E - Human Resources

8/6/2019 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

E - Human Resources

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