from the person prole?You must have the HR specialist role to delete an aribute from the person prole.

Note: You can hide predened aributes, but you can't delete them.

To delete an aribute that isn't a predened aribute from the person prole:

1. Click Manage Prole Types on the Tasks tab in the Proles work area.2. Search for the Person prole type and select the row for the prole type in the Search Results section.3. Click Edit in the Search Results section to open the Edit Prole Type page.4. On the Content Sections tab, select the content section that includes the aribute you want to delete.5. In the Content Sections region, click the selected content section link to open the Content Section page.6. In the Content Properties section, select the row for the aribute and click Delete.

Modify Talent Proles

How You Modify the Skills and Qualications Page to View TalentRatingsBy default, line managers can view or edit talent ratings for a report on the report's Career Planning page. However,by using Oracle Page Composer, you can modify the Skills and Qualications page of reports to display talent ratingson the Skills and Qualications page and hide talent ratings on the Career Planning page. To change a page, you musthave the privilege to modify pages. After making your changes, depending on their accessibility to a talent rating type,line managers can view or edit the talent rating type on a direct report's Skills and Qualications page. You manage thecontent section access seings of a talent rating type for a user role using the Manage Prole Types task. The task isavailable in the Setup and Maintenance, Proles, or Person Management work area.

Note: You must use an active sandbox to modify the Skills and Qualications page using Page Composer.

To display talent ratings on a direct report's Skills and Qualications page:

1. Sign in as a user who has the privilege to modify the Team Talent page.2. Select My Team > My Team > Talent.3. To open the Skills and Qualications page of a direct report, click the direct report4. Click the user name and from the Seings and Actions menu, select Edit Pages.5. On the Edit Pages dialog box, select the Edit option for the Site layer and click OK.6. Select View > Source at the top-left section of the page to open the Source edit mode.



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Tip: By default, the Source window is collapsed in the boom position. To change the Sourcewindow position to the left, select View > Source Position > Left. To see the source content,you may need to drag the page divider.

7. Click the Skills and Qualications icon on the Skills and Qualications page. The source tree moves to thecorresponding region component.

8. Under the panelGroupLayout: vertical component for the showDetailItem: Skills and Qualications node,select the disabled region component for the location: /oracle/apps/hcm/proles/core/publicUi/fuse/page/SkillsTalentRating.js and click Edit.

Note: The location is displayed when you hover over a region component.

9. In the Component Properties: region dialog box, select the Display Options tab.10. Select the Visible check box.11. Click OK to close the dialog box. The Talent Ratings section appears on the Skills and Qualications page.12. Click Close to close Page Composer.13. Publish your sandbox to make your changes available to users who are line managers.

To adjust the position of sections as they appear on the page, use Page Composer.

Related Topics• Create and Activate Classic Sandboxes

How You Modify the Grid View of the Team Talent Page to DisplayTalent Score and N Box Cell Assignment RatingsBy default, line managers can't view or edit talent score and n box cell assignment ratings for a report on the TeamTalent page in the grid view. However, by using Oracle Page Composer, you can change the Team Talent page todisplay both the ratings in the grid view of the page. To change a page, you must have the privilege to modify pages.After changes have been made, depending on their accessibility to a talent rating type, line managers can view or editthe talent rating in the grid view of the Team Talent page. You can display only two ratings on a person card in the gridview of the Team Talent page. Therefore, to display talent score and n box cell assignment ratings, you must modifythe existing ratings displayed in the grid view. You manage the content section access seings of a talent rating fora role using the Manage Prole Types task. The task is available in the Setup and Maintenance, Proles, or PersonManagement work area.

PrerequisitesActivate a sandbox.

Modifying the Grid ViewIn the following procedure, the Performance rating is replaced with N Box Cell Assignment and the Potential rating withTalent Score.

To enable a line manager to view n box cell assignment and talent score ratings in the grid view of the Team Talentpage:

1. Sign in as a user who has the privilege to access the Team Talent page.

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2. Select Navigator > My Team > Team Talent. The Team Talent page appears in the grid view.

Tip: If the grid view isn't selected, click the View Grid icon.

3. Click your user name in the global area and from the Seings and Actions menu, select Edit Pages.

Note: If the Conrm Task Flow Edit dialog box appears anytime during this procedure, click Edit tocontinue.

4. On the Edit Pages dialog box, select the Edit option for the Site layer and click OK.5. Select View > Source at the top-left section of the page to open the Source edit mode.

Tip: By default, the Dock pane is collapsed in the boom position. To see the source content, youcan drag the page divider to the top.

6. Replace existing labels on the person card of the Team Talent page with N Box Cell Assignment and TalentScore:

a. Click Performance on a person card on the Team Talent page. The source tree moves to thePerformance component.

b. Right-click the component and select Edit. The Component Properties dialog box appears.c. In the Value eld, click the drop-down buon and select Select Text Resource. The Select Text

Resource dialog box appears.d. In the Key eld enter a unique value. For example, NB1. You use this value to reuse the label in other

pagese. In the Display Value eld, enter the label for the n box cell assignment rating. For example, N Box Cell

Assignment.f. Click OK.g. Click Apply and then OK to close the Component Properties dialog box.h. Repeat steps 6.1 through 6.8 to change the label Potential as Talent Score on the person card on the

Team Talent page. For Talent Score, you can enter values for the Key and Display Value elds as shownin the following table.

Field Example

KeyTS1

Display ValueTalent Score

7. Use the expression language (EL) to display the value of the n box cell assignment and talent score ratingsbelow the edited labels:

a. In the source tree, select the outputText node below the outputText: N Box Cell Assignment node.b. Right-click the component and select Edit. The Component Properties dialog box appears.c. In the Value eld, click the Edit icon and select Expression Builder. The Edit dialog box appears.d. In the Type a value or expression eld, enter the #{row.NBoxAssignment} expression.e. Click OK.f. Click Apply and then OK to close the Component Properties dialog box.g. In the source tree, select the outputText node below the outputText: Talent Score node.



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h. Repeat steps 7.2 through 7.6 to enter the #{row.TalentScore} expression for the talent score rating.8. Click Close to close Page Composer.9. Publish your sandbox to make your changes available to users who are line managers.

Related Topics

• Create and Activate Classic Sandboxes

How You Modify the List View of the Team Talent Page to DisplayTalent Score and N Box Cell Assignment RatingsBy default, line managers can't view or edit a report's talent score and n box cell assignment ratings on the Team Talentpage in the list view. However, by using Oracle Page Composer, you can modify the Team Talent page to display boththe ratings in the list view of the page. After you make changes, depending on their accessibility to a talent ratingtype, line managers can view or edit the talent rating in the list view of the Team Talent page. You manage the contentsection access seings of a talent rating for a user role using the Manage Prole Types task. The task is available in theSetup and Maintenance, Proles, or Person Management work area.

PrerequisitesActivate a sandbox.

Modifying the List ViewTo enable line managers to view n box cell assignment and talent score ratings in the list view of the Team Talent page:

1. Sign in as a user who has the privilege to access the Team Talent page.2. Select Navigator > My Team > Team Talent. The Team Talent page appears in the grid view.3. Click the View List icon.4. Click your user name in the global area and from the Seings and Actions menu, select Edit Pages.

Note: If the Conrm Task Flow Edit dialog box appears anytime during this procedure, click Edit tocontinue.

5. On the Edit Pages dialog box, select the Edit option for the Site layer and click OK.6. Select View > Source at the top-left section of the page to open the Source edit mode.

Tip: By default, the Dock pane is collapsed in the boom position. To see the source content, youcan drag the page divider to the top.

7. On the Team Talent page, click Potential or any other talent rating. The source tree moves to thecorresponding rating component.

8. Under the panelGroupLayout: vertical component for the panelStretchLayout node, select the disabled nodepanelLabelAndMessage:N Box Cell Assignment and right-click.

9. Select Edit. The Component Properties: N Box Cell Assignment dialog box appears.10. On the Display Options tab, select the Visible check box and click Apply.11. Click OK to close the dialog box.12. Under the panelGroupLayout: vertical component for the panelStretchLayout node, select the disabled node

panelLabelAndMessage:Talent Score.13. Click Edit. The Component Properties: Talent Score dialog box appears.14. On the Display Options tab, select the Visible check box and click Apply.




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15. Click OK to close the dialog box.16. Click Close to close Page Composer.17. Publish your sandbox to make your changes available to users who are line managers.

Related Topics

• Create and Activate Classic Sandboxes



Chapter 3Talent Review Meeting Conguration

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3 Talent Review Meeting Conguration

How You Congure Talent Review Meeting DetailsYou create talent review meetings to review workers in an organization.

1. Select My Client Groups > Talent Review.2. On the Meetings Overview page, click Add.

You can see the Create Talent Review Meeting page. You specify the meeting details in the Meeting Info section.

Enter Meeting Details

Select Review Content

Select Review

Participants

Select Review

Population

Review and

Submit

This image shows the details that you need to specify for a Talent Review meeting.



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Talent Review Meeting Details

Meeting Name

Template Name

Business Leader

Facilitators

Meeting Date

Data Submission Deadline

Meeting NameEnter a meeting name in the Talent Review Meeting eld. The name appears on the Talent Review meetingdashboard. It also identies the meeting in searches and functions, such as viewing the history of notes and tasks.

Template NameThe template you select species these aributes of the meeting:

• Box chart views

• Rating models

• Actions

• Filters

The template also determines whether succession plans and talent pools can be used in the meeting.



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Business LeaderThe business leader is the top manager of the organization under review. These are the eects of selecting the businessleader of a meeting:

• The organization of the selected business leader appears automatically and can't be changed.

• The business leader is automatically added as a meeting participant.

Note: You can also select and add managers from other organizations as participants.

FacilitatorsFacilitators are the HR specialists who conduct and manage the meeting. By default, the person creating the meetingis added as a facilitator. But you can select and add other facilitators. Only facilitators can conduct the meeting. It's agood idea to select more than one in case one isn't available. All facilitators can update meeting information and thedata under review.

Meeting DateThe meeting date indicates when the meeting is likely to start. Until the meeting start date, facilitators can open themeeting and only view the dashboard. Only on or after the meeting start date can the facilitators make any changes.When a facilitator opens the meeting on the meeting date or later, the status changes to In progress.

Data Submission DeadlineThe data submission deadline indicates the date until when reviewers can prepare and submit review content or workerdata. If the Talent review content preparation reminder notication is enabled, facilitators can send remindernotications to reviewers when the submission deadline approaches.

The data submission deadline is optional. If you don't enter a date, reviewers can update worker data until the meetingstarts.

Guidelines for Selecting Review Content for a TalentReview MeetingAfter you have entered the meeting details for the talent review meeting, you're now ready to select the review contentthat reviewers can use to rate the review population. You specify these values in the Review Content section:

• Ratings for Reviewer

• Data validity guideline for the review

• Date range for prior ratings to compare with the current one



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• Succession plans and talent pools to include in the meeting



Select Review

Participants

Select Review

Population

Review and

Submit

Ratings for ReviewerThe ratings available in the meeting template are listed in the Select Ratings for Reviewer area. You can select theratings that you want reviewers to view on the on the Prepare Review Content page. You can view the same ratings onthe meeting dashboard.

For example, consider that the meeting template has these ratings:

• Talent Score

• Performance

• Potential

• Impact of Loss

• Risk of Loss

• Overall Goals Rating

If you don't want the reviewers to rate the Risk of Loss and Overall Goals Rating, you don't need to select these. Thereviewers won't see these ratings on the Prepare Review Content page.

Data Validity GuidelineFrom the Data Validity Guideline list, select the period within which the prole data of the review population musthave been updated. Any prole data for the review population outside this period isn't valid for the meeting. However,reviewers can still see and change the data that's outside this period. They can see an icon on the Prepare ReviewContent page for the prole ratings that were assigned before this period. They can update these ratings to ensure thatthe ratings for the review population are current. The data validity is calculated back from the current date. For example,if you select the validity period as Updated within previous month, only prole ratings assigned or updated in the lastmonth are considered to be valid.

Prior Ratings Date RangeIn the Prior Ratings Start Date and Prior Ratings End Date elds, indicate the date range in which you want to retrieveprior ratings of completed meetings. Only the most recent rating in the indicated date range is considered.

Succession Plans and Talent PoolsYou can select existing succession plans and talent pools that you have access to. The selected plans and pools appearon the meeting dashboard. Reviewers can also see these plans and pools on the Prepare Review Content page if theyhave access to the plans and pools included in the meeting.



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Note: While conducting the meeting, facilitators can create additional succession plans and talent pools onthe dashboard and add workers in the review population to those.

Talent Review Prior RatingsAs a facilitator, while conducting a Talent Review meeting, you can compare the current ratings of the review populationwith their recent ratings from previously completed meetings. In the redesigned meeting dashboard, click View PriorRating to do this.

You can view the prior ratings only if both these conditions are met:

• A rating exists within the specied date range from a previously completed talent review meeting.

• The rating model is the same for the rating type used in the current and prior meetings. For example, the ratingmodel for performance must be the same for both the current and prior meetings.

Set Up Prior RatingAn administrator needs to do these tasks to enable the prior ratings feature in a Talent Review meeting:

1. While creating the meeting template, set up the ratings and rating models that appear in a talent reviewmeeting. Use the Congure Talent Review Dashboard Options task in the Setup and Maintenance work area todo this.

2. While creating a meeting, specify the prior rating date range. Only meetings that were completed within thisdate range are considered for prior ratings.

Compare RatingsYou may want to assess the progress of workers in the review population or see the variations in their ratings. In theredesigned meeting dashboard, click View Prior Rating.

• You can see the most recent prior rating of the review population from previously completed meetings thatare within the prior rating date range. For example, if a worker has a performance rating of 3 from a meeting inJanuary 2018 and a rating of 4 from a meeting in July 2018, the worker's prior performance rating is 4.

• The prior position of the workers in the box chart is indicated by color codes in their current box location. Forexample, Lily Cox's current box position may be Expert Talent. But her most recent prior ratings may indicatethat her previous box position was Solid Talent.

• In the Prior Ratings legend, you can see these counts:

◦ The number of workers with no ratings in the previous meetings

◦ The number of workers whose rating hasn't changed from the previous meetings

◦ The number of workers who occupied a dierent box in the box chart of the previous meetings with theirprevious box label and color code.

Note: You can't perform these actions while you view the prior ratings:• Update the ratings or move workers from their current box position.• Apply Display options.



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Guidelines for Selecting Participants for Talent ReviewsWhen creating a talent review meeting, after you select the review content, you need to select the review participants.The people you select as reviewers rate the workers in the review population. You select the participants in the ReviewParticipants section.



Select Review

Participants

Select Review

Population

Review and

Submit

Review ParticipantsTypically, employees in an organization are reviewed by the managers of the organization. The participants in the talentreview meeting are often the managers in the organization. You can also invite managers outside of the organization toparticipate. You can select at most 500 participants for a meeting.

The business leader is automatically added as a meeting participant and receives the same meeting notications asother meeting reviewers.

After selecting and adding meeting participants, you can specify the participant type as one of these two types:

• Reviewer: Someone who rates the workers in the review population before the meeting. This is the defaultparticipant type. Meeting participants assigned the Reviewer role can grant access to other managers who aretheir direct reports to rate their direct and indirect reports.

• Participant: Someone who aends the meeting but can't rate the workers in the review population. Theyparticipate in the discussions about how to rate the workers in the review population.

Note: You can't change the participant type of a business leader.

If New meeting scheduled notication is enabled and a facilitator submits the meeting conguration, the reviewersreceive notications to remind them all to prepare review content for the meeting. They get a link to the Prepare ReviewContent page, where they can make any updates.

Meeting InstructionsDid you know that you can add more information or comments for reviewers in the Meeting Instructions eld?Reviewers can see the content added here on the Prepare Review Content page when they update worker ratings beforethe meeting.

Related Topics• Can reviewers see data for workers they don't manage when preparing content• What happens if talent review content isn't complete by the deadline



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How You Select the Review Population for a TalentReview MeetingWhen creating a talent review meeting, as a facilitator you need to select the review population. You can do this in thePopulation Selection section of the meeting conguration page.



Select Review

Participants

Select Review

Population

Review and

Submit

You can use any one of these methods to nd workers to add to the review population:

• Find by criteria.

• Find in talent pool.

• Find by analysis.

Note: While adding workers, you can also select workers from organizations other than that of the businessleader of the meeting.

Find by CriteriaYou can search workers by their name or their person number. You can also select workers to add to the reviewpopulation using an extensive list of lters.

1. From the Employees to Include list, select Find by criteria.2. Click Show Filters.3. Specify search criteria.

When you specify a manager's name, you can also specify if you want to view all reports or only the directreports of that manager. .

4. Select the workers who you want to add to the review population.5. Click Add to Review Population.

Find in Talent PoolYou can select members of any talent pool that you have access to and add them to the review population.

1. From the Employees to Include list, select Find in talent pool.2. From the Talent Pools list, select the talent pool.3. Select the members who you want to add to the review population.4. Click Add to Review Population.



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Find by AnalysisYou can add workers to the review population from one or more analyses that your organization has alreadycreated. The analyses from which you want to add workers needs to be present in the folder specied in theHRR_DEFAULT_REPORT_FOLDER prole option.

1. From the Employees to Include list, select Find by analysis.2. From the Analysis Name list, select the analysis.3. Select the workers who you want to add to the review population.4. Click Add to Review Population.

Review the Selected WorkersYou can review the workers who you added to the review population in the Review Population section of the meetingconguration page. After selecting the workers to add to the review population, click Continue to view the ReviewPopulation section. You can remove workers who you don't want in the review population.

1. Select the workers who you want to remove.2. Click Remove.

Related Topics

• Talent Review Prole Options

FAQs for Talent Review Meeting Creation

Can I duplicate a talent review meeting?Yes, you can select an existing meeting and from the Actions menu, select Duplicate to create another meeting. Enter aname for the new meeting. You can also copy the meeting participants, review population, succession plans, and talentpools. You can then edit other meeting aributes before saving or submiing the new meeting.

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=FATRS1875378


Chapter 4Talent Review Meeting Content Preparation

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4 Talent Review Meeting Content Preparation

How You Prepare Content for a Talent Review MeetingAs reviewers, you can rate your direct and indirect reports who are part of the review population before the talent reviewmeeting. You do this on the Prepare Review Content page.

1. Select My Team > Talent Review to open the participants' Meetings overview page.2. Select the meeting for which you need to provide ratings.3. From the Actions menu, select Prepare Review Content.

Get Notication to Update RatingsWhen the meeting facilitator creates and submits a talent review meeting, as a reviewer, you will receive a notication toprepare the review content. The notication has a link to the meeting's Prepare Review Content page. You can updatecontent until the meeting data submission deadline. But remember that after the meeting starts, you can't edit anyratings. You can, however, add notes and view the box chart matrix to see where your reports appear on the box chartbefore the meeting starts.

Check Ratings to UpdateWhile creating the meeting, facilitators can set a data validity guideline to ensure that ratings are updated within aspecied time frame. When you open the Prepare Review Content page, you can see a circular icon next to ratings thatfall outside the guideline. This indicates that you need to update these ratings. When you change a rating, the icondisappears.

Complete Potential AssessmentYou can also use the potential assessment questionnaire to rate your direct and indirect reports.

1. Select the row that shows the person who you want to rate.2. From the Actions menu, click Potential Assessment.3. Select an appropriate option for all the questions.4. Click Continue.

You can see the potential rating and assessment score for the employee. You can choose to use this score or providedierent responses to obtain a new rating.

Tip: Click Cancel if you don't want to use the ratings and return to the Prepare Review Content page.

Add NotesYou can view and add notes for the workers in your organization for the talent review.

1. Select the person's row.2. From the Actions menu, click View Notes.



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3. Select the notes that you want to view:

◦ Select All Authors to view all notes for that person or select Me to view only your notes.

◦ Select the period for which you want to view the notes.4. Click Add to add a new note for that person. You can set the visibility of the note to control who can view the

note.

View DashboardClick View Dashboard to open a preview of the Talent Review dashboard to see where your direct and indirect reportsappear in the box chart matrix. You can do these actions on the dashboard:

• Move your reports on the box chart. You can see their updated ratings on the Prepare Review Content page.

• View succession plans and talent pools for which you're an owner if they're added by facilitators when theycreate the meeting.

• Create additional succession plans or talent pools.

• Perform many other actions that are available on the dashboard during the meeting. For example, you cancreate tasks and notes, and add goals for your reports.

Grant AccessDid you know that you can grant access to other managers below you in your organizational hierarchy to submit dataabout their own direct reports? When you grant access to other managers, they receive a notication to update thecontent with a link to the meeting's Prepare Review Content page.

To grant access to other managers:

1. Select My Team > Talent Review.2. Select the meeting row for which you want other managers to provide ratings.3. From the Actions menu, select Grant Access.4. Search and select the managers who you want to grant access to.5. Save and close the Grant Access page.

Save or Submit the ContentYou can either save or submit ratings on the Prepare Review Content page.

• When you save, the edited ratings are saved, but the worker prole isn't updated. The facilitator can't see theupdated ratings in the meeting dashboard. You can return to the page and continue editing data until themeeting starts or until the submission deadline.

• When you submit, the worker prole is updated with the edited ratings. The facilitator can see the updatedratings in the meeting dashboard.

Related Topics• How You Set Up Potential Assessment• Talent Review Notes

FAQs for Talent Review Meeting Content Preparation

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=FATRS786127



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What happens if talent review content isn't complete by thedeadline?The talent review meeting uses data from the worker's current prole record. If the reviewer doesn't submit ratings priorto the meeting, the most recent ratings are used even if the ratings are outside of the data validity guidelines. If theprole record contains no performance or potential ratings, the worker appears in the holding area of the Talent Reviewmeeting dashboard at the start of the meeting. The worker doesn't appear in the box chart matrix. Meeting participantscan rate the worker during the meeting.

Can reviewers see data for workers they don't manage whenpreparing content?No. Outside the talent review meeting, when reviewers update ratings on the Prepare Review Content page or thedashboard view available from that page, they can see prole data for their direct and indirect reports only. However,during the meeting, such as in a conference room when the facilitator dashboard is projected on a screen, reviewerswho are also participants can see prole data for all persons being reviewed.



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Chapter 5Talent Review Meetings: Conducting

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5 Talent Review Meetings: Conducting

How You Conduct a Talent Review MeetingWatch video

As a facilitator, you use the Talent Review dashboard to conduct talent review meetings. To open the Talent Reviewdashboard, on the Home page, click My Client Groups > Talent Review. Select the meeting row in the Meetings pageand then from the Actions menu, select Conduct Meeting. You can see workers in the review population in the boxchart matrix. But you can't see workers who have an inactive primary assignment or whose prole has been inactivatedon the dashboard.

You can do any of these actions in a talent review meeting:

• Change the review ratings.

• View the prior ratings of the reviewees if enabled in the Talent Review meeting template.

• Add a reviewee to a talent pool.

• Add notes or tasks for reviewees.

• Add a development or performance goal to a reviewee if enabled in the Talent Review meeting template.

• Print the dashboard.

You can save a meeting that's in progress and can continue it later. When you have completed conducting the meeting,submit it. This updates the worker proles with the new ratings.

Note: You can reopen a submied talent review meeting.

Let's look at dierent aspects of the Talent Review dashboard that you use to conduct a meeting.

Dashboard ViewThe dashboard views that you can use are congured in the template selected when the talent review meeting wascreated. For example, the template may be congured to show performance ratings on the x-axis, and potential onthe y-axis. Another view may contain risk of loss on the x-axis and impact of loss on the y-axis. A third may be a singlerating, such as talent score. You can select one of these dashboard views while conducting the meeting.

Graph and Table ViewsYou can alternate between the graph and table views of the dashboard. This table shows how the views dier.

Areas of Dierence Graph View Table View

Representation of revieweesGraphical

Tabular





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Areas of Dierence Graph View Table View

Display order of workersAlphabetic order within each box

Alphabetic order of the entire reviewpopulation

Note: You can sort to showworkers according to job, location,manager, and other criteria.

Holding Area in the redesigneddashboard

A separate region. You can move workersto and from the box chart to the holdingarea.

Not a separate region. Workers in theHolding Area appear with an icon by theirnames.

Display OptionsAvailable

Not available

Holding AreaClick the Holding Area icon to view the workers in this area. The number above the icon indicates the number ofworkers in the area. These workers are included in the Holding Area:

• Workers who aren't rated by their managers

• Workers who are rated using nonstandard rating models

• Workers removed from the box chart during the talent review meeting

You can drag and drop workers from the Holding Area to the dashboard and back. When you submit a meeting, theratings of the workers in the Holding Area for that meeting are set to blank in their proles.

Succession Plans and Talent PoolsClick the Succession Plans and Talent Pools icons to view the succession plans and talent pools associated with ameeting. You can view or add only these succession plans and talent pools in a talent review meeting:

• By default, you can view only the succession plans and talent pools that were included when the meeting wascreated.

• You can add only the succession plans or talent pools that you own to a talent review meeting.

• You can create succession plans and talent pools while conducting the meeting and add the workers in thereview population to these new plans and pools.

Only workers in the review population who are candidates in succession plans or members of talent pools appear in theviews shown on the dashboard. The number that you see with a plan or pool is the number of reviewees who are in theplan or pool and who are active candidates and pool members.

ActionsIn the graph view, you can perform some actions on individual workers and some on multiple workers. The actions aregrouped in the Actions menu. To do an action, select workers and then select the action to perform, or right-click aworker and select an action. To select multiple workers, use the Control key and click worker names.



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Use the Select Visible Workers check box to select multiple workers. These workers are selected depending on thevisibility of the Holding area and the area of the box chart matrix that you focus:

• If the Holding Area is visible, all workers on the box chart and the Holding Area are selected.

• If you had minimized the Holding Area, only the workers on the box chart are selected.

• If you had zoomed into a single box, only workers in that box are selected.

This table describes the actions you can do in a meeting.

Action What it Does Comments

Show Details

Opens the person spotlight page whereyou can see worker employment, prole,and other details.

View Analytics

Opens the View Analytics page whereyou can see more worker details from theanalyses that are congured to appear inthe meeting.

Print Prole

Opens the print dialog box where you canselect the prole information you want toprint to PDF.

Move

Moves selected workers within the boxchart matrix or to the Holding Area.

If you move workers from one box toanother in the box chart matrix, you'reprompted to update their ratings.

Add Task

Adds a task for a selected worker.

Use the Tasks page to view the task.

Add Note

Adds a note for a selected worker.

Depending on the note visibility youselect, the note may appear as feedback tothe worker, managers, or both. To see thenote, go to the Notes page or the PrepareReview Content page.

Note: You can see the note only ifyou have authorization to view theworker's data.

Add to Succession Plan

Opens a dialog box where you can selecta succession plan and add the selectedworkers to it.

Add to Talent Pool

Opens a dialog box where you can selecta talent pool and add the selected workersto it.



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Action What it Does Comments

Add Development Goal

Adds a development goal for the selectedworker.

The worker and manager can managethe development goal using the careerdevelopment business process.

Add Performance Goal

Adds a performance goal for the selectedworker.

The worker and manager can manage theperformance goal using the performancegoal management business process.

Compare

Compares selected workers to eachother, or compares a worker to any job orposition items, such as a job prole.

DisplayWhile conducting a meeting you may want to highlight certain categories of workers. For example, if the workers inthe review population are from dierent locations such as Chicago, San Francisco, and Indianapolis, you may want toidentify workers by their location. Use the display options to do this. The display options are conveniently grouped inthe Display menu. You can view the display options only in the graph view of the Talent Review dashboard. The displayoptions that appear depend on the conguration of the template used for the meeting. Here are some of the ways inwhich you can use the available display options:

• Highlight workers by color code according to the categories within the option.

• View and compare impact of loss, risk of loss, and mobility ratings.

• View worker names.

When you select any display option other than worker photos and names, the option appears in a legend that openson the dashboard. In the legend, each category within the display option appears with a dierent color code. Forexample, if you select Job from the Color Code menu, the jobs for all reviewees appear in the legend distinguished bydierent colors. The worker markers in the box chart are highlighted with the colors corresponding to their jobs. Select acategory in the legend, such as developer or manager, and the workers with the selected job are highlighted on the boxchart matrix. You can select one category only for most of the display options. But for the impact of loss, risk of loss,and mobility ratings, you can select up to two at a time.

Filters and Find WorkersWhen conducting a meeting you may want to focus on a particular subset of the review population, such as selectedmanagers, worker location, or job. Use population lters to see specic subsets of the review population. The lters thatappear are those selected in the template used for the meeting.

Select Subordinate Level to show only the selected levels below the business leader. Level 1 includes the direct reportsof the business leader, level 2 represents the indirect reports, and level 3 includes workers who report to level 2. Peoplein the review population who aren't part of the business leader's organization aren't ltered using the subordinate levellter.

If you have upgraded to Enhanced Talent Prole, you can see multiple competency sections while ltering the talentreview meeting population based on person competency. You can see both the section and the competency names.However, you can see only the competencies that have HRMS (Human Resources) subscribed sections.



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Enter the worker name in the eld above the box chart to locate a worker.

Related Topics• Talent Review Prior Ratings

Actions for Talent Review MeetingsDuring a talent review meeting, as a facilitator, you can do many actions for workers in the review population. Asa reviewer, you can also do actions on the dashboard view that you open from the Prepare Review Content page.Remember that the actions are available only if they have been enabled on the template on which the meeting is based.

What You Can DoYou can do some actions only for a single worker and some actions for multiple workers.

This table describes the actions that you can do on a talent review meeting dashboard.

Action What You Do For a Single Worker For Multiple Workers Comments

Show Details

See more informationon the worker's personspotlight.

Yes

No Click Done to return to

the dashboard.

View Analytics

See the OracleTransaction BusinessIntelligence (OTBI)reports added to themeeting in which theselected workers areincluded.

Yes

Yes

You can only viewanalyses that you haveaccess to view.

Print Prole

Print the proleinformation.

Yes

Yes Select Print Prole >

Print All Proles toprint the proles ofall the workers in thedashboard.

Move

Move the selectedworkers to the holdingarea or to another boxin the box chart.

Yes

Yes

To move workers toanother box, specifythe new ratings.

Add Task

Add a task for theselected worker.

Yes

No

The selected workerbecomes theassociated worker andthe worker's managerthe default assignee forthe task. You're addedas the default owner ofthe task. But you canchange these values.



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Action What You Do For a Single Worker For Multiple Workers Comments

Add Note

Add a note for theselected worker.

Yes

No

You can specify whocan see the noteadded.

Add to Succession Plan

Add the selectedworkers to a successionplan associated withthe meeting.

Yes

Yes

Reviewers can addworkers only tosuccession plans thatthey have access to.

Add to Talent Pool

Add the selectedworkers to a talent poolassociated with themeeting.

Yes

Yes

Reviewers can addworkers only to talentpools that they haveaccess to.

Add Development Goal

Add a developmentgoal for the selectedworker.

Yes

No

Add Performance Goal

Add a performancegoal for the selectedworker.

Yes

No

When a primarygoal plan is active,the performancegoal that's added isautomatically added tothe primary goal planof the selected reviewperiod.

Compare

Compare the rstselected workers withother selected workers.

No

Yes

Talent Review TasksAs a facilitator or reviewer, you can create, assign, and manage tasks for action items arising from a talent review.

Manage talent review meetings and the associated tasks from the Talent Review work area.

• Facilitators need to select My Client Groups > Talent Review.

• Reviewers need to select My Team > Talent Review.



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Create and Assign TasksYou can create and assign tasks in these areas:

• Talent Review dashboard: Select any person in the review population and add a task. The person to whomyou add the task is automatically the Associated Worker, and the person's manager is the Assignee. But youcan change this.

• Tasks page: Assign a task to any person you have access to; you aren't restricted to assigning tasks to meetingparticipants or the review population

In addition to a subject and description, you dene the task aributes shown in this table.

Task Detail Description

Associated WorkerThe person for whom the task is added.

AssigneesOne or more workers who perform the task.

Note: The person's manager is the default assignee.

OwnersPeople who manage the task. The meeting facilitator is the task owner by default, but you canadd more owners. Owners need not be meeting facilitators, but if the task owners can't accessthe Tasks page, they may not be able to manage the task.

Task TypeThe category under which you can group the task, such as Preparation and Presentation. Tasktype values exist in the HRT_ TASK_TYPE lookup. You can add values to suit your businessrequirements.

Due DateDate by when assignees need to complete the task. The default date is one year from thecurrent date.

PriorityLevel of urgency for the task, such as High, Medium, or Low. Priority values exist in the HRT_TASK_PRIORITY lookup. You can add values to suit your business requirements.

Percentage CompleteThe completion percentage of the task. Owners update the eld as the assignee progresses onthe task.

Status Assigned or Completed.

Start DateDate when work begins for the task.

End DateDate when the task is complete.



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Edit TasksYou can edit tasks only on the Tasks page and not on the Talent Review meeting dashboard. You can edit any task eld,and reassign and delete tasks. If a task has multiple owners or assignees, then all can view any changes made by one ofthem.

View Task HistoryYou can view all tasks for all current and past meetings for an associated worker on the Tasks page.

1. In the Tasks section, select the associated worker row.2. From the Actions menu, select View History.

Related Topics• Prole Management Lookups

Talent Review NotesYou can create notes for workers in the review population of talent review meetings. You can also create notes aboutthe meeting.

• Facilitators need to select My Client Groups > Talent Review.

• Reviewers need to select My Team > Talent Review.

To manage notes, select the View Notes option from the Actions menu of a meeting.

Notes use the Feedback feature that's available in person spotlight and person smart navigation. When you view thefeedback for a person, you can identify the notes that were created in a talent review meeting by the name of themeeting that's displayed in the note.

Create NotesYou can create notes for both the meeting and the workers in the review population.

• On the meeting dashboard, select a worker in the review population and click Add Notes.

• On the Notes page that opens when you select the View Notes option from the Actions menu of a meeting,you can add notes in these ways:

◦ To add a note about the meeting, in the Meeting Notes section, click Add.

◦ To add a note for a worker:

i. Click the Notes link in the worker row.ii. In the Notes section, click Add.

• On the Prepare Review Content page, to add a note for a worker in the review population, do this:

a. Select the worker row.b. From the Actions menu, select View Notes.c. In the Notes section, click Add.




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When you create a note, you need to specify who can see the note. The visibility seings that you see depend on whatyour administrator has congured for Talent Review using the Feedback Visibility task. This table shows the optionsthat are generally available to indicate the note visibility in Talent Review.

Note: Meeting facilitators can see the notes created for a Talent Review meeting only when they open themeeting. When they're in the meeting, they can see any meeting note added for all workers in the reviewpopulation even if they don't have data access to all workers. But they can't see the meeting note on theFeedback page in person spotlight if they don't have access to the worker.

Visibility Seing Who Can See the Note

Everyone

Any person in the organization. People who aren't participants in the meeting can view thenote in the person spotlight page.

Managers Only

Managers in the hierarchy of the worker for whom the note is created and the meetingfacilitators.

Managers and <Worker Name>

Managers in the hierarchy of the worker, the meeting facilitators, and the worker for whom thenote is created. The worker can view the note in the person spotlight.

Only Me

Only the author of the note. However, if the facilitator creates the note on the dashboardduring the actual meeting, the participants can see it when the meeting is conducted.

Only worker and me

Only the author of the note and the worker for whom the note is created.

View HistoryFacilitators can view all notes for all meetings for the members of the review population, including those created byreviewers.

1. Select the View Notes option from the Actions menu of a meeting.2. Click the Notes link in the worker row.3. Select a meeting to view the notes created for that meeting.

Create ReportsYou can create reports for notes using Oracle Transaction Business Intelligence (OTBI).

Related Topics

• Feedback

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=FAWHR2327370



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Overview of Adding Analyses to the Talent ReviewDashboardAs an implementor or administrator, you can add analyses to the Talent Review dashboard to display data about thereview population from the analyses in the meeting. You can use Page Composer to add analyses to the dashboard byany one of these methods:

• Create a placeholder analysis, associate it with company-dened analyses, and then add the placeholderanalysis to the dashboard.

• Add company-dened analyses directly to the dashboard and open the analyses.

Data security of the facilitator ensures that only the data in the analyses that the facilitator has access to view appearson the dashboard. You set up analyses on the Create Analysis page in the Reports and Analytics work area.

Placeholder AnalysisYou can create a placeholder analysis, add it to the dashboard, and use it to open associated analyses. Here's how youuse the placeholder analysis:

1. Select worker names or meeting titles.2. Open the placeholder analysis to automatically open all analyses associated with the placeholder analysis.3. View data about the selected workers or meetings.

Non-Placeholder AnalysesYou can add analyses directly to the dashboard. Using this method, you can open only one analysis at a time. Whenyou open the analysis, you can view all data that you have access to view. When you create the analyses, add either, orboth the PersonID and AssignmentID columns to the analysis to ensure that you can select one or more workers andview only their data. You can also add the MeetingId column to view only the currently selected meeting's data in theanalyses.

Add Analyses to the Talent Review DashboardYou can deploy Oracle Transactional Business Intelligence (OTBI) analyses directly from the Talent Review dashboardby adding links to the desired analyses to the dashboard. Using the reports, you can keep relevant information aboutyour workers readily available to support the talent review.

To open an analysis for a selected worker on the Talent Review Dashboard, the analysis you add to the dashboard mustcontain a prompt set to Is Prompted on any of these parameters:

• Person ID

• Assignment ID

• Meeting ID



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Create a Talent Review Meeting AnalysisCreate a talent review meeting analysis in the Reports and Analytics work area to view real-time talent review meetingdata in graphs or table views.

To create a talent review meeting analysis:

1. Sign in as an Application Implementor.2. Navigate to the Reports and Analytics work area.3. Click Create > Analysis.4. From Select Subject Area window, select Workforce Talent Review - Talent Review Meeting Real Time and

click Continue.5. In the Subject Areas pane, expand the folders and add the columns that you want to add to the analysis.6. Order the columns and click Next.7. Enter a title for your analysis, select the views that you want to include, and click Next.8. Edit the selected views and click Next.9. Add Meeting ID, or Person ID, or Assignment ID as a lter of type is prompted.

10. In the Save train stop, enter the analysis name and optionally a description, select the folder in which you wantto save the analysis, and click Submit.

Open the Talent Review Meeting

First, activate a sandbox and then do these steps.

1. On the home page, click My Client Groups > Talent Review to open the Talent Review Meetings overviewpage.

2. Select the row of the meeting in which you want to add the analysis.3. From the Actions menu, select Conduct Meeting.4. If you're adding an analysis with Person ID or Assignment ID lters, you must select at least one person marker

in the box chart of the talent review meeting dashboard.

Tip: To select all the reviewees displayed in a box, select the Select Visible Workers checkbox.

5. On the dashboard for the selected meeting, click Actions > View Analytics to open the Analytics page.

Edit the Talent Review Dashboard1. On the Seings and Actions menu, click Edit Pages.2. Select the Edit Layer as Site.3. Select View > Design.4. On the Analytics page, click Add Content to open the Add Content dialog box.5. In the Reports and Analytics row, click Open.6. In the BIPresentationServer row, click Open.7. In the folders row in which the analysis is located, click Open to open the folder path containing the analysis

that you want to add.8. Continue clicking Open to follow the le path containing the analysis until you locate it.9. In the row for the analysis you want to add, click Add.

10. Click Close to close the Add Content dialog box.



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11. To enable contextual parameter passing for the embedded analysis, do these steps:

a. Click Parameters.b. In the Value1 eld, type the corresponding expression given in the following table according to the lter

added for the analysis.

Filter Expression

Meeting ID

#{pageFlowScope. biFilterNameTalentReviewMeetingDetailsMeetingId}

Person ID

#{pageFlowScope. biFilterNameWorkerPersonID}

Assignment ID

#{pageFlowScope. biFilterNameWorkerAssignmentID}

c. Click Save.12. Click Close to stop editing the page.13. Publish the sandbox.

Related Topics

• Create and Activate Unied Sandboxes

• Publish Unied Sandboxes

Overview of Reopening a Talent Review MeetingAs a facilitator, you can reopen a submied meeting if you had submied the meeting in error or if you want to makesome changes such as updating the ratings.

What Happens When You Reopen a MeetingHere's what happens when you reopen a talent review meeting:

• The Talent Review Meeting Reopening process starts. You can see the process ID in the conrmation dialogbox.

• You can view the notes and tasks associated with the meeting; but you can't perform any other actions on themeeting.

What Happens When the Reopen Process is SuccessfulHere's what happens when the talent review meeting's reopen process completes without any errors:

• The meeting's ratings for each person in the review population are deleted from the worker's proles.

• The ratings in the worker's proles for that meeting are reset to their prior ratings.

• The status of the reopened meeting changes to In Progress.

• The meeting date remains unchanged, but you can't see a submission date.





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Note: If an error occurs during the reopen process, the meeting is still treated like a completed meeting andyou can't make any changes to the meeting data.

What You Can See or Do in the Reopened Meeting DashboardWhen you reopen a talent review meeting, you can see these details:

• The previously submied ratings for the workers in the review population.

• The workers who were in the holding area of the previously submied meeting in the same area.

• The current assignment information of the review population. For example, if the manager of a reviewee haschanged, you can see the new manager's name when you view the reviewee's details.

Note: You can't see workers who were terminated since the meeting was last submied.

You can edit the dashboard and perform actions on the workers in the review population.

FAQs for Talent Review Meetings: Conducting

Can I edit the review population of a talent review after it's started?Yes. Edit the meeting and then add members in the Population Selection section. You can select members and removethem from the meeting in the Review Population section. Click Submit to submit your changes. When you restart themeeting, your changes appear. If you remove workers from the meeting, no data changes are applied to their workerproles.

During the meeting, you can move workers from the box chart matrix to the holding area. Data changes made duringthe meeting for these workers are uploaded to their worker proles.

Can I change the aributes of an in-progress talent reviewmeeting?Yes. Edit the Talent Review meeting. You can change aributes including the meeting status, name, participants, andreview population. Click Submit to save your changes.

Prole data updates made so far aren't aected. Prole data for any additional workers appears when you restart themeeting.

Can I save the talent review meeting even if it isn't completed?Yes. All edited values from the meeting are available when you resume the meeting in the Talent Review work area,even if a manager or worker updates prole data elsewhere. Once the facilitator submits the meeting, you can't editmeeting values.



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What happens to the performance evaluation rating if I change theperformance rating in the talent review?The performance evaluation rating is unaected. The performance rating that managers provide for a talent review isrecorded in the worker prole and is separate from the rating provided for the performance evaluation.

What happens when I submit a talent review meeting?Rating changes that you made before and while conducting the talent review meeting appear in the prole records ofworkers in the review population. The Meeting Submission Date value is set to the current date. The meeting statuschanges to Complete and you can no longer update ratings. But you can do these tasks:

• View the dashboard and worker ratings and change views.

• Add notes and tasks.

• Add workers to succession plans and talent pools associated with the meeting.

• Create succession plans and talent pools and add workers to them.

If the meeting template is congured to run a scheduled process when you submit the meeting, a message appears withthe process number. You can check the status of the submission process using the Scheduled Processes task. You cancontinue to view the dashboard, open another page, or sign out while the process runs.

When do talent review calibrated ratings appear in reports?After the talent review meeting is submied from the Talent Review meeting dashboard.

What happens when I delete a completed talent review meeting?The Talent Review Meeting Deletion process is initiated. The process ID is displayed in the conrmation dialog box.

When the process completes successfully:

• The meeting is removed from the Overview page and the OTBI reports.

• The ratings that were sent to worker proles when the meeting was completed are deleted and replaced by theratings that were eective before the deleted meeting.

• Notes and tasks associated with the talent review meeting are deleted.

How can I monitor the deletion or reopening of a talent reviewmeeting?Two statuses, Process job in progress and Process job error, are available to monitor the meeting deletion and reopenprocesses. These statuses are available in the Filters panel of the Talent Review Meetings page.



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The application creates a log that indicates the success or failure of the deletion or reopen process. You can view thislog in the Schedule Processes page. Search the process using the process ID displayed in the conrmation dialog box ornext to the meeting status in the Talent Review Meetings page.

Can I hide or unhide a note created during a Talent Reviewmeeting?Yes, you can hide or unhide a note shared with everyone if you're one of these people:

• The person for whom the note was created

• The HR specialist who has access to the person for whom the note was created

Note: When the author of the hidden note or the HR specialist tries to view it, they can see that it's hidden.

What happens to the note count when a note is hidden?The note count shown in the Review Population Notes section of the Notes page may dier depending on the personviewing the page:

• If you're the author or receiver of the hidden note, then the hidden note is included in the count.

• For anyone else, the hidden note isn't included in the count.



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Chapter 6Succession Planning

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6 Succession Planning

Succession ManagementYou can use succession management to create succession plans for replacing key employees.

These are the advantages of using succession plans:

• Ensure a smooth transition to key jobs and positions.

• Identify workers who are ready now, or who can become ready by developing the necessary skills, for jobs andpositions that are likely to become vacant.

• Plan the career development of candidates.

You manage succession plans in the Succession Plans work area. Select My Client Groups > Succession Plans.

Plan TypesSelect from these succession plan types:

• Incumbent: Use this plan type to replace a specic person.

• Job: Use this plan type to identify candidates for a job, such as Business Analyst or Sales Representative.

• Position: Use this plan type to identify candidates for a position, such as Senior Vice President for Sales orAssistant Marketing Manager.

Plan AccessTo access the Succession Plans work area, you need to have the Succession Plan Management duty role. The HRspecialist job role has this duty role by default.

Managers can use these options to create succession plans:

• Create Succession Plan action for a direct or indirect report in My Team > Career Overview

• Add buon in the Succession Plans section of Succession Planning tab on person spotlight

• Create Succession Plan Quick Action available in My Team

A succession plan can be a private plan. Only the named owners can access private succession plans.

Only these users can manage a nonprivate succession plan:

• A plan owner. Whoever creates or edits the plan can select the plan owners. Remember to specify at least oneowner for a private succession plan.

• A person who has access to the named or inferred incumbent of the plan. Any person who holds the job orposition for which the succession plan is created is an inferred incumbent.

• A super user. An administrator can create a custom super user role and assign this role to any user. It's a goodidea to make at least one person in your organization a super user.



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Plan CandidatesSuccession plans can have multiple owners from dierent organizations. So you can include candidates from multipleorganizations in succession plans. You can search and add candidates when creating or editing a succession plan. Youcan also include external candidates in a succession plan.

You can see these details for each candidate in the Candidates section of a succession plan:

• Date when they were added as a candidate to the plan

• Readiness information

• Status

You can also see the current job title for internal candidates.

You can view these counts for candidates who are also a candidate in other succession plans:

• The total number of plans in which the person is a candidate

• The number of plans that you can access in which the person is a candidate

By default, you can see only the count for the number of plans that you can access. You can't see the count that showsthe total number of plans the person is a candidate on. You can however use Page Composer to show this count.

Note: You can identify candidates whose primary assignment is now inactive. You can also identify theexternal candidates in a plan.

To nd more information about an internal candidate, click the candidate name. The Succession Planning tab in personspotlight for that candidate opens where you can see these details:

• The succession plans created for that person that you can access

• The succession plans in which the person is a candidate that you can access

• The talent pools in which the person is a member and which you can access

• Risk of Loss, Impact of Loss, and Job Criticality details

Here's how you can add internal candidates to a succession plan when you aren't in the Succession Plans work area:

• Navigate to My Team or My Client Groups. Use the Add to Succession Plan Quick Action. Select a person andadd them to a selected succession plan.

• Navigate to My Team > Career Overview. Use the Add to Succession Plan action for the person who youwant to add as a candidate.

• Select a person from the review population of a Talent Review meeting and add them as a candidate to anysuccession plan associated with the meeting.

You can create or edit external candidates in the External Candidates section of the Succession Overview page. Whencreating an external candidate, you need to specify the last name. The other elds such as rst name, job title, e-mail,and phone are optional.

Note: You can only select these succession plans when you try to add candidates:• Plans for which you're a named owner• Plans in which you have access to the named or inferred incumbent of the plan



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Candidate AributesYou can use these aributes to specify which of your candidates on a succession plan are most capable of lling avacant job:

• Readiness: This indicates how soon a person can take up the job or position. You select a readiness level basedon these factors:

◦ Your knowledge of the candidate

◦ How well the candidate's current competencies match the skills of the job or position associated with theplan

• Candidate Ranking: This indicates the order of preference for a succession plan candidate to ll the jobassociated with the plan when it becomes vacant. You can rank candidates across the entire plan, or you canrank candidates within a readiness category. You can have multiple candidates with the same ranking acrossreadiness categories.

• Interim Successor: This indicates that the candidate can't be considered as an actual prospect but can performthe duties of the incumbent, or for the job or position, until an actual successor is identied.

By seeing the readiness levels of all candidates in a plan, you can determine the bench strength for the job or positionand your organization. For example, if no candidate is likely to be ready in the next 2 years, the bench strength is poor.You can add other candidates in this case.

Talent PoolsYou can add candidates in a succession plan to an existing talent pool to manage candidate development. Thedevelopment goals in a talent pool can prepare candidates for the relevant job or position.

Related Topics

• Guidelines for Using Page Composer

Create a Succession Plan

Create a Private Succession PlanWatch video

This example shows how to create a private succession plan for a job.

This table summarizes key decisions for this scenario.

Decisions to Consider This Example

Which plan type do I create?

Job

Do I add external candidates? No






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Decisions to Consider This Example

How many owners do I add for the plan?

A minimum of two

Summary of the TasksTo create a succession plan:

1. Enter succession plan details.2. Select candidates.3. Add owners.

Enter Succession Plan Details1. Click My Client Groups > Succession Plans.2. On the Succession Overview page, click Add. You can see the Create Succession Plan page.3. In the Plan Name eld, enter Director of Talent Management.4. From the Plan Type list, select Job.5. Complete the Status and Description elds as shown in this table.

Field Value

StatusActive

DescriptionDirector of Talent Management

6. Select the Private check box.7. From the Job list, select the Director job.

The jobs that appear are those set up by your organization.

Select CandidatesDo these steps for each candidate that you want to add to the plan.

1. In the Candidates section, click Add > Internal Candidate.2. In the Name eld, search and select a candidate.3. From the Readiness list, select a readiness level for the candidate.

You can add or remove readiness levels using the Succession Management Lookups task in the Setup andMaintenance work area.

4. Complete the Ranking, Interim Successor, and other ratings elds as desired.5. Click OK.

Add OwnersBy default, the person creating the succession plan is added as an owner of type Administrator. If you don't addadditional owners, no one else can access the succession plan as it's a private plan. Do these steps for each owner thatyou want to add to the plan.



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Note: To access the Succession Plans work area, owners must inherit the Succession Plan Management Dutyrole. The HR specialist job role inherits this duty role by default.

1. In the Owners section, click Add.2. In the Owner eld, search and select a plan owner.3. From the Owner Type list, select the owner type.

Only an administrator can manage the plan details. Candidate managers can add and remove candidates, andviewers can only view the plan.

4. Click OK.5. Click Save and Close to save the succession plan.

Related Topics• Succession Management Lookups

Examples of Creating Succession PlansThese examples show some ways in which you can create succession plans in the Succession Plans work area (MyClient Groups > Succession Plans).

Create a Succession Plan for a JobYou must create a succession plan for the job Channel Sales VP of North America. Only current sales directors areeligible for this role.

• Set Plan Type to Job.

• Select the North America business unit.

• Search for sales directors globally and add them as candidates.

• Set readiness and risk of loss values.

• For candidates outside North America, assess willingness to relocate.

• Delete any candidate who's either at high risk of loss or unwilling to relocate.

Create a Plan for Multiple PositionsYour organization has many North American outlets, each with a general manager. Each year, 10 percent of generalmanagers either win promotions or resign. You plan a talent review meeting to evaluate candidates and ll a currentvacancy.

• Set Plan Type to Position.

• Select the North America business unit and set the position to General Manager.

• Search for and select candidates with management experience.

• Add plan candidates to the existing general manager talent pool.

• Set readiness and risk of loss values for known candidates.

• Schedule the talent review meeting.

• Associate both the succession plan and the talent pool with the meeting so that they appear on the meetingdashboard.

During the meeting, participants rate the review population and add candidates. The meeting identies Elizabeth Whiteas the preferred candidate, who accepts the oer. You remove her from the plan but keep it open to candidates forfuture vacancies.

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=D4B2FA0B37BA8895E040D30A68817AE7



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How Managers Can Work With Succession PlansAs managers, you can manage succession plans in the Succession Plans work area only if you have the securitypermissions to access this work area.

If you can't access the Succession Plans work area, you can use these options to work with succession plans:

• Actions available for a person on the My Team and Career Overview pages

• Succession Planning page in person spotlight

• My Team Quick Actions

When you add a person to a succession plan, you can also edit the details of other candidates and owners of thesuccession plan to which you added the person.

Actions on My Team and Career Overview PagesTo view people who report to you, click My Team > My Team. To see more information about the people who report toyou such as the number of completed development goals, and talent score, click My Team > Career Overview.

These two succession plan actions are available for a person on the My Team and Career Overview pages:

• Add to Succession Plan: Use this to add a person in your team to a succession plan that you can access.

• Create Succession Plan: Use this to create a new succession plan.

To use these actions:

1. Select the person row.2. From the Actions menu, select the action.

Succession Planning Page in Person SpotlightThe Succession Planning page in person spotlight has these sections for succession plans:

• Succession Plans

• Candidate in Plans

In the Succession Plans section, you can do these actions:

• View these succession plans:

◦ The succession plans in which the person is an incumbent.

◦ The succession plans that were created for the same job or position as that of the person. For example, ifa direct report has the Senior Manager job, you can see succession plans dened for the Senior Managerjob.

• Create succession plans for the person.

In the Candidate in Plans section, you can do these actions:

• View the succession plans in which the person is a candidate.

• Add the person as a candidate to a succession plan that you can access.



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My Team Quick ActionsAs managers you can use these two succession plan related Quick Actions available in My Team:

• Add to Succession Plan: Use this to add a person in your team to a succession plan that you can access.

• Create Succession Plan: Use this to create a new succession plan.

These Quick Actions are available in the Career and Performance group.

Note: HR specialists can nd these Quick Actions in My Client Groups.

How Succession Plans, Talent Pools, and Talent ReviewsWork TogetherSuccession plans, talent pools, and talent review meetings together support the development of selected workers tomeet enterprise goals or ll key roles.

This table shows how you as an HR specialist can access these work areas.

Work Area Navigation

Succession Plans My Client Groups > Succession Plans

Talent Pools My Client Groups > Show More > Talent Pools

Talent Review My Client Groups > Talent Review

Succession Plans with Talent PoolsYou can add candidates in succession plans to talent pools that you can access. This way, you can track thedevelopment of candidates for a specic job or position.

For example, your current sales director plans to retire after a year. You can plan for the succession in this way:

1. Create a succession plan for the Sales Director job and add some sales managers as candidates.2. Create a talent pool of sales managers.3. From the Sales Director succession plan, based on their readiness or other factors, add selected managers to

the sales managers' talent pool.4. Assign development goals to this talent pool to groom the sales managers for the Sales Director job.



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Succession Plans and Talent Pools with Talent Review MeetingsYou can use succession plans and talent pools with Talent Review meetings in these ways:

• When you set up a talent review meeting, you can associate succession plans and talent pools that you canaccess with the meeting.

• When you create a talent review meeting, you can add members of a talent pool that you can access to thereview population of the meeting. This way you can discuss the potential of the talent pool members and ratethem during talent review meetings.

• When you conduct the talent review meeting, you can add reviewees to the succession plans and talent poolsassociated with the meeting. You can also create new succession plans and talent pools from the meetingdashboard.

Related Topics• Talent Review• Talent Pools

Considerations for Selecting Owners and Privacy Levelsfor Succession PlansFor a succession plan, you select owners, administrator types, and a privacy level. This topic describes the eects ofthese values. Create and manage succession plans in the Succession Plans work area. Select My Client Groups >Succession Plans.

Owners and Administrative TypesA succession plan has one or more owners. For each owner, you select an Administrator Type role, which controls theactions available to the plan owner. The available roles include:

• Administrator

• Candidate Manager

• Viewer

This table shows the actions each Administrator Type role can perform.

Action Administrator Role Candidate Manager Role Viewer Role

View the plan

Yes

Yes

Yes

Add candidates

Yes

Yes

No

Remove candidates

Yes

Yes

No

Update worker readiness Yes Yes No



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Action Administrator Role Candidate Manager Role Viewer Role

Update risk of loss

Yes

Yes

No

Update impact of loss

Yes

Yes

No

Add candidates to talent pools

Yes

Yes

No

Change the plan name

Yes

No

No

Change the plan privacy level

Yes

No

No

Add owners

Yes

No

No

Remove owners

Yes

No

No

A private succession plan must have at least one administrator.

Note: To access the Succession Plans work area, owners must inherit the Succession Plan Management Dutyrole. The HR specialist job role inherits this duty role by default.

Security Access to CandidatesPlan owners can view, add, and remove candidates to whom they have security access. For others, you can restrictcandidate search based on their data security prole or change data security so that managers or HR specialists canselect candidates outside their normal data security prole.

You can dene your own securing conditions for the candidates that a user can access. You can create data roles,specify securing conditions for the data roles, and assign these roles to dierent users. The role the signed-in user is assigned to restricts the candidates that a signed-in user can search. For example, you can create anHR_Specialist_Sales data role and specify a securing condition that allows only access to workers in the Salesdepartment for this role. When you assign this role to a user, the user can only select candidates from the Salesdepartment.

Super users can view all candidates, even if they're not in the super user's data security prole. Super users can add anycandidate to a succession plan.

Plan PrivacyYou must specify whether a plan is private or not. A private plan can be accessed by only the named owners. If you don'tspecify a plan as private, the plan can be accessed by:

• Owners of the plan

• Employees who have access to the named or inferred incumbent of the plan



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The privacy seing determines access to the plan in these locations:

• Succession Plans Overview work area

• Succession Planning page in the person spotlight

• Talent review meetings

Note: A super user can view and update all succession plans.

Succession Plans Overview Work AreaIn the Succession Plans Overview work area, owners can perform the actions they're allowed to according to theiradministrator type seings.

For nonprivate plans, apart from the plan owners, anyone with access to the Succession Plans Overview work area andwho has access to the named or inferred incumbent of the plan can view the plan.

Succession Plans on the Succession Planning Page in the Person SpotlightOn the Succession Planning page, managers can view succession plans for their reports that meet these criteria:

• The report is the incumbent of the plan.

• The succession plan type is same as that of the report's job or position. For example, if the report has theSenior Manager job, a plan dened for the Senior Manager job appears on the Succession Planning page forthat report.

Note: Managers can only view plans in which they're a named owner or have access to the namedor inferred incumbent.

Managers can edit plans they own. Managers can also edit nonprivate plans in which they have access to the named orinferred incumbent of the plan. Managers can only view and add candidates to whom they have access.

In addition, they can see the number of succession plans in which a worker is a candidate, and the plan names.

Succession Plans in Talent Review MeetingsTalent review meeting facilitators can associate plans they own with a meeting. They can also associate private plans forwhich they're administrators or candidate managers. Meeting facilitators can also associate nonprivate plans in whichthey have access to the named or inferred incumbent of the plan with a meeting. All meeting facilitators, regardlessof their security access to workers elsewhere or whether they're plan owners, can perform actions on the plans on themeeting dashboard. All plans that facilitators add to the meeting can be viewed by meeting participants, so facilitatorsshould select only plans they want participants to see.

On the view of the dashboard that reviewers can open from the Prepare Review Content page, they can:

• View plans added by facilitators of which they're owners

• View nonprivate plans added by facilitators in which the managers have access to the named or inferredincumbent of the plan

• Perform actions on plans if they're administrators or candidate managers

• Access private plans if they're plan owners



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For both facilitators and reviewers, they can:

• Add only workers who are in the review population to plans and pools

• Add workers only to plans and pools that are associated with the meeting

• See only the candidates in the plan who are in the meeting review population

For more information on securing access to succession plans, incumbents, and candidates, see the Securing HCMGuide.

Examples of Access to Nonprivate Succession PlansIn the automatic plan access method, only these users can access nonprivate succession plans:

• The named owners of the plan

• Employees who have access to the named or inferred plan incumbents

In this topic that includes some scenarios, you learn more about:

• How plan incumbents determine access to nonprivate succession plans

• How transfers can aect access to nonprivate succession plans



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This image shows a reporting hierarchy in First Software. It shows the employees who report to the managers, and theemployees the HR specialists have security access to. The managers and HR specialists shown in this image have theprivileges to create and manage succession plans.

Lucy NohManager

Priya KrishnanSoftware

Developer

Fen LeeSoftware

Developer

Lily CoxSoftware

Developer

John AllensSoftware

Developer

Vijay SinghSr. Software Developer

Robin MarlowSr. Software Developer

Alex AndersManager

Carlos DiazHR Specialist

Tate ScottHR Specialist

Devon SmithSr. Software Developer

Nonprivate Incumbent PlanTate Sco creates a nonprivate Incumbent type succession plan for Devon Smith and names it D Smith SuccessionPlan. He adds Carlos Diaz as a Candidate Manager.

Now, let's see what access privileges the managers and HR specialists shown in the image have for this succession plan.



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Employee View Plan Modify PlanName

Add Candidates Delete Plan Comments

Lucy Noh

No

No

No

No

Lucy can't view theplan as she isn'ta named ownerand her personsecurity proledoesn't let heraccess DevonSmith's data.

Carlos Diaz

Yes

No

Yes

No

Carlos Diaz isthe CandidateManager. He canview the plan andadd candidates.But, he can'tchange the planname or delete theplan.

Alex Anders

Yes

Yes

Yes

Yes

Alex Anders isn'ta named owner.But, Devon Smithis a direct report.This enables Alexto access DevonSmith's data. So,Alex Anders canmanage the plan.

Tate Sco

Yes

Yes

Yes

Yes

Tate Sco is thedefault plan owneras he created theplan.

Nonprivate Job PlanCarlos Diaz creates a nonprivate Job type succession plan for the Senior Software Developer job. He names the planSr Software Developer Plan CD. As Vijay Singh and Devon Smith are both Senior Software Developers, they're theinferred incumbents of this plan.

Let's discuss what access privileges the managers and HR specialists shown in the image have for the Sr SoftwareDeveloper Plan CD succession plan



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Lucy Noh

Yes

Yes

Yes

Yes Vijay Singh reports

to Lucy Noh. Thisenables Lucy toaccess Vijay'sdata. So, Lucycan access theSr SoftwareDeveloper PlanCD plan andmanage it.

Carlos Diaz

Yes

Yes

Yes

Yes

Carlos Diaz is thedefault owner ashe created theplan.

Alex Anders

Yes

Yes

Yes

Yes Devon Smith

reports to AlexAnders. Alex'sperson securityprole lets himaccess DevonSmith's data. So,he can accessthe Sr SoftwareDeveloper PlanCD plan andmanage it.

Tate Sco

Yes

Yes

Yes

Yes Tate Sco's

person securityprole lets himaccess DevonSmith's data. So,he can accessthe Sr SoftwareDeveloper PlanCD plan andmanage it.

Plan Access Aected by TransfersDevon Smith is transferred to another project and now reports to Lucy Noh. Tate Sco no longer has security accessto Devon Smith's data. But, Carlos Diaz can now access Devon Smith's data. Another Senior Software Developer, RobinMarlow now reports to Alex Anders. Tate Sco has the security privilege to access this employee's data.



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This image shows the hierarchy in First Software after Devon Smith's transfer.

Lucy NohManager

Priya KrishnanSoftware

Developer

Fen LeeSoftware

Developer

Lily CoxSoftware

Developer

John AllensSoftware

Developer

Vijay SinghSr. Software Developer

Robin MarlowSr. Software Developer

Alex AndersManager

Carlos DiazHR Specialist

Tate ScottHR Specialist

Devon SmithSr. Software Developer

The administrator in First Software runs the Succession Plan Incumbents process to update the succession planincumbent table for the changes resulting from employee transfers. Let's see how Devon Smith's transfer aects accessto the D Smith Succession Plan plan.



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Lucy Noh

Yes

Yes

Yes

Yes Lucy Noh can

manage the DSmith SuccessionPlan plan asDevon Smith nowreports to her andshe has accessto Devon Smith'sdata.

Carlos Diaz

Yes

Yes

Yes

Yes Carlos Diaz is

the CandidateManager for the DSmith SuccessionPlan plan. But,now he alsohas the securityprivilege to accessDevon Smith'sdata. So, he canview and managethe plan.

Alex Anders

No

No

No

No Alex Anders is not

a named owner.After DevonSmith's transfer,Alex can't accessDevon Smith'sdata. So, he can nolonger view the DSmith SuccessionPlan plan.

Tate Sco

Yes

Yes

Yes

Yes

Tate Sco is thedefault plan owneras he created theplan.

Let's also nd out how Devon Smith's transfer aects access to the Sr Software Developer Plan CD succession plan.Now, Vijay Singh, Devon Smith, and Robin Marlow, who all have the Senior Software Developer job, are inferredincumbents for the Sr Software Developer Plan CD succession plan.



Lucy Noh

Yes

Yes

Yes

Yes Vijay Singh and

Devon Smith nowreport to LucyNoh. This enablesLucy to accesstheir data. So,



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Lucy can accessthe Sr SoftwareDeveloper PlanCD plan andmanage it.

Carlos Diaz

Yes

Yes

Yes

Yes

Carlos Diaz is thedefault owner ashe created theplan.

Alex Anders

Yes

Yes

Yes

Yes Robin Marlow,

another SeniorSoftwareDeveloper nowreports to AlexAnders. Alex'sperson securityprole lets himaccess Robin'sdata. So, hecan access theSr SoftwareDeveloper PlanCD plan andmanage it.

Tate Sco

Yes

Yes

Yes

Yes Tate Sco's

person securityprole lets himaccess RobinMarlow's data. AsRobin Marlow isan inferred planincumbent, TateSco can accessthe Sr SoftwareDeveloper PlanCD plan andmanage it.

Select Succession Candidates from a Talent Pool Usingthe Talent Review DashboardYou can add members of a selected talent pool to a talent review meeting to evaluate and select candidates for asuccession plan.

Assume that you want to select candidates for the Senior Manager succession plan. Here's how you can do this:

1. Create a Talent Review meeting, for example Senior Manager Candidate Selection Meeting.



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2. While adding review content, add the Senior Manager succession plan and talent pools that you have accessto.

3. Add those managers who need to select candidates as reviewers for the meeting.4. Add talent pool members who you think can be included in the Senior Manager succession plan to the review

population of the created meeting.5. Prepare the review content for the meeting.6. Conduct the Senior Manager Candidate Selection Meeting talent review meeting.

Note: You can add a succession plan while conducting the meeting. You can also create asuccession plan while conducting the meeting.

7. Review the available ratings of the review population to evaluate potential candidates.8. Add suitable candidates to the Senior Manager succession plan.

Let's now see how you can do some of these steps.

Add Talent Pool Members to the Review Population of a MeetingWhile creating or editing a Talent Review meeting, you can add members of a talent pool that you can access to thereview population of a meeting.

1. Edit the Talent Review meeting, for example Senior Manager Candidate Selection Meeting.2. Navigate to the Population Selection section of the meeting conguration page.3. From the Employees to Include list, select Find in talent pool.4. Select the talent pool.5. Select the members who you want to add to the review population.6. Click Add to Review Population.7. Save the meeting.

Conduct the Meeting, Review Potential Candidates, and Add Them to aSuccession Plan

1. On the facilitator Overview page, select the Senior Manager Candidate Selection Meeting talent reviewmeeting row.

2. From the Actions menu, select Conduct Meeting.3. Review the ratings.

◦ Hover over a person's name on the dashboard to view the ratings for that person.

◦ Select a person on the dashboard and click Show Details to see more information on the worker's personspotlight.

4. Add workers to the succession plan.

◦ Select workers, and drag them to the plan in the Succession Plans pane.

◦ Select workers, and from the Actions menu, click Add to Succession Plan.

5. Save or submit the meeting.

Related Topics

• Guidelines for Selecting Review Content for a Talent Review Meeting



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• Guidelines for Selecting Participants for Talent Reviews

• How You Prepare Content for a Talent Review Meeting

• How You Conduct a Talent Review Meeting

FAQs for Succession Planning

What's succession plan strength?A measure of the number of candidates in the plan and their relative readiness. Plan strength appears as a graphicalsummary on the Succession Plans tab of the Succession Plans work area.

Why can't I perform all the actions on a succession plan?Access to the actions depends on the security set up for the individual plan. If you're specied as an administrator, youcan edit or disable the plan, or add and remove candidates. If you're specied as a candidate manager, you can add andremove candidates. If you're a viewer, you can access the plan, but not perform any actions on it.

What happens if I remove a readiness category lookup?If the level is in use for succession plan candidates or talent pool members, their readiness level changes to Noreadiness available. Plan or pool owners can select a dierent readiness level for aected workers.

Can I delete a succession plan?Yes, if you are any one of the following:

• An administrator of the succession plan

• A super user

• A user who has automatic access to the succession plan, which is determined by the plan incumbent

What happens when I delete a succession plan?Deleting a succession plan results in the following:

• Deletion of the plan data from the database

• Removal of the plan from talent review meetings in which it was earlier added

• Deletion of the following prole items that were created for the plan:

◦ Candidate Readiness

◦ Risk of Loss



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◦ Impact of Loss

Note: Only the prole items that were associated with the plan are deleted.

• Reduction in the Succession Candidates count of the plan incumbents in Directory

• Removal of the plan from the Succession Planning tab in person spotlight

Why can't I view some succession plans?You can only view succession plans in which you are a named owner or for which you have access to the named orinferred incumbent. Employee movements such as transfers or promotions can aect plan access. To get plan access,ensure that the Succession Plan Incumbents process is run regularly. This process updates the plan incumbent table toreect the current organization hierarchy.


Chapter 7Talent Pools

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7 Talent Pools

Talent PoolsTalent pools are groups used by organizations to categorize people based on their performance, potential, or functionalarea. For example, an organization can group people based on their potential as Early Talent, Promising Talent, andHigh Potential.

A person can be a member of more than one talent pool. For example, an employee can be a member of bothPromising Talent and Mid-Management talent pools.

UsesYour organization can use talent pools for these purposes:

• Track groups of employees with similar characteristics: You can plan the career development of employeesand monitor their progress by grouping them into a talent pool. For example, you can group employees ascampus hires or leadership trainees.

• Plan successors: You can add selected candidates in a succession plan as members of a talent pool. This willhelp to groom talent pool members to replace people in key jobs and positions.

• Roll up talent review populations: During a talent review, facilitators can create a talent pool and addmembers from the review population. Facilitators can include the talent pool with other review meetings andinclude members from that review population. Later, while creating a talent review meeting, facilitators can addthe talent pool members to the review population and evaluate their performance.

Pool AccessIf you have the appropriate security privileges, you can access talent pools in these ways:

• Talent Pool Quick Links: Select My Client Groups > Show More to access these Quick Links:

◦ Talent Pools: Use this to navigate to the Talent Pools page in which you can create and manage talentpools.

◦ Create Talent Pool: Use this to create talent pools.

◦ Add to Talent Pool: Use this to add people who report to you as members of talent pools that you ownor have access to.

• Action in Career Overview page

a. Select My Team > Career Overview.b. Locate the person to add to the talent pool.c. From the Actions menu, select Add to Talent Pool.

• Talent Review work area: Select My Client Groups > Talent Review to create a talent pool while you'reconducting a meeting and associate it with a talent review meeting.



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Pool DetailsYou need to specify these details for a talent pool:

• Name: Enter a name that uniquely identies or describes the pool.

• Status: By default all talent pools are active. You can change the status to inactive if you don't want the talentpool to be added to a succession plan or talent review meeting.

The person who creates the talent pool is added by default as the owner of the pool. But you can select and add otherowners.

You can also specify these aributes to dene the scope of the talent pool:

• Job

• Grade

• Job prole

• Job family

• Department

• Business unit

• Position

Note: These aributes aren't available by default. Use Page Composer to show these aributes.

MembersFor each member of the talent pool, you can see these details:

• Status

• Date they were added as a member

You can also identify members who have inactive assignments.

Tip: Did you know that for each worker in the pool, you can record your assessment of the risk and impact ofthe worker leaving the enterprise? You can't see these aributes by default. You need to use Page Composerto show these aributes.

Talent Pool GoalsIf you're using Oracle Fusion Career Development, talent pool owners can add development goals to the talent pool.These goals appear in the development plan of each member of the talent pool.

Related Topics

• How Succession Plans, Talent Pools, and Talent Reviews Work Together

• Guidelines for Using Page Composer




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How You Use Development Goals in Talent PoolsAs an owner of a talent pool, you add development goals to a talent pool to enable all pool members to upgrade theirskills and achieve the goals for which the talent pool was created. You need to have the Access Talent Pool Overviewprivilege to manage development goals added to a talent pool.

Here's how you can navigate to the Talent Pools overview page:

• Use the Talent Pools Quick Action available in My Client Groups.

• On the Deep Links page, search for pools, and then select Overview.

How You Add a Development GoalYou can add development goals that are available in the goal library to a talent pool.

1. Open the talent pool.2. Expand the Development Goals section.3. From the Goal list, select the development goal that you want to add.

The pool members and managers can view the added goal in the Development Plan section of the member's CareerDevelopment page.

Note: When you add a member to a talent pool, the development goals associated with the pool aren'tautomatically assigned to the new member. You need to add the development goals of the talent pool to thenew members if they haven't already been assigned these goals.

What Happens When You Remove a Development GoalDid you know that even after you remove a development goal from a pool, the members of the talent pool continue tohave the goal assigned to them? To remove the goal from a member's development plan, you need to delete it from theDevelopment Plan section of the member's Career Development page.

What Happens When a Development Goal is Edited after it's Added to aTalent PoolLet's assume a development goal is edited in the goal library after it was added to a talent pool. You won't see thechanges made to the goal automatically. But if you remove the changed goal and add it back again, you can see theupdated goal in the pool.

Related Topics

• Career Development Work Area

FAQs for Talent Pools

http://www.oracle.com/pls/topic/lookup?ctx=fa20b&id=12176DB88730181CE05362C3F00AF39B



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Can I delete a talent pool?Yes. On the Talent Pools page, select the pool row and from the Actions menu, select Delete.

Here's what happens when you delete a talent pool:

• It's removed from all talent review meetings that it's associated with.

• The Risk of Loss and Impact of Loss ratings assigned in the pool for the members are removed from theirproles.

What happens if I set the status of a talent pool to inactive?You can't associate it with talent review meetings or succession plans. If you own the talent pool, you can set its statusback to Active at any time on the Talent Pools page.


Glossary

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Glossary

best-fit analysis

A calculation of the best possible matches for a selected person or model profile.

candidate

In a succession plan, a person identified to fill a job or position or replace a named incumbent.

competency

Any measurable behavior required by an organization, job, or position that a person may demonstrate in the workcontext. A competency can be a piece of knowledge, a skill, an attitude, or an attribute.

content item

An individual quality, skill, or qualification within a content type that you track in profiles.

content type

An attribute such as a skill, quality, or qualification that is added to a profile.

data validity guideline

Specified time frame beyond which ratings are out of date for a talent review.

development goal

A goal that is geared toward facilitating the career growth of individuals so that they can perform better in their currentjob or prepare themselves for advancement.

holding area

An area on the Talent Review dashboard to hold workers not rated by their managers, rated using nonstandard ratingmodels, or removed from the box chart during the talent review meeting.

HR

Abbreviation for human resource.

impact of loss

A value assigned to a worker to rate the effect on the enterprise when the worker leaves.

individual score

The number assigned to each matching content item of the content types for which you specify the priority orimportance.


Glossary

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job

A generic role that's independent of any single department or location. For example, the jobs Manager and Consultantcan occur in many departments.

model profile

A collection of the work requirements and required skills and qualifications of a workforce structure, such as a job orposition.

overall score

The total of all individual scores of all matching content items in a best-fit analysis.

performance document

Online document used to evaluate a worker for a specific time period. The document contains the content on which theworker is evaluated, which could include goals, competencies, and questionnaires.

performance goal

A results-oriented goal, often using specific targets, to assess the level of a worker's achievement.

person profile

A collection of skills, experience, qualifications, work preferences, and career planning information for a worker.

position

A specific occurrence of one job that's fixed within a department. It's also often restricted to one location. For example,the position Finance Manager is an instance of the job Manager in the Finance Department.

profile type

A template that defines the content sections of a profile, role access for each section, and whether the profile is for aperson, or for a workforce structure such as a job or position.

rating model

A scale used to measure the performance and proficiency of workers.

risk of loss

A value assigned to a worker to rate the likelihood of the worker leaving the enterprise.

sandbox

A testing environment that isolates untested code changes from the mainline environment so that these changes don'taffect the mainline metadata or other sandboxes.


Glossary

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source rating

The rating level associated with a content item of the source profile in the best-fit analysis.

succession plan

A plan that identifies candidates for a role or position or to succeed a named incumbent.

succession plan owner

A person who can manage succession plans. Valid actions depend on the owner's administrator type, which can beAdministrator, Candidate Manager, or Viewer.

talent pool

A selected group of workers for whom you track training, readiness, or development.

talent pool member

A worker who is added to a talent pool.

talent pool owner

A human resource specialist who can manage a talent pool.

talent review

A series of meetings where organization managers evaluate trends, assess strengths, and address areas of risk for theorganization.

talent review facilitator

Human resource specialist who manages talent review meetings. A talent review meeting can have multiple facilitators.

talent review participant

Person who's invited to attend a talent review meeting.

talent review reviewer

Manager who updates profile content for direct and indirect reports before the talent review meeting.

talent score

An assessment of a worker's overall value to the enterprise using a company-defined rating model.

target rating

The rating level associated with a content item of the target profile in the best-fit analysis.


Glossary

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