E - Human Resources
Transcript of E - Human Resources
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E-HR
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E-HR: Transforming HR from a cost
center to a strategic weapon Technology creates an opportunity to do things quite
differently
Original investment in HR systems was motivated
by: Elimination of paper
Productivity changes
Staff trimming
Value now lies in: Capacity to support new and changing ideas
Sustain competitive advantage
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What is to be achieved
Systems now permit:
Centralized systems (e.g., comp) across entireorganization (even global)
Undertake HR innovations
Response quickly to government regulations andcompany policy changes
Provide increase in quality to employees
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Accomplished by:
Centralized service deliveryintegrated across allHR functions
Modern call centers
Employee administration of benefits and policyself-service HR transactions
Information access via corporate Intranet, interactivevoice response
Automatic generation of bulletins, reports, data forgovernment
Effective use of outsourcing
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Types of Knowledge dealt with by HR
Core HR Knowledge:
Underlying structure and logic of benefits and policies
How and why co. defines its employee groups
Relevant gov. regulations Policies of other relevant org.s (e.g., unions)
Knowledge about employees
Skills, special arrangements, vacation, family, etc.
Employee and retiree groups Contracts with employee and unions
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More knowledge
Knowledge about presentation and use ofknowledge
Different presentations for employees, familymembers, managers, auditors, healthcare
How employees put their questions?
Life events and company events
What needs to be in a plan description/policymanual?
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More knowledge
Company specific benefits Specific configuration of benefits and policies
Benefit plan design; knowledge of how people use
benefits, employee demographics Competitors plans
Workflow
Healthcare providers Ways to determine coverage of an employee
Equivalent drugs
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More knowledge
Benefit providers
Product offerings
Geographical range
Financial soundness
Outsourcing
Firms
Temp agencies Compensation specialists
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More knowledge
Compensation issues
Stock options (including stock price history; board actions)
Performance management
Diversity issues IT Partners
How to interface to employee data in ERP
How to drive HRIS process to make it knowledge system
How to generate reports
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Goal of HR knowledge system
Answering employees questions and assistduring self-service transactions
Get info to employees automatically
Coaching on how to complete forms
Push what employees need to know
Increasing the responsiveness of HR
Change the way decisions are made
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Knowledge system
HRIS: conventional systems (Peoplesoft,SAP, Oracle, Baan)
Offers automation of HR process: enrollment andrepository of data
Integrate and share with other ERP modules
Generate broad array of reports
Designed to bring efficiencies of currentpractices; cant respond to changes
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Data warehousing
Model of HR-related data from a variety ofsources
Includes all sorts of information about policies,practices, employees
Ways of accessing the data and making sense ofthem
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Knowledge system
Encoding of knowledge about company policies, HRprocedures, benefit plans, etc.
Key here is that knowledge is coded explicitynot
just implicit in data Possible components
Knowledgebase: specialized database where knowledge isstored (e.g., eligibility constraints, rules on what must
appear in a plan description. Editing tools for entering data and keeping it curent
Algoritm for using knowledge correctly
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Knowledge versus HRIS
In HRIS, knowledge is implicit in software and data In knowledgebase, editing of code by subject matter
experts puts policies explicitly Can reason (provide information not only about
current situations, but potential futureif subjectmatter experts put this in system)
Self-service systems are good examples ofproblems (person has to look and find problem,rather than system being set up to answerproblems)
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HRIS systems good, integrate data andtransactions; off-the-shelf functionality, andconform to enterprise data model
However, does not allow people to beproactive in looking to answer questions ofusers
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What one should look for in commercial
knowledge system Knowledge itself: templates for wide range of benefits, policies
which must be set for particular company Knowledge editing tools: to define how things work in a
particular company and to keep knowledge up to date; toolsshould enable testing and should generate reports on how
knowledge is being used Company specific content (forms, documents, policies, plans):
this data gathering process should involve procedures forexamining company documents, interviewing people
Methodology for systems deployment: installing, populatingdatabases, integrating with other databases, training, verifying
data
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Vendors--continued
Should have easy interfaces to data inexisting databases (HRIS)
Interfaces to other common systems
Ability to link online documentsgovernmentregulations,
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Performance Management
The role of HR is to be a strategic businesspartner within the company, not to be abureaucrat. Yet human resources is
burdened with the performance-managementprocess every year or every quarter and itdetracts from what they can really offer to the
company. Matt Park, Human AssetTechnologies
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Historically
Manual
Paper-based assessment
Did not load information into database Organizations did less frequently than they
want because of cumbersome systems
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Web-based performance management
Uses email notification
Can be done quickly
Web-based means can be accessed anywhere
Can be broaderassess different competencies atdifferent times and different behaviors under eachcompetency
More frequently did performance management,faster responses in completing it.
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On-line recruiting
Familiarize yourself with the Internet
Research the market
Define the target audience Determine your search needs
Compare costs
Continue experimenting
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E-recruiting
Since about 1995, huge increase in e-recruiting
Projections are that it could be $60 business
All organizations have web presence
Search engines facilitate finding some, butnot all relevant positions
Questions:
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Questions
How does an organization effectively use theInternet to find qualified individuals?
What are the best practices
How can an organization find those notcurrently looking?
What are major trends in e-recruiting?
How do we evaluate e-recruiting?
How effective has this been?
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Familiarize yourself with the Internet
Benchmark other companies. See who isdoing well, what you like, listen to othersabout discuss exemplars
Try to understand out things work on theInternet if you are unfamiliar
Actually take a class rather than rely upon
others to explain it to youlearn the basics
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Research the market
What can the Internet offer to you?
Consider using an online index or directory tofind out which recruitment services areavailable (e.g., Google; Yahoo)
Visit sites to get more information
Find out the size and makeup of the
candidate pool See if this fits budget
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Define the target audience
Each org has unique recruitment needs and thus you want to beexposed to different types and numbers of applicants Some what huge exposure Others want to target certain groups who tend to surf in particular
areas or might use key words (cf Google)
Need to determine who is visiting your site, not just numbers Be concerned also about geographical considerations Be cognizant of diversity issues
Certain ages, racial groups might be more or less likely to useInternet or surf in particular ways
Key for success is narrowing search
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Determining your search needs
Different search services offer different needs Some store resumes in a database (registered employers
perform searches) Some allow employers to create profiles of their
organizations and post their jobs (allowing applicants tosend in resumes) Some services do job-matching (storing resume and job
posting online and actively contacting both parties whenthere appears to be a match
Last seems good, but often uses key words;
success depends on selecting correct key words;also should not use generic titles (admin)
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Compare costs
Some services free; others pricey
Have to weight what you get for the price
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Continue experimenting
Internet is totally dynamic
No single answers
Look for new trends What image is created by web site?
Manipulating key words
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On-line recruiting issues
One issue is how to attract potentialemployees even though neither are looking ata certain time (I have a job now, the economy
will improve so want people to ramp up)
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Skills-based marketing
Currently have applicant tracking systemwhich enable companies to identify top talentwith such tools as:
Skills-based screening Prescreening
Ranking features
Candidate alerts
Still wait for openings to advertise positions
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Skills-based
Some idea of general skills you will need inthe future
Solution is to advertise for skills you willneed, rather than by job-opening
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Branding and reputation
E-recruiting forces a company to come togrips with brand and reputation on potentialemployees
Monster.com has better information aboutcompanys employees than company
External world better idea of companys workforcebecause of database of competencies
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Internet recruiting strategies
Company web pages
Job-posting boards
Internet advertising Proactive candidate searches
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Issues related to internet recruiting
Application processing
Quality versus quantity
Future strategies
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Company web pages
Permits any look company wants
Advertisements can be linked to corporate sites
Can configure with search engines, enabling
candidates to do searches, can also manipulatewhat comes up first
Sites enable on-line application or resume posting
Effectiveness depends upon frequency of updates
and site maneuvability
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Company web pages-2
Recruiting page Company information
Job openings
Search function Apply now!: submit resumes online
Career agent: feature allows applicants to complete detailed skills
profile; can receive information about current jobs also emails
on future job openings
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Web pages--3
Improvements
Enhance site maneuverability (shorten link paths)
Increased searching capability (allowing more
focused and productive job hunting)
Special features allowing applicants to declarerace and sex separately for EEO compliance
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Job posting boards
Electronic job-posting boards allowcompanies to:
Advertise job openings for fee (can range from
minimal annual fee to large amt. ) Search boards database of resumes posted
without posting own job openings
May increase effectiveness of job-postings bylinking postings on major boards to own Websites
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Job posting boards-2
Major Boards Used
Monster.com
Jobsahead.com
TimesJobs.com
Jobstreet.com
Naukri.com
Career Mosaic Hot Jobs
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Job posting boards
Evaluation of various boards
How user-friendly is it?
What other companies post there (especially
competitors)?
How easy is site to access in the first place?
Is there a searchable resume database?
What are the returns?
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Critical things to consider
Do not depend on one highly competitiveboard for all postings
Do not post jobs everyonesite does matter
Continue changing strategies
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Internet advertising
Banner advertising at job boards and otherrecruiting sites
Can help create name recognition
Point to certain positions
Help to create brand
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Advertising
Things to consider
Site location (industry, job boards) makes adifference
Advertising with links makes it easy to get to jobpostings
The type of advertising is important
Can buy key words
Can by location
Can just be in your face
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Proactive candidate searches
May use the Internet to identify candidate pools from which toactively recruit for positions
Can do manually (have people search posted resumes) (cool) Search engines to identify potentially related sites (industry chat
group)
Identify contact at site who can identify potential applicants
Actively recruit those seen as qualified
Can do automatically (extremely cool) Develop software (robot) known as a spider capable of retrieving
resumes of qualified candidates even if they are not seekingemployment actively. Spider: Visits sites (automatically) related to specific job openings
Follows all links within a site
Reads all documents
Retrieves any resumes found
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Applicant processing
Automatic resume posting (I-Post)
Linked to companys web site and allows candidate to submitresumes online; can also add resumes sent other ways (such asemail)
Resume screening (Resumix): database of resumes
Duplicate screening (remove same resumes or old ones usingkey words)
Quality screening (remove those, manually, not competitive)
Compiles professional/college applicants
Screens by key words
For nonapplicants, take resumes from spiders and compiles intodatabase then to recruiters
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Processing--2
Online interviewing
Some job boards (e.g., Career Bridge) screensapplicants with a set of online interview questions
Individuals interested in a position submit answers toquestionswritten by hiring manager
Hiring manager use answers as a screening tool forsoftskills and other competencies that may not be on aresume
Pull out these individuals for interviews
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Recruiting metrics
Metrics to assess the effectiveness ofdifferent e-recruiting methods
Time to interview, acceptance, or decline
Analysis of accepted and declined offers
Average time to fill
Cost to hire
Source of hire Volume of good resumes/all resumes
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Internet recruiting in the future
As more search firms start to use Internet, they will come intocompetition with individual companies
As companies become more skilled in Internet searches, expertservices will develop and companies will outsource
Databases will start to use additional information (such aswillingness to relocate, salary level, willingness to travel)
Recruiting sites will include more video and audio
Consolidation
Niche job boards
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Self-service--Goals
Improve services to employees andmanagers
Increase access to information
Reduce administrative costs Enable the HR function to serve the
organization more strategically
Eliminate process steps/approval/foprms Enhance technological image of organization
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Self-service applications
Employee communications (HR policies;FAQs)
401(k) or pension services
Open enrollments Benefits inquiries
Training registration
Personal inquiry Personal data maintenance
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Applications--more
Time card entry
Withholding changes, deductions
Electronic paystubs
Vacation, leave requests
Family status changes/life event changes
Services for retirees
*All tend to be employee focused
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Applicationsmore
New trends are management applications
Travel and expense management
Purchase orders
Time card approval and reporting Budget analysis
Management reports (headcount, salary listings)
Employee change actions (transfers, promotions)
Approvals
Leave management
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Applications--more
Newest trends are in Strategic Applications:acquiring, developing, and managing key talent Online job applications
Job requisitions by managers
Employee stock handling
Skills management
Salary actions
Bonus actions
Staff development Succession planning
Workforce planning
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How people access
Web
Toll free phones
Interactive Voice Response (IVR)
Call center
Kiosks
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Commercial products
Big ERP vendors PeopleSoft
Oracle
SAP
Lawson
Specialized corporate portal software Workscape
Talx
Plumtree Authoria
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Security
Single sign-on
Data encrypted
Corporate VPNs
Corporate Extranets
Security cards
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Business case for self-service
Metrics
Average cost per transaction
Cycle time reduced
Headcount changes
Return on investment
Employee satisfaction
Inquiries to service center
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Requirements for success
Adequate budget
CEO commitment
Collaboration between HR and IT
Process design
Marketing and communication
Access by all employees
Metrics