2 out of 5.0, Reviewed Aug 25, 2016
Oracle moves so slowly to respond to support tickets
Dont underestimate the implementation challenge.
price and support
Choose a different product.
support is slow
4 out of 5.0, Reviewed Aug 17, 2016
Even though the Talent Management module was a SaaS solution which was new, the capabilities provided by the product were very much in need for the business. It was an interesting experience to be adopting a new product which not only put us on the leading edge but also on the bleeding edge. The issues identified were however resolved by the vendor and got us going.
Line out the requirements in advance, talk to organizations that are currently using it, get to know how it has helped them or if there are any pain points.
The capabilities the tool offers out of the box.
Since the options are plenty, it is time-consuming to configure it to make it simple as needed by the organization.
projected the exact effort levels required for the implementation instead of making it look too easy out of the box.
Talk to companies that have already implemented it and how they have been making use of it.
As mentioned multiple times, the capabilities provided by the product were great out of the box, which was one of the reasons for implementing this product.
With SaaS solution, there are more reasons to be contacting the support team since the ability to perform certain actions is limited. Oracle support team has been good enough in responding to service requests and severity 1 SRs gain prompt attention.
Since we already had other HCM modules using the SaaS solution, integration was a key aspect. Deployment was not too overwhelming because of the landscape being familiar.
4 out of 5.0, Reviewed Dec 2, 2015
Overall good product but integration was difficult.
Consider utilizing third party services to review cloud service agreements before signing to better understand potential pitfalls.
Constant improvements in shorter timeframes.
Limited transparency with operational support model and quickest path of escalation outside of contacting account manager.
Better job articulating impact of roadmap on current implementation and end to end business process that affect current operations.
Spend more time understanding new business process and impact on integration touch points.
Integration was the most challenging and least planned activity. Caution potential clients to spend time upfront understanding the impact and touch points. Especially as it relates to on-premise solutions.
1 out of 5.0, Reviewed Nov 12, 2015
Product roadmap is already a year behind schedule and is getting further delayed. Alternate cloud strategy announced by Oracle for 2016 is a concern for this iteration of the cloud. Product is not integrated with the acquired components of itself, nor is it integrated with the rest of the architecture. Confusion abounds on what are / are not the Fusion vs Taleo vs. TM components.
Do not believe anything unless it is in the T&C and backed by penalties. They use a care dealer salesman approach whereby the legal team is hidden and you interact only with your account team who brings it to the man behind the high desk for approval. The four party game (three parties in Oracle) is tiresome and eventually wears you down as you face time pressures from your own orgainzation. Cloud is the holy grail and Oracle has good product, but give yourself twice the time and stand firm. Walk away to SAP if they don't play nice.
The product itself ? Nothing except that it is at least a year behind schedule, so integration and feature sets are missing.
Get its act cleaned up. They are using a 90's software sales approach for today's generation. Even car salesmen don't work this way these days.
Give SAP a much more careful evaluation, its product architecture and feature set is theoretically (on-paper) superior. Therefore, I would add additional contingency and buffer into the planning. For cloud, consider 50% to 100% reserve time. I would walk away if Oracle did not put the product roadmap or commitments on paper (they have an aggressive legal team). Threaten to walk-off and then actually walk-off if the milestones are not met. Demand penalties for each milestone, with increasing penalty structure as client investment grows.
Great product. Far superior to SAP HCM in feature, flow and UX. But, completely marred by failure to execute their cloud strategy as per plan. Fusion is a myth and HCM/TM is a confused mix of partial integration and migration from the client server products. Starting over it would be hard to choose between SAP cloud or Oracle Peoplesoft or eBusiness HR.
The cloud, TM, database and middleware teams are not integrated under any single management. They have a prototype KAM structure which is excellent but it doesn't extend to support.
The product is not integrated. They are using middleware SOA tools to stitch together the product on the client's money.
1 of 1 peer(s) found this review helpful.
2 out of 5.0, Reviewed Nov 10, 2015
PwC were the implementation partner. They were truly appalling. avoid at all costs. what should have been an out of the box delivery dragged on for a year, with consequent cost escalation. Finally got Oracle Consulting involved to sort out the simplest of integration issues (with Oracle Financials!)
Don't go for HR Fusion!
Very less things to like.
Poor basic out of the box product. Disastrous implementation by PwC.
Be honest about product roadmap, or risks associated with non integration of the Taleo Talent Management Module. Oracle mis-committed on it.
Avoid PwC. Choose workday.
PwC continues to rip us off.
I had to personally intervene to get Oracle consulting to integrate Oracle Financials to the Oracle Fusion HR product. It was file transfer, doesn't get simpler than that! PwC failed miserably in delivering, and provided little support apart from giving endless excuses.