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 entire organization (even global) Undertake HR innovations Response quickly to government regulations and company policy changes Provide increase in quality to employees

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Accomplished by:


 

Centralized service deliveryintegrated across all HR functions Modern call centers Employee administration of benefits and policy self-service HR transactions Information access via corporate Intranet, interactive voice response Automatic generation of bulletins, reports, data for government 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 of knowledge

Different presentations for employees, family members, managers, auditors, healthcare How employees put their questions? Life events and company events What needs to be in a plan description/policy manual?

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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 assist during 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 and repository of data Integrate and share with other ERP modules Generate broad array of reports

Designed to bring efficiencies of current practices; cant respond to changes

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Data warehousing


Model of HR-related data from a variety of sources

Includes all sorts of information about policies, practices, employees Ways of accessing the data and making sense of them

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Knowledge system


Encoding of knowledge about company policies, HR procedures, benefit plans, etc. Key here is that knowledge is coded explicitynot just implicit in data Possible components
Knowledgebase: specialized database where knowledge is stored (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 subject matter experts put this in system) Self-service systems are good examples of problems (person has to look and find problem, rather than system being set up to answer problems)

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HRIS systems good, integrate data and transactions; off-the-shelf functionality, and conform to enterprise data model However, does not allow people to be proactive in looking to answer questions of users

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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; tools should 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 for examining company documents, interviewing people Methodology for systems deployment: installing, populating databases, integrating with other databases, training, verifying data

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Vendors--continued


 

Should have easy interfaces to data in existing databases (HRIS) Interfaces to other common systems Ability to link online documentsgovernment regulations,

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Performance Management


The role of HR is to be a strategic business partner within the company, not to be a bureaucrat. Yet human resources is burdened with the performance-management process every year or every quarter and it detracts from what they can really offer to the company. Matt Park, Human Asset Technologies

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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 at different times and different behaviors under each competency 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 erecruiting Projections are that it could be $60 business All organizations have web presence Search engines facilitate finding some, but not all relevant positions Questions:

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Questions


 

  

How does an organization effectively use the Internet to find qualified individuals? What are the best practices How can an organization find those not currently 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 is doing well, what you like, listen to others about discuss exemplars Try to understand out things work on the Internet 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 to find out which recruitment services are available (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 be exposed 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 use Internet 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 to send in resumes) Some services do job-matching (storing resume and job posting online and actively contacting both parties when there 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 potential employees even though neither are looking at a 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 system which enable companies to identify top talent with 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 in the future Solution is to advertise for skills you will need, rather than by job-opening

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Branding and reputation



E-recruiting forces a company to come to grips with brand and reputation on potential employees
Monster.com has better information about companys employees than company External world better idea of companys workforce because 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 manipulate what 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 declare race and sex separately for EEO compliance

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Job posting boards



Electronic job-posting boards allow companies 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 by linking postings on major boards to own Web sites
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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 competitive board 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 other recruiting 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 a difference Advertising with links makes it easy to get to job postings 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 to actively 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 Develop software (robot) known as a spider capable of retrieving resumes of qualified candidates even if they are not seeking employment actively. Spider:
Visits sites (automatically) related to specific job openings Follows all links within a site Reads all documents Retrieves any resumes found

Can do automatically (extremely cool)



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Applicant processing


Automatic resume posting (I-Post) Linked to companys web site and allows candidate to submit resumes online; can also add resumes sent other ways (such as email) Resume screening (Resumix): database of resumes Duplicate screening (remove same resumes or old ones using key words) Quality screening (remove those, manually, not competitive) Compiles professional/college applicants Screens by key words For nonapplicants, take resumes from spiders and compiles into database then to recruiters

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Processing--2


Online interviewing
Some job boards (e.g., Career Bridge) screens applicants with a set of online interview questions


Individuals interested in a position submit answers to questionswritten by hiring manager Hiring manager use answers as a screening tool for soft skills and other competencies that may not be on a resume Pull out these individuals for interviews

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Recruiting metrics


Metrics to assess the effectiveness of different 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 into competition with individual companies As companies become more skilled in Internet searches, expert services will develop and companies will outsource Databases will start to use additional information (such as willingness 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 and managers 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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Obstacles in implementation
     

Cost of ownership/limited budget Security fears, concern over privacy Other HR initiatives taking priority Technical infrastructure not in place Lack of technical skills to implement Unable to show business benefit

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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

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