AI Buyer Insights:

Westpac NZ, an Infosys Finacle customer evaluated nCino Bank OS

Wayfair, a Korber HighJump WMS customer just evaluated Manhattan WMS

Citigroup, a VestmarkONE customer evaluated BlackRock Aladdin Wealth

Michelin, an e2open customer evaluated Oracle Transportation Management

Moog, an UKG AutoTime customer evaluated Workday Time and Attendance

Swedbank, a Temenos T24 customer evaluated Oracle Flexcube

Cantor Fitzgerald, a Kyriba Treasury customer evaluated GTreasury

Westpac NZ, an Infosys Finacle customer evaluated nCino Bank OS

Wayfair, a Korber HighJump WMS customer just evaluated Manhattan WMS

Citigroup, a VestmarkONE customer evaluated BlackRock Aladdin Wealth

Michelin, an e2open customer evaluated Oracle Transportation Management

Moog, an UKG AutoTime customer evaluated Workday Time and Attendance

Swedbank, a Temenos T24 customer evaluated Oracle Flexcube

Cantor Fitzgerald, a Kyriba Treasury customer evaluated GTreasury

List of Oracle Self-Service Human Resources Customers

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Logo Customer Industry Empl. Revenue Country Vendor Application Category When SI Insight Insight Source
AMP Banking and Financial Services 2366 $563M Australia Oracle Oracle Self-Service Human Resources HR Service Delivery 2021 KPMG In 2021, AMP implemented Oracle Self-Service Human Resources as part of a consolidation to a single Oracle Fusion Cloud HCM platform, establishing a unified HR Service Delivery foundation across the group. The consolidation gave central visibility and evidence of the documented goals, check-ins and performance reviews of more than 90 percent of its 3000 employees, up from evidence for about 40 percent previously, according to AMP director of people services Malcolm Dore. The deployment of Oracle Self-Service Human Resources centrally covered core transactions, performance and goals, learning, recruitment and talent workflows, conduct and case management, and servicing. AMP began with core transactions and performance and goals modules before moving to learning and HR helpdesk systems, reflecting a phased functional rollout common to HR Service Delivery programs. Integration and system rationalization were explicit parts of the program, with AMP decommissioning PageUp for recruitment, Saba for learning management, a Microsoft Forms database used for performance management and elements of self-service, and SAP for payroll as Oracle functionality went live. The project team also worked on transitioning contingent worker management capabilities from SAP Fieldglass into Oracle, leaving the former in line for decommissioning once functionality was validated. Governance and delivery were run by AMP internal technology teams with KPMG as the system integrator, the business case having been signed off in early 2021 and module deployments progressing from April 2022. All core HR processes were centralized on the Oracle platform, creating a single source for recruitment, talent, core transactions, learning, conduct, case management and servicing under the HR Service Delivery framework.
Cantor Fitzgerald Banking and Financial Services 12000 $3.6B United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2018 n/a In 2018, Cantor Fitzgerald implemented Oracle Self-Service Human Resources. The deployment targeted HR Service Delivery to streamline employee and manager access to HR transactions across the firm, supporting a workforce of approximately 12,000 in the United States banking and financial services operations. The Oracle Self-Service Human Resources implementation was configured to deliver employee self service and manager self service capabilities, and to expose compensation workflows through the Compensation workbench. Core HR data models were implemented to centralize person and assignment records, while BI Publisher and Oracle forms and reports were used for operational reporting and document generation. Administration and application logic leveraged AOL based configuration practices and the project surface included Payroll and OAB adjacent processes noted in HR applications expertise. Integrations were organized around Oracle HRMS components, explicitly linking Core HR and Payroll data flows to the self service layer, and using BI Publisher outputs for report distribution. Operational coverage focused on HR operations, payroll processing, compensation administration, benefits enrollment touchpoints and manager approval workflows, aligning HR Service Delivery functionality with those business functions. Governance and ongoing support were managed by Cantor Fitzgeralds HR Technology office, led by the Director, Head of HR Technology, with configuration ownership split between HR operations and IT application teams. Rollout and operational handover emphasized HR case handling, role based access configuration and standardization of self service processes to sustain the HR Service Delivery model.
Dish Network Communications 13700 $15.8B United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2014 n/a In 2014 Dish Network implemented Oracle Self-Service Human Resources within its HR Service Delivery environment to centralize employee self-service and support payroll and field operations. The deployment targeted employee service workflows supporting payroll administration and front end employee service across 12 domestic call centers and five manufacturing and distribution sites, aligning HR Service Delivery with operational payroll needs. The Oracle Self-Service Human Resources implementation included HR Employee Self-service capabilities and was configured to work alongside the Oracle Time and Labor engine to support time and attendance scenarios. Configuration work emphasized standardization of timekeeping and payroll interfacing, meal and break compliance reporting, and payroll data visibility for executive level analysis. Integrations reflected explicit systems knowledge in the environment, with links to Oracle E Business Suite applications and coordination with timekeeping platforms such as Kronos Workforce Central and SimplyWork Workforce Management, plus ADP payroll reporting tools mentioned by staff. The program documented transition planning and execution activities affecting roughly 9000 employees moving to Oracle Time and Labor and included efforts to accommodate alternate time clock hardware at multiple sites. Governance and process change focused on process evaluation and standard practice implementation across regional sites, site level training and staff development, and rollout of timely non compliance reporting to HR, field, and executive leadership. Operational controls centered on payroll non compliance monitoring, timecard edits and accruals management workflows, and training to maintain compliance with industry and legislative changes.
Manufacturing 73000 $17.5B United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2009 n/a
Oil, Gas and Chemicals 7300 $40.0B United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2011 n/a
Retail 400 $50M Brazil Oracle Oracle Self-Service Human Resources HR Service Delivery 2019 n/a
Government 120 $16M United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2016 n/a
Retail 94189 $23.0B United States Oracle Oracle Self-Service Human Resources HR Service Delivery 2018 n/a
Non Profit 3721 $218M United Kingdom Oracle Oracle Self-Service Human Resources HR Service Delivery 2021 n/a
Government 258 $255M United Kingdom Oracle Oracle Self-Service Human Resources HR Service Delivery 2017 n/a
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