Aviva and Oracle HRMS

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Aviva and Oracle HRMS
Achieving Successful Human Resources
Management Jean Timms, Head of UK HR Systems
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Agenda

• Who is Aviva?
• HR Policy
• HR Systems Strategic Approach
• Strategic use of Oracle e-business suite
• Extracting value from Oracle HRMS applications
• How we started
• Where we are today
• Future Directions
• And how are we doing it ...

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Who is Aviva?

• Launched in July 2002 as the new name for CGNU,
  the group created by the merger of CGU and
  Norwich Union in May 2000
• Worlds seventh-largest insurance group and the
  biggest in the UK
• The group has 59,000 employees and 25 million
  customers worldwide
• Aviva operates in around 30 countries
• 90 of our business comes from Europe
• 52 comes from the UK
• 28 billion premium income and investment sales
  from continuing operations and more than 200
  billion of assets under management

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HR Policy

• The Group aims to have in place competitive and
  fair reward policies in the countries in which it
  operates. HR departments will lead in setting
  policy and practice which they believe will
  allow them to attract, retain and motivate the
  level of talent necessary to deliver their
  business plans successfully. They will also take
  account of their businesses ability to meet the
  costs of proposed reward policies.
• We believe our people are a source of competitive
  advantage. The company will invest in its
  employees training and development, building
  their capabilities to meet the business plans and
  provide internal management succession.

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The UK HR Systems Strategic Approach

• HR should deliver its core operational processes
  through common, technology driven solutions
• Staff should manage and own their personal data
  on line
• Relevant training and development should be
  delivered through commonly developed technology
  based training
• Transactional processing will be automated
  wherever possible to reduce HRs administration
  role
• We should be creating business insights through
  the effective reporting and analysis of data on
  our human capital
• Our HR Systems development plan should deliver
  functionality and capability to the business as
  it can be absorbed

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Key Operational Requirements

• We must support the legal and regulatory
  requirements of the business.
• Our solutions must be scaleable, so that growth
  in our user base can be readily accommodated.
• Our activities and the way the team behaves must
  support our values and behaviours, particularly
  those of team work, progressiveness and
  outperformance.
• We should aim to keep our solutions simple, which
  means packages will be implemented with minimal
  customisation.

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Use of Oracle e-business suite

• Our first and preferred solution to a systems
  problem should be found within the Oracle suite
  of products
• If the Oracle solution does not meet our
  requirements, then any alternative technology
  solution adopted should be UK wide in application
  and Oracle compatible

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How we started HR Records and Payroll

• Went live October 2001
• New installation
• 35,000 staff and 4,500 pensioners
• 9 payrolls, 329 pay elements
• 40 interfaces to and from other systems
• data conversion of 2001 data
• automated letters / contracts
• workflow
• effective MI

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Where we are today Oracle Self Service

• Direct Access rollout started Jan 2003
• Manager and Employee update
• Personal details, online payslips,
• MI for managers
• Leavers
• Cost centre changes
• Absence recording
• Discoverer/ Business Intelligence
• Everyone has now logged on and the general
  feedback is that the system is very good and user
  friendly. A few problems arose with some people
  not having a hierarchy but this was quickly fixed
  by the helpdesk who were very efficient

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Where we are today Oracle Training
Administration

• Due to go live October 2003 to Training
  Administrators
• Replacing legacy training systems and MANY
  spreadsheets
• Opportunity for consolidated training MI for all
  Business Units
• Will be linked by Skills and Competencies to HR
• To be rolled out to all staff in the UK as part
  of Oracle Self Service

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Future directions i-learning

• 2004
• training modules in support of
• key business initiatives
• product training
• procedural/ systems training
• linked back to skills and competencies

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Future directions Oracle i-recruitment

• 2004
• e-recruitment effectiveness proven through hosted
  pilot
• Drivers
• to reduce costs
• enhance brand management
• standardisation of procedures
• looking to link internal and external hires
  seamlessly to core HR

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And how are we doing it ...
BU HR
Ownership of minor enhancements
Testing System Changes
UK-wide project teams
HR System requests
Group HR
HR Systems Central Team
Consultancy, Impact Analysis, testing, training
coordination Non-strategic projects / Minor
enhancements
Support Help Desk open 8.00-5.30 tracking of
all change requests and user problems training
Strategic Projects
NUCS IT
Support team (ITD) - NUCS
IT Development team (ITD) - NUCS Mandatory
projects /minor enhancements/ Strategic projects
IT Infrastructure team
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