© Aviva plc

Aviva and Oracle HRMS

Achieving Successful Human Resources Management

Jean Timms, Head of UK HR Systems

© Aviva plc

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 ...

© Aviva plc

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

• World’s 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 HR’s 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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• 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

How we started: HR Records and Payroll

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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”

Where we are today: Oracle Self Service

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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 ...

IT Infrastructure team

IT Development team (ITD) - NUCSMandatory projects /minor enhancements/ Strategic projects

Support team (ITD) - NUCS

Consultancy, Impact Analysis, testing, training coordination::Non-strategic projects /Minor enhancements

Support: Help Desk open 8.00-5.30tracking of all change requests and user problems; training

HR Systems Central Team

HR System requests

Group HR

Testing System

Changes

Ownership ofminor enhancements

UK-wide project teams

Strategic Projects

NUCS IT

BU HR

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