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In his 10 years at Waterbury, Conn.-primarily based Webster bank, Chris Muller has considered at least a dozen direct acquisitions pick the institution to about three,400 employees in a hundred and seventy areas, and belongings of $17.5 billion. One acquisition in selected stands out: First Federal of Massachusetts. Affecting 600 personnel, it was Webster’s most formidable deal—and one complicated by means of massive HR expertise concerns.
as an example, First Federal outsourced every employee merits whereas Webster dealt with most advantages in-house. As continually occurs, Webster, because the acquiring company, bought its selection of systems and turned into answerable for making bound every thing labored. but a gross lot of the suggestions Webster needed about First Federal’s personnel was with outsourcers and turned into badly old-fashioned. “We discovered that a lot of the facts turned into fallacious,” including beneficiary names, says Muller, vice president of HR know-how.
To extra complicate matters, the deal’s particulars—and the record of employees to live built-in—saved changing “as much as the 11th hour,” Muller recollects. each and every of the 600 employees had to fill out complete enrollment records, and information for each configuration needed to live entered into a laptop—all within two weeks.
As Muller scholarly firsthand, mergers and acquisitions can achieve HR information techniques to the most desirable examine. Departments must assemble commonly disparate methods, always on tight closing dates and confined budgets, to deliver counsel censorious at every degrees of the enterprise. Success requires thorough planning and fastidious execution in addition to a cohesive HR techniques integration method.
For a corporation seeking to live got, and even to divest one or extra divisions, having HR systems and facts that facilitate the process will besides live a crucial selling factor. At corporations where extend is fueled partly through acquisitions, managing HR expertise can live most advantageous achieved with the aid of a device that faucets into proven methodology for correctly absorbing every newly received business and its personnel.
according to the IT infrastructure apply of Washington, D.C.-primarily based PA Consulting group, acquiring groups should quiet start through looking at their corporate enterprise method. In when you reckon that technology’s role, HR may quiet seat of attention on picking out areas of change and compatibility: Will the acquired business live absorbed into an latest division or kindly a brand unusual one? Is the newly acquired company’s business different enough that it will require systems adjustments to accommodate different types of organizational structure, compensation and advantages?
reckoning on the answers, an organization might exigency simplest some adjustments to its methods, or it may find itself vastly reconfiguring its HR administration techniques (HRMS) software and even looking for a brand unusual equipment that may accommodate its unusual necessities.
Absorbing an obtained company’s statistics into the buying enterprise’s techniques may besides live more intricate than expected. “we beget shoppers that did [back-end HR system] mergers two and three years in the past which are nevertheless coping with the subject [of integration],” says Doug Miller, vice president of advertising at Authoria, a Waltham, Mass.-based mostly human capital administration application dealer. it could possibly pick time to find every of the HR tactics to drudgery and to unravel statistics error and different surprises when merging two systems.
Or, the enterprise may obtain a decision to outsource as a substitute.
for example, Webster monetary institution establish it had to manage received businesses with enormously distinctive drudgery schedules, together with a yoke of coverage companies. because the monetary institution had to control commissioned personnel who labored out of their buildings and had irregular schedules, it finally wrote its own time and attendance system to accommodate the adaptations. additionally, managing unemployment advantages, incapacity, and household and scientific depart away in numerous states proved difficult. So, instead of integrating those methods, Webster determined to outsource those services.
In some acquisition eventualities, one or both of the businesses can beget outsourcing or service contracts in location. if so, PA Consulting group managing advisor Craig Rintoul recommends doing an analysis to verify whether it would live cheaper and easier to fracture the contract, or more cost-effective and extra efficient to strengthen an interface with the provider.
world acquisitions present enjoyable challenges regarding numerous languages in addition to regulatory requirements. for instance, having a training system “doesn’t sound relish that mighty a deal,” says Rintoul. “but in certain industries and certain countries, [employers] must prove that [their] americans are in a position and were informed in fitness and safety strategies. At any given point, you can live required to testify to an external regulator that your people beget been trained.”
China, as an instance, locations a number of restrictions on employers, imposing laws on things relish maximum quantities of time beyond regulation. “one in every of my purchasers has long past there and been fairly greatly surprised at what they're allowed to accomplish or now not allowed to do,” says Rintoul. The perquisite HR device can help the enterprise in verifying compliance with chinese language laws. Employers operating globally should call to approach across changes and challenges as they align techniques across cultural traces.
at last, in due to the fact that corporate approach with know-how strategy, live sure your programs can accommodate an organization that grows through acquisitions. pink Man Pipe and supply, a Tulsa, Okla.-based mostly distributor of pipe, valves and fittings to the economic and oil box markets, has grown from 200 to 1,000 personnel over the terminal few years through acquisitions.
since the number of unusual employees delivered through every acquisition ranged from a dozen to pretty much 200, the enterprise has chosen to manually enter the vital counsel into its HRMS. nonetheless it currently realized that it changed into attaining a restrict on the number of employees it could manage beneath the license terms of its HRMS dealer.
“We’re getting able to upgrade their [system] to another thousand worker module,” says human components manager Rus Hoos.
going in Synch
beyond method, managing HR technology every the way through a merger or acquisition requires that employers utterly examine their HR techniques’ requirements and capabilities.
Managers deserve to adequately routine head import number, locate in-condo ability, exercise uniform efficiency metrics for evaluation, and routine for succession at any stage of the business so that the departure of a key worker does not disrupt enterprise. know-how integration must happen entirely and promptly satisfactory that general operations by no means appear disturbed to clients. If the methods of both agencies are too dissimilar, the HR department might exigency an extra technique to resolve the issues.
An routine some groups pick is to build a data warehouse, a sort of advanced database equipment that takes suggestions from disparate systems and offers groups a unified view of gathered data. however implementation—which contains really expert utility, hardware and considerable abilities—can pick a yr or greater to finished, nevertheless leaving operations fractured. an organization can besides roll out a unique set of global enterprise software for every divisions, dilapidated and new. however, again, that might pick two to a few years or extra. PA Consulting managing advisor Scott Lever says the selection to depart with unified utility can besides approach down to one question: Will it nevertheless live legitimate when the rollout is completed, or will the brand unusual device live old-fashioned and wish its own replacement?
eventually, respect that if two groups really exercise the equal HR management utility, they nevertheless might besides beget integration complications, says Brenda Byron, director of HR shared capabilities at Alliant Techsystems Inc. (ATK) in Edina, Minn., a $2.eight billion superior weapons and zone systems business with about 14,500 employees. ATK has received eight businesses in the past four years, and while it uses Oracle/PeopleSoft, no longer a unique one among its acquisitions did. notwithstanding one had, HR would beget had to roll up its sleeves.
“I’ve had publicity to PeopleSoft at three locations, and each one used it in another way,” says Byron. The issue is that each one businesses beget what they conform with special situations and circumstances, so that they configure the application to superior depart well with them. The probabilities of two agencies even in a similar enterprise the exercise of every the equal settings are essentially zero.
With the perquisite mix of programs and outsourcing in location, HR can proceed to the next quagmire: synthesizing the statistics from the got business. each database rests on assumptions of what assistance really capacity, and there could live more than one appropriate interpretation. Webster monetary institution twice obtained institutions that set the standard workweek at 40 hours whereas it used 37.5 hours, so the HR fork had to alter salaries going into the gadget in order that individuals didn’t unexpectedly experience a pay cut.
generally every the way through a merger or acquisition, businesses find modifications in groups’ HR systems and how they define fundamental facts. often, these modifications may besides live refined and might live poorly documented. If that’s the case, HR should quiet stream without detain to identify individuals at the received company who recognize the solutions, however who might live leaving for other opportunities, and find the tips whereas it is quiet viable to accomplish so.
as an instance, a corporation could learn that the “definitions” that vary embrace such fundamentals as holiday time, the variety of allowable unwell days and even the number of salary grades. GE power, a roughly $18 billion division of typical electric powered that has performed more than 100 acquisitions in the past 5 years, regularly runs into this difficulty. “I could live a grade 2; you might possibly live a grade three,” says John Blowers, manager of HR assistance strategy. “How accomplish they vigorous into the pay hierarchy?”
a far better grade can achieve an worker unusual to GE, generic for its tradition of disposing of the bottom-performing 10 p.c of its employees, into effectively unfair competition with others who've an extended background with the enterprise and who, in consequence, beget more odds about a way to find things finished. The company has besides discovered that working titles that may live vital within the container could now not happy the commonplace titles GE uses. It can live necessary for HR to unravel these forms of discrepancies on an individual-with the aid of-grownup basis.
Timing Is every miniature thing
whereas accuracy is a must beget in completing HR systems integration, so is pace. The results might beget an result on a corporation’s basis line because the faster unusual employees are settled, the earlier they could concentrate on work.
As with every thing else in HR systems integration every through a merger or acquisition, there are a yoke of limitations to overcome. Even choices as primary as settling on when employees may live paid may live complicated via payroll timing considerations that exigency to live coordinated across business lines. “you've got tax liability and balances that should live introduced over to a unusual system,” says Tom Tillman, director of product advertising HRMS seller Sage application in Irvine, Calif. Making the changes on the perquisite time—the conclude of a fiscal yr or the conclude of a quarter—can find rid of the problems of accounting for present balances.
but counting on the timing of a deal, it may well even live unimaginable to comprehensive the entire facts migration by means of the cut-off date. That’s why HR may besides opt for a staged system changeover, an approach it could must sell to management. “in the past they tried to position the entire facts into the device at once,” says GE energy’s Blowers. “Now they parse it out.”
Tillman says his first precedence when he learns that a merger or acquisition has been finalized is coming into very own counsel and creating enterprise IDs that allow unusual personnel to find the equipment and functions they deserve to accomplish their work. The leisure of the tips is processed over the subsequent two or three weeks to evade delaying information entry for every thing.
“We had to problem the [corporate] intellect-set of the time that [said] every checklist needs to live complete always,” Blowers says. “It became a pretty trustworthy theory, however it was bucking up towards the operational needs.”
HR specialists experienced in mergers and acquisitions understand that each deal is probably disruptive, and a few integration considerations may besides beget you chasing moving objectives for months. however, with proper planning, an eye for detail and a few flexibility, HR could obtain the system depart greater smoothly and aid the business meet its desires.
Erik Sherman is a shrink journalist in Marshfield, Mass., who covers management issues.
Cisco UCS®) delivered world-list performance on Oracle PeopleSoft Human resources management methods (HRMS) 9.1 FP2 Self-service (on-line transaction processing [OLTP]) and Self-service and Payroll Batch benchmarks.
The Oracle PeopleSoft Human substances management system (HRMS) 9.1 FP2 benchmark results for the Self-carrier constituent of the benchmark demonstrate world-record performance and linear scalability. These results give you direct evidence of the diploma to which you can scale your Cisco Unified Computing system™ deployments as the number of clients of your human materials administration gadget grows
Oracle PeopleSoft HRMS 9.1 FP2 Self-carrier Benchmark effectsnumber of users general Search Time (seconds) regular retain Time ( seconds) Transactions per Minute Availability Date 12,000 0.294 0.139 2400 January 15, 2015 sixteen,000 0.324 0.155 3200 January 15, 2015 20,000 0.353 0.167 4000 January 15, 2015
Oracle PeopleSoft HRMS 9.1 FP2 Self-service and Payroll Batch added-giant information mannequin Benchmark consequencesvariety of clients Minutes funds per Hour Availability Date 500,480 21.95 1,368,055 January 15, 2015
one of the vital key highlights of Cisco’s Oracle PeopleSoft Benchmark consequences are:
try the efficiency brief for additional information on the benchmark configuration. Cisco measured the efficiency of every three components of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three accessories are available at the following places:
it's wonderful to live conscious that although every vendors beget entry to equal Intel processors, handiest Cisco u.s.a.unleashes their vigor to convey high performance to functions during the power of unification. The entertaining, cloth-centric architecture of Cisco united statesintegrates the Intel Xeon processors into a equipment with a stronger stability of materials that brings processor vigor to lifestyles. . For more information on Cisco americaand Cisco americaintegrated Infrastructure solutions gladden debate with Cisco Unified Computing & Servers web page.
Cisco measured the efficiency of every three add-ons of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three components can live establish at the following areas:
Oracle has simply launched its quarterly safety update addressing seventy eight vulnerabilities throughout its total range of items, many of which are rated essential.
"due to the threat posed by using a a hit assault, Oracle strongly recommends that consumers exercise CPU [Critical Patch Update] fixes as quickly as viable," the company says.
Some vulnerabilities may besides live mitigated by blockading the network protocols required for their exploitation. other dangers can besides live decreased by way of decreasing the privileges of the attacked accessories.
a listing of products plagued by vulnerabilities patched during this unlock is as follows:
· Oracle Database 11g unlock 2, versions eleven.2.0.1, eleven.2.0.2
· Oracle Database 11g free up 1, version 22.214.171.124
· Oracle Database 10g unlock 2, models 10.2.0.three, 10.2.0.four, 10.2.0.5
· Oracle Database 10g release 1, version 10.1.0.5
· Oracle comfy Backup, version 10.3.0.3
· Oracle Fusion Middleware 11g free up 1, types 11.1.1.three.0, eleven.126.96.36.199, 188.8.131.52.0
· Oracle utility Server 10g liberate 3, edition 10.1.3.5.0
· Oracle software Server 10g unencumber 2, edition 10.1.2.3.0
· Oracle company Intelligence enterprise edition, versions 10.1.three.4.1, 184.108.40.206
· Oracle id administration 10g, versions 10.1.4.0.1, 10.1.4.three
· Oracle JRockit, versions R27.6.9 and prior (JDK/JRE 1.4.2, 5, 6), R28.1.3 and previous (JDK/JRE 5, 6)
· Oracle backyard In technology, types 8.three.2.0, eight.3.5.0
· Oracle commercial enterprise supervisor 10g Grid control liberate 1, version 10.1.0.6
· Oracle business supervisor 10g Grid control release 2, edition 10.2.0.5
· Oracle commercial enterprise supervisor 11g Grid control liberate 1, edition eleven.1.0.1
· Oracle E-enterprise Suite liberate 12, versions 12.0.4, 12.0.6, 12.1.1, 12.1.2, 12.1.3
· Oracle E-company Suite free up 11i, version 220.127.116.11
· Oracle Agile technology Platform, models 9.three.0.3, 18.104.22.168
· Oracle PeopleSoft business FIN, version 9.0, 9.1
· Oracle PeopleSoft enterprise FMS, models 9.0, 9.1
· Oracle PeopleSoft enterprise FSCM, models 9.0, 9.1
· Oracle PeopleSoft business HRMS, models 8.9, 9.0, 9.1
· Oracle PeopleSoft commercial enterprise SCM, types 9.0, 9.1
· Oracle PeopleSoft enterprise PeopleTools, types 8.forty nine, eight.50, 8.fifty one
· Oracle solar Product Suite
Oracle releases patches on a quarterly basis, within the Tuesday it is closest to the 17th. The subsequent patch is scheduled for October 2011 and it'll live the closing for this 12 months.
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In his 10 years at Waterbury, Conn.-based Webster Bank, Chris Muller has seen at least a dozen direct acquisitions pick the institution to about 3,400 employees in 170 locations, and assets of $17.5 billion. One acquisition in particular stands out: First Federal of Massachusetts. Affecting 600 employees, it was Webster’s most ambitious deal—and one complicated by significant HR technology issues.
For example, First Federal outsourced every employee benefits whereas Webster handled most benefits in-house. As usually happens, Webster, as the acquiring company, got its selection of systems and was amenable for making sure everything worked. But much of the information Webster needed about First Federal’s employees was with outsourcers and was badly outdated. “We establish that a lot of the data was incorrect,” including beneficiary names, says Muller, vice president of HR technology.
To further complicate matters, the deal’s details—and the list of employees to live integrated—kept changing “up to the 11th hour,” Muller recalls. Each of the 600 employees had to fill out complete enrollment data, and data for each configuration had to live entered into a computer—all within two weeks.
As Muller scholarly firsthand, mergers and acquisitions can achieve HR information systems to the ultimate test. Departments must bring together often disparate systems, usually on tight deadlines and limited budgets, to provide information censorious at every levels of the company. Success requires thorough planning and fastidious execution as well as a cohesive HR systems integration strategy.
For a company looking to live acquired, or even to divest one or more divisions, having HR systems and data that facilitate the process can live an censorious selling point. At companies where growth is fueled partly by acquisitions, managing HR technology may live best accomplished by a system that taps into proven methodology for efficiently absorbing each newly acquired business and its employees.
According to the IT infrastructure exercise of Washington, D.C.-based PA Consulting Group, acquiring companies should start by looking at their corporate business strategy. In considering technology’s role, HR should focus on identifying areas of disagreement and compatibility: Will the acquired company live absorbed into an existing division or configuration a unusual one? Is the newly acquired company’s business different enough that it will require systems adjustments to accommodate different types of organizational structure, compensation and benefits?
Depending on the answers, a company might exigency only some adjustments to its systems, or it could find itself significantly reconfiguring its HR management systems (HRMS) software or even looking for a unusual system that can accommodate its unusual requirements.
Absorbing an acquired company’s data into the acquiring company’s systems can live more difficult than anticipated. “We beget customers that did [back-end HR system] mergers two and three years ago that are quiet dealing with the issue [of integration],” says Doug Miller, vice president of marketing at Authoria, a Waltham, Mass.-based human capital management software vendor. It can pick time to find every the HR processes to drudgery and to resolve data mistakes and other surprises when merging two systems.
Or, the company may decide to outsource instead.
For example, Webster Bank establish it had to manage acquired companies with significantly different drudgery schedules, including several insurance companies. Because the bank had to manage commissioned employees who worked out of their homes and had irregular schedules, it ultimately wrote its own time and attendance system to accommodate the variations. In addition, managing unemployment benefits, disability, and family and medical leave in multiple states proved difficult. So, instead of integrating those systems, Webster decided to outsource those functions.
In some acquisition scenarios, one or both of the companies will beget outsourcing or service contracts in place. In that case, PA Consulting Group managing consultant Craig Rintoul recommends doing an analysis to determine whether it would live cheaper and simpler to fracture the contract, or cheaper and more efficient to develop an interface with the provider.
Global acquisitions present unique challenges related to multiple languages as well as regulatory requirements. For example, having a training system “doesn’t sound relish that mighty a deal,” says Rintoul. “But in certain industries and particular countries, [employers] must prove that [their] people are capable and beget been trained in health and safety procedures. At any given point, you can live required to prove to an external regulator that your people beget been trained.”
China, for example, places a number of restrictions on employers, imposing regulations on such things as maximum amounts of overtime. “One of my clients has gone there and been pretty shocked at what they are allowed to accomplish or not allowed to do,” says Rintoul. The perquisite HR system can aid the employer in verifying compliance with Chinese laws. Employers operating globally should await to encounter adjustments and challenges as they align systems across cultural lines.
Finally, in considering corporate strategy with technology strategy, obtain sure your systems can accommodate a company that grows through acquisitions. Red Man Pipe and Supply, a Tulsa, Okla.-based distributor of pipe, valves and fittings to the industrial and oil field markets, has grown from 200 to 1,000 employees over the past few years through acquisitions.
Because the number of unusual employees added through each acquisition ranged from a dozen to nearly 200, the company has chosen to manually enter the necessary information into its HRMS. But it recently realized that it was reaching a confine on the number of employees it could manage under the license terms of its HRMS vendor.
“We’re getting ready to upgrade their [system] to another thousand employee module,” says human resources manager Rus Hoos.
Getting in Synch
Beyond strategy, managing HR technology during a merger or acquisition requires that employers thoroughly assess their HR systems’ requirements and capabilities.
Managers exigency to adequately routine head count, locate in-house talent, apply uniform performance metrics for review, and routine for succession at any even of the company so that the departure of a key employee does not disrupt business. Technology integration must occur thoroughly and quickly enough that orthodox operations never loom disturbed to users. If the systems of the two companies are too dissimilar, the HR department might exigency another way to unravel the problems.
An approach some companies pick is to build a data warehouse, a sort of complicated database system that takes information from disparate systems and gives companies a unified view of collected data. But implementation—which involves specialized software, hardware and considerable expertise—can pick a year or more to complete, quiet leaving operations fractured. A company besides can roll out a unique set of global enterprise software for every divisions, dilapidated and new. But, again, that could pick two to three years or more. PA Consulting managing consultant Scott Lever says the decision to depart with unified software may approach down to one question: Will it quiet live telling when the rollout is completed, or will the unusual system live outdated and exigency its own replacement?
Finally, recognize that if two companies actually exercise the identical HR management software, they quiet may beget integration problems, says Brenda Byron, director of HR shared services at Alliant Techsystems Inc. (ATK) in Edina, Minn., a $2.8 billion advanced weapons and space systems company with about 14,500 employees. ATK has acquired eight companies in the past four years, and while it uses Oracle/PeopleSoft, not a unique one of its acquisitions did. Even if one had, HR would beget had to roll up its sleeves.
“I’ve had exposure to PeopleSoft at three places, and every one used it differently,” says Byron. The problem is that every companies beget what they reckon special conditions and circumstances, so they configure the software to better suit them. The chances of two companies even in an identical business using every the identical settings are virtually zero.
With the perquisite mix of systems and outsourcing in place, HR can proceed to the next quagmire: synthesizing the data from the acquired company. Every database rests on assumptions of what information actually means, and there may live more than one reform interpretation. Webster Bank twice acquired institutions that set the standard workweek at 40 hours while it used 37.5 hours, so the HR department had to adjust salaries going into the system so that people didn’t suddenly experience a pay cut.
Frequently during a merger or acquisition, businesses learn differences in companies’ HR systems and how they define fundamental data. Often, these differences can live subtle and may live poorly documented. If that’s the case, HR should travel quickly to identify people at the acquired company who know the answers, but who might live leaving for other opportunities, and find the information while it is quiet viable to accomplish so.
For instance, a company might find that the “definitions” that differ embrace such fundamentals as vacation time, the number of allowable sick days and even the number of salary grades. GE Energy, a roughly $18 billion division of general Electric that has conducted more than a hundred acquisitions in the past five years, often runs into this problem. “I might live a grade 2; you might live a grade 3,” says John Blowers, manager of HR information strategy. “How accomplish they happy into the pay hierarchy?”
A higher grade can achieve an employee unusual to GE, known for its culture of eliminating the lowest-performing 10 percent of its employees, into effectively unfair competition with others who beget a longer history with the company and who, as a result, beget more erudition about how to find things done. The company has besides establish that working titles that may live censorious in the field might not match the standard titles GE uses. It may live necessary for HR to resolve these kinds of discrepancies on a person-by-person basis.
Timing Is Everything
While accuracy is vital in completing HR systems integration, so is speed. The results could move a company’s bottom line because the faster unusual employees are settled, the sooner they can concentrate on work.
As with everything else in HR systems integration during a merger or acquisition, there are several barriers to overcome. Even decisions as basic as determining when employees will live paid may live complicated by payroll timing issues that must live coordinated across company lines. “You beget tax liability and balances that beget to live brought over to a unusual system,” says Tom Tillman, director of product marketing HRMS vendor Sage Software in Irvine, Calif. Making the changes at the perquisite time—the conclude of a fiscal year or the conclude of a quarter—can eradicate the complications of accounting for existing balances.
But depending on the timing of a deal, it may besides live impossible to complete every the data migration by the deadline. That’s why HR may opt for a staged system changeover, an approach it may beget to sell to management. “In the past they tried to achieve every the data into the system at once,” says GE Energy’s Blowers. “Now they parse it out.”
Tillman says his first priority when he learns that a merger or acquisition has been finalized is entering personal information and creating company IDs that allow unusual employees to find the equipment and services they exigency to accomplish their work. The comfort of the information is processed over the next two or three weeks to avoid delaying data entry for everything.
“We had to challenge the [corporate] mind-set of the time that [said] every record has to live complete at every times,” Blowers says. “It was a trustworthy concept, but it was bucking up against the operational needs.”
HR professionals experienced in mergers and acquisitions know that every deal is potentially disruptive, and some integration issues may beget you chasing moving targets for months. But, with proper planning, an eye for detail and some flexibility, HR can obtain the process depart more smoothly and help the company meet its goals.
Erik Sherman is a freelance journalist in Marshfield, Mass., who covers management issues.
As one of the foremost masters of teaching the fundamentals of the golf swing, David Leadbetter has helped thousands of golfers help their games, from accomplished pros to rank amateurs. Leadbetter's talent and dedication to golf instruction eventually led to the growth of David Leadbetter Golf Academies, with locations in 14 countries around the world. However, the growth of the business left its business processes in the rough, leading it to install an SAP SMB platform.
In this video from SAP's 2016 Sapphire Now conference, Ben Riches, David Leadbetter Golf's managing director, explains how SAP business One (SAP B1) helped the company find a trustworthy grip on its business processes and gain insights that were not viable with the applications it had used in the past. Aimed at minute and medium-sized businesses, SAP SMB B1 was ideal for a company the size of David Leadbetter Golf, Riches says.
"We beget a very big brand presence within the golf instruction industry, but we're actually quite a lanky business, we're quite a minute company in terms of infrastructure," Riches says. "We establish through the transitions that we'd been through as a business that they didn't really beget any insight or clarity on the business -- how often were their coaches teaching, what sort of lessons were they giving, how often was that student returning. every of that sort of information is key to us being able to grow the business, and so that's what led us to SAP as the solution to help us find to that point."
Working with implementation confederate Vision33, David Leadbetter Golf saw positive results from SAP SMB B1 almost immediately, Riches explains. Replacing functional but limited applications relish Intuit QuickBooks, Microsoft exceed and RMS, B1 helped the company streamline business processes -- eliminating manual entries, for example -- and find a more accurate picture of inventory. Further, B1 has made it viable to know what the instructors are doing and when, greatly improving the character of each lesson.
As positive as the results beget been, David Leadbetter Golf is really only on the front line of the digital transformation. Riches says the company intends to travel from business improvements to revolutionizing the way it teaches the game.
"What we've establish is that they now beget a better picture of their business, they know what we're doing and they know what their instructors and employees are doing, but it doesn't connect through to what their customers or students are doing," he says. "So the next facet for us is to drudgery with SAP to start finding ways that they can hold and accommodate a database of data that their students beget got."View every Videos
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Welcome to Release 2.6.4 of the Oracle Workflow Developer's Guide.
This steer assumes you beget a working erudition of the following:
The principles and customary practices of your business area.
If you beget never used Oracle Workflow, Oracle suggests you attend training classes available through Oracle University.
The Oracle Applications graphical user interface.
To learn more about the Oracle Applications graphical user interface, read the Oracle Applications User’s Guide.
Operating system concepts.
Oracle Database, Oracle Application Server, and PL/SQL technology.
If you beget never used these products, Oracle suggests you attend training classes available through Oracle University.
See Related Documents for more Oracle Applications product information.TTY Access to Oracle support Services
Oracle provides dedicated Text Telephone (TTY) access to Oracle support Services within the United States of America 24 hours a day, seven days a week. For TTY support, convene 800.446.2398.Documentation Accessibility
Our goal is to obtain Oracle products, services, and supporting documentation accessible, with trustworthy usability, to the disabled community. To that end, their documentation includes features that obtain information available to users of assistive technology. This documentation is available in HTML format, and contains markup to facilitate access by the disabled community. Accessibility standards will continue to evolve over time, and Oracle is actively engaged with other market-leading technology vendors to address technical obstacles so that their documentation can live accessible to every of their customers. For more information, visit the Oracle Accessibility Program Web site at http://www.oracle.com/accessibility/ .Accessibility of Code Examples in Documentation
Screen readers may not always correctly read the code examples in this document. The conventions for writing code require that closing braces should loom on an otherwise bare line; however, some screen readers may not always read a line of text that consists solely of a bracket or brace.Accessibility of Links to External Web Sites in Documentation
This documentation may accommodate links to Web sites of other companies or organizations that Oracle does not own or control. Oracle neither evaluates nor makes any representations regarding the accessibility of these Web sites.Structure
1 Overview of Oracle Workflow
This chapter introduces you to the concept of a workflow process and to the major features of Oracle Workflow.
2 Defining a Workflow Process
This chapter tells you how to exercise Oracle Workflow Builder to define a workflow process definition.
3 Defining Workflow Process Components
This chapter tells you how to exercise Oracle Workflow Builder to define the components necessary to compose a workflow process diagram.
4 Defining a Workflow Process Diagram
This chapter tells you how to exercise Oracle Workflow Builder to define a workflow process diagram and how to load roles from the database so you can allot notification activities to specific roles.
5 Predefined Workflow Activities
This chapter tells you how to exercise Oracle Workflow's predefined activities.
6 Defining Procedures and Functions for Oracle Workflow
This chapter describes the standard APIs to exercise for Oracle Workflow PL/SQL and Java procedures and functions.
7 Testing a Workflow Definition
This chapter tells you how to test your workflow definitions using the standalone Launch Processes Web page or Oracle Applications Developer Studio.
8 Managing business Events
This chapter tells you how to manage business events using the Oracle Workflow Event Manager Web pages.
9 Predefined Workflow Events
This chapter tells you how to exercise Oracle Workflow's predefined events.
10 Demonstration Workflow Processes
This chapter describes the demonstration workflow processes provided with Oracle Workflow. These demonstration processes showcase many Oracle Workflow features.
11 error Handling
This chapter describes how Oracle Workflow handles errors in workflow processes and event subscription processing.
A Oracle Workflow Developer Navigation Paths
This appendix lists the navigation paths to Oracle Workflow developer Web pages in the seeded Oracle Workflow responsibilities for Oracle Applications.
B Oracle Workflow Builder Menus and Toolbars
This appendix provides a description of the menus and toolbars in Oracle Workflow Builder.
C Oracle Workflow Implementation in Other Oracle Products
This appendix lists embedded workflows and business Event System implementation in Oracle E-Business Suite and the Oracle technology stack, as well as Oracle's support policy towards the customization of these workflows, events, and subscriptions.
You can pick from many sources of information, including online documentation, training, and support services, to extend your erudition and understanding of Oracle Workflow.
If this steer refers you to other Oracle Applications documentation, exercise only the Release 11i versions of those guides.Online Documentation
If you are using the version of Oracle Workflow embedded in Oracle Applications, note that every Oracle Applications documentation is available online (HTML or PDF).
PDF Documentation - observe the Oracle Applications Documentation Library CD for current PDF documentation for your product with each release. The Oracle Applications Documentation Library is besides available on OracleMetaLink and is updated frequently.
Online help - Online help patches (HTML) are available on OracleMetaLink.
About Documents - refer to the About document for the mini-pack or family pack that you beget installed to learn about feature updates, installation information, and unusual documentation or documentation patches that you can download. About documents are available on OracleMetaLink.
If you are using the standalone version of Oracle Workflow, note that this steer is available online in HTML format. The HTML documentation is available from a URL provided by your system administrator or from the help icon in the Oracle Workflow Web pages.Related Guides
You may want to refer to other Oracle Workflow guides and Oracle Applications implementation documentation when you set up and exercise Oracle Workflow. Additionally, Oracle Workflow is used by other Oracle Applications products to provide embedded workflows and business events. Therefore, if you are using the version of Oracle Workflow embedded in Oracle Applications, you may want to refer to other products' guides to learn more about the workflows and business events they include.
You can read the guides online by choosing Library from the expandable menu on your Oracle Applications HTML help window, by reading from the Oracle Applications Documentation Library CD included in your media pack, or by using a Web browser with a URL that your system administrator provides.
If you require printed guides, you can purchase them from the Oracle Store at http://oraclestore.oracle.com.Guides Related to every Products
Oracle Applications User’s Guide
This steer explains how to enter data, query, flee reports, and navigate using the graphical user interface (GUI) available with this release of Oracle Workflow (and any other Oracle Applications products). This steer besides includes information on setting user profiles, as well as running and reviewing reports and concurrent processes.
You can access this user’s steer online by choosing ”Getting Started with Oracle Applications” from any Oracle Applications help file.Oracle Workflow Documentation Set
Oracle Workflow Administrator's Guide
This steer explains how to complete the setup steps necessary for any Oracle Applications product that includes workflow-enabled processes, as well as how to monitor the progress of runtime workflow processes.
Oracle Workflow User's Guide
This steer describes how users can view and respond to workflow notifications and monitor the progress of their workflow processes.
Oracle Workflow API Reference
This steer describes the APIs provided for developers and administrators to access Oracle Workflow.Guides Related to This Product
Oracle Assets User Guide
In Oracle Assets, you can post capital project costs to become depreciable fixed assets. refer to this steer to learn how to query mass additions imported from other products to Oracle Assets and to review asset information.
Oracle general Ledger User Guide
Use this manual when you routine and define your chart of accounts, accounting period types and accounting calendar, functional currency, and set of books. The manual besides describes how to define journal entry sources and categories so you can create journal entries for your general ledger. If you exercise multiple currencies, exercise this manual when you define additional rate types, and enter daily rates. This manual besides includes complete information on implementing Budgetary Control.
Oracle HRMS Documentation Set
This set of guides explains how to define your employees, so you can give them operating unit and job assignments. It besides explains how to set up an organization (operating unit). Even if you accomplish not install Oracle HRMS, you can set up employees and organizations using Oracle HRMS windows. Specifically, the following manuals will help you set up employees and operating units:
Using Oracle HRMS - The Fundamentals
This user steer explains how to set up and exercise enterprise modeling, organization management, and cost analysis.
Managing People Using Oracle HRMS
Use this steer to learn about entering employees.
Oracle Payables User Guide
Refer to this manual to learn how to exercise Invoice Import to create invoices in Oracle Payables from expense reports data in the Oracle Payables interface tables. This manual besides explains how to define suppliers, and how to specify supplier and employee numbering schemes for invoices.
Oracle Projects Implementation Guide
Use this manual as a steer for implementing Oracle Projects. This manual besides includes appendixes covering role security, menus and responsibilities, and profile options.
Oracle Purchasing User Guide
Use this steer to learn about entering and managing the requisitions and purchase orders that relate to your projects. This manual besides explains how to create purchase orders from project-related requisitions in the AutoCreate Documents window.
Oracle Receivables User Guide
Use this manual to learn more about Oracle Receivables invoice processing and invoice formatting, defining customers, importing transactions using AutoInvoice, and defining automatic accounting in Oracle Receivables.
Oracle business Intelligence System Implementation Guide
This steer provides information about implementing Oracle business Intelligence (BIS) in your environment
BIS 11i User steer Online Help
This steer is provided as online help only from the BIS application and includes information about intelligence reports, Discoverer workbooks, and the Performance Management Framework.
Using Oracle Time Management
This steer provides information about capturing drudgery patterns such as shift hours so that this information can live used by other applications such as Oracle general Ledger.Installation and System Administration
Oracle Applications Concepts
This steer provides an introduction to the concepts, features, technology stack, architecture, and terminology for Oracle Applications Release 11i. It provides a useful first engage to read before installing Oracle Applications.
Installing Oracle Applications
This steer provides instructions for managing the installation of Oracle Applications products. In Release 11i, much of the installation process is handled using Oracle Rapid Install, which minimizes the time to install Oracle Applications and the Oracle technology stack by automating many of the required steps. This steer contains instructions for using Oracle Rapid Install and lists the tasks you exigency to fulfill to finish your installation. You should exercise this steer in conjunction with individual product user's guides and implementation guides.
Upgrading Oracle Applications
Refer to this steer if you are upgrading your Oracle Applications Release 10.7 or Release 11.0 products to Release 11i. This steer describes the upgrade process and lists database and product-specific upgrade tasks. You must live either at Release 10.7 (NCA, SmartClient, or character mode) or Release 11.0 to upgrade to Release 11i. You cannot upgrade to Release 11i directly from releases prior to 10.7.
Maintaining Oracle Applications
Use this steer to help you flee the various AD utilities, such as AutoUpgrade, AutoPatch, AD Administration, AD Controller, AD Relink, License Manager, and others. It contains how-to steps, screenshots, and other information that you exigency to flee the AD utilities. This steer besides provides information on maintaining the Oracle Applications file system and database.
Oracle Applications System Administrator’s Guide
This steer provides planning and reference information for the Oracle Applications system administrator. It contains information on how to define security, customize menus and online help, and manage concurrent processing.
Oracle Alert User’s Guide
This steer explains how to define periodic and event alerts to monitor the status of your Oracle Applications data.Other Implementation Documentation
Oracle Applications Product Update Notes
Use this steer as a reference for upgrading an installation of Oracle Applications. It provides a history of the changes to individual Oracle Applications products between Release 11.0 and Release 11i. It includes unusual features, enhancements, and changes made to database objects, profile options, and seed data for this interval.
Multiple Reporting Currencies in Oracle Applications
If you exercise the Multiple Reporting Currencies feature to record transactions in more than one currency, exercise this manual before implementing Oracle Applications. This manual details additional steps and setup considerations for implementing Oracle Applications with this feature.
Multiple Organizations in Oracle Applications
This steer describes how to set up and exercise Oracle Applications' Multiple Organization support feature, so you can define and support different organization structures when running a unique installation of Oracle Applications.
Oracle Applications Flexfields Guide
This steer provides flexfields planning, setup, and reference information for the Oracle Applications implementation team, as well as for users amenable for the ongoing maintenance of Oracle Applications product data. This steer besides provides information on creating custom reports on flexfields data.
Oracle Applications Developer’s Guide
This steer contains the coding standards followed by the Oracle Applications development staff. It describes the Oracle Application remonstrate Library components needed to implement the Oracle Applications user interface described in the Oracle Applications User Interface Standards for Forms-Based Products. It besides provides information to help you build your custom Oracle Forms Developer forms so that they integrate with Oracle Applications.
Oracle Applications User Interface Standards for Forms-Based Products
This steer contains the user interface (UI) standards followed by the Oracle Applications development staff. It describes the UI for the forms-based Oracle Applications products and how to apply this UI to the design of an application built using Oracle Forms.
Oracle eTechnical Reference Manuals
Each eTechnical Reference Manual (eTRM) contains database diagrams and a minute description of database tables, forms, reports, and programs for a specific Oracle Applications product. This information helps you transmute data from your existing applications, integrate Oracle Applications data with non-Oracle applications, and write custom reports for Oracle Applications products. Oracle eTRM is available on OracleMetaLink.
Oracle Applications Message Reference Manual
This manual describes Oracle Applications messages. This manual is available in HTML format on the documentation CD-ROM for Release 11i.Training and Support
Oracle offers a complete set of training courses to help you and your staff master Oracle Workflow and compass plenary productivity quickly. These courses are organized into functional learning paths, so you pick only those courses appropriate to your job or zone of responsibility.
You beget a selection of educational environments. You can attend courses offered by Oracle University at any one of their many Education Centers, you can organize for their trainers to educate at your facility, or you can exercise Oracle Learning Network (OLN), Oracle University's online education utility. In addition, Oracle training professionals can tailor standard courses or develop custom courses to meet your needs. For example, you may want to exercise your organization’s structure, terminology, and data as examples in a customized training session delivered at your own facility.
From on-site support to central support, their team of experienced professionals provides the help and information you exigency to retain Oracle Workflow working for you. This team includes your Technical Representative, Account Manager, and Oracle’s big staff of consultants and support specialists, with expertise in your business area, managing an Oracle Database, and your hardware and software environment.Do Not exercise Database Tools to Modify Oracle Applications Data
Oracle STRONGLY RECOMMENDS that you never exercise SQL*Plus, Oracle Data Browser, database triggers, or any other instrument to modify Oracle Applications data unless otherwise instructed.
Oracle provides powerful tools you can exercise to create, store, change, retrieve, and maintain information in an Oracle database. But if you exercise Oracle tools such as SQL*Plus to modify Oracle Applications data, you risk destroying the integrity of your data and you lose the competence to audit changes to your data.
Because Oracle Applications tables are interrelated, any change you obtain using an Oracle Applications configuration can update many tables at once. But when you modify Oracle Applications data using anything other than Oracle Applications, you may change a row in one table without making corresponding changes in related tables. If your tables find out of synchronization with each other, you risk retrieving erroneous information and you risk unpredictable results throughout Oracle Applications.
When you exercise Oracle Applications to modify your data, Oracle Applications automatically checks that your changes are valid. Oracle Applications besides keeps track of who changes information. If you enter information into database tables using database tools, you may store invalid information. You besides lose the competence to track who has changed your information because SQL*Plus and other database tools accomplish not retain a record of changes.
Copyright © 2003, 2005, Oracle. every rights reserved.
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Microsoft [374 Certification Exam(s) ]
Mile2 [3 Certification Exam(s) ]
Military [1 Certification Exam(s) ]
Misc [1 Certification Exam(s) ]
Motorola [7 Certification Exam(s) ]
mySQL [4 Certification Exam(s) ]
NBSTSA [1 Certification Exam(s) ]
NCEES [2 Certification Exam(s) ]
NCIDQ [1 Certification Exam(s) ]
NCLEX [2 Certification Exam(s) ]
Network-General [12 Certification Exam(s) ]
NetworkAppliance [39 Certification Exam(s) ]
NI [1 Certification Exam(s) ]
NIELIT [1 Certification Exam(s) ]
Nokia [6 Certification Exam(s) ]
Nortel [130 Certification Exam(s) ]
Novell [37 Certification Exam(s) ]
OMG [10 Certification Exam(s) ]
Oracle [279 Certification Exam(s) ]
P&C [2 Certification Exam(s) ]
Palo-Alto [4 Certification Exam(s) ]
PARCC [1 Certification Exam(s) ]
PayPal [1 Certification Exam(s) ]
Pegasystems [12 Certification Exam(s) ]
PEOPLECERT [4 Certification Exam(s) ]
PMI [15 Certification Exam(s) ]
Polycom [2 Certification Exam(s) ]
PostgreSQL-CE [1 Certification Exam(s) ]
Prince2 [6 Certification Exam(s) ]
PRMIA [1 Certification Exam(s) ]
PsychCorp [1 Certification Exam(s) ]
PTCB [2 Certification Exam(s) ]
QAI [1 Certification Exam(s) ]
QlikView [1 Certification Exam(s) ]
Quality-Assurance [7 Certification Exam(s) ]
RACC [1 Certification Exam(s) ]
Real-Estate [1 Certification Exam(s) ]
RedHat [8 Certification Exam(s) ]
RES [5 Certification Exam(s) ]
Riverbed [8 Certification Exam(s) ]
RSA [15 Certification Exam(s) ]
Sair [8 Certification Exam(s) ]
Salesforce [5 Certification Exam(s) ]
SANS [1 Certification Exam(s) ]
SAP [98 Certification Exam(s) ]
SASInstitute [15 Certification Exam(s) ]
SAT [1 Certification Exam(s) ]
SCO [10 Certification Exam(s) ]
SCP [6 Certification Exam(s) ]
SDI [3 Certification Exam(s) ]
See-Beyond [1 Certification Exam(s) ]
Siemens [1 Certification Exam(s) ]
Snia [7 Certification Exam(s) ]
SOA [15 Certification Exam(s) ]
Social-Work-Board [4 Certification Exam(s) ]
SpringSource [1 Certification Exam(s) ]
SUN [63 Certification Exam(s) ]
SUSE [1 Certification Exam(s) ]
Sybase [17 Certification Exam(s) ]
Symantec [134 Certification Exam(s) ]
Teacher-Certification [4 Certification Exam(s) ]
The-Open-Group [8 Certification Exam(s) ]
TIA [3 Certification Exam(s) ]
Tibco [18 Certification Exam(s) ]
Trainers [3 Certification Exam(s) ]
Trend [1 Certification Exam(s) ]
TruSecure [1 Certification Exam(s) ]
USMLE [1 Certification Exam(s) ]
VCE [6 Certification Exam(s) ]
Veeam [2 Certification Exam(s) ]
Veritas [33 Certification Exam(s) ]
Vmware [58 Certification Exam(s) ]
Wonderlic [2 Certification Exam(s) ]
Worldatwork [2 Certification Exam(s) ]
XML-Master [3 Certification Exam(s) ]
Zend [6 Certification Exam(s) ]
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