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<ul><li> 1. E-HR HR as knowledge system, E-recruiting, HR self-service Abhijit Ghosh Mizoram University </li> <li> 2. Agenda <ul><li>Topics for the next three classes </li></ul><ul><li>Project </li></ul><ul><li><ul><li>Teams </li></ul></li></ul><ul><li><ul><li>Assignment </li></ul></li></ul><ul><li>Discussion/Lecture </li></ul><ul><li>Other topics of interest </li></ul></li> <li> 3. E-HR: Transforming HR from a cost center to a strategic weapon <ul><li>Technology creates an opportunity to do things quite differently </li></ul><ul><li>Original investment in HR systems was motivated by: </li></ul><ul><li><ul><li>Elimination of paper </li></ul></li></ul><ul><li><ul><li>Productivity changes </li></ul></li></ul><ul><li><ul><li>Staff trimming </li></ul></li></ul><ul><li>Value now lies in: </li></ul><ul><li><ul><li>Capacity to support new and changing ideas </li></ul></li></ul><ul><li><ul><li>Sustain competitive advantage </li></ul></li></ul></li> <li> 4. What is to be achieved <ul><li>Systems now permit: </li></ul><ul><li><ul><li>Centralized systems (e.g., comp) across entire organization (even global) </li></ul></li></ul><ul><li><ul><li>Undertake HR innovations </li></ul></li></ul><ul><li><ul><li>Response quickly to government regulations and company policy changes </li></ul></li></ul><ul><li><ul><li>Provide increase in quality to employees </li></ul></li></ul></li> <li> 5. Accomplished by: <ul><li>Centralized service deliveryintegrated across all HR functions </li></ul><ul><li>Modern call centers </li></ul><ul><li>Employee administration of benefits and policyself-service HR transactions </li></ul><ul><li>Information access via corporate Intranet, interactive voice response </li></ul><ul><li>Automatic generation of bulletins, reports, data for government </li></ul><ul><li>Effective use of outsourcing </li></ul></li> <li> 6. Types of Knowledge dealt with by HR <ul><li>Core HR Knowledge: </li></ul><ul><li><ul><li>Underlying structure and logic of benefits and policies </li></ul></li></ul><ul><li><ul><li>How and why co. defines its employee groups </li></ul></li></ul><ul><li><ul><li>Relevant gov. regulations </li></ul></li></ul><ul><li><ul><li>Policies of other relevant org.s (e.g., unions) </li></ul></li></ul><ul><li>Knowledge about employees </li></ul><ul><li><ul><li>Skills, special arrangements, vacation, family, etc. </li></ul></li></ul><ul><li><ul><li>Employee and retiree groups </li></ul></li></ul><ul><li><ul><li>Contracts with employee and unions </li></ul></li></ul></li> <li> 7. More knowledge <ul><li>Knowledge about presentation and use of knowledge </li></ul><ul><li><ul><li>Different presentations for employees, family members, managers, auditors, healthcare </li></ul></li></ul><ul><li><ul><li>How employees put their questions? </li></ul></li></ul><ul><li><ul><li>Life events and company events </li></ul></li></ul><ul><li><ul><li>What needs to be in a plan description/policy manual? </li></ul></li></ul></li> <li> 8. More knowledge <ul><li>Company specific benefits </li></ul><ul><li><ul><li>Specific configuration of benefits and policies </li></ul></li></ul><ul><li><ul><li>Benefit plan design; knowledge of how people use benefits, employee demographics </li></ul></li></ul><ul><li><ul><li>Competitors plans </li></ul></li></ul><ul><li><ul><li>Workflow </li></ul></li></ul><ul><li>Healthcare providers </li></ul><ul><li><ul><li>Ways to determine coverage of an employee </li></ul></li></ul><ul><li><ul><li>Equivalent drugs </li></ul></li></ul></li> <li> 9. More knowledge <ul><li>Benefit providers </li></ul><ul><li><ul><li>Product offerings </li></ul></li></ul><ul><li><ul><li>Geographical range </li></ul></li></ul><ul><li><ul><li>Financial soundness </li></ul></li></ul><ul><li>Outsourcing </li></ul><ul><li><ul><li>Firms </li></ul></li></ul><ul><li><ul><li>Temp agencies </li></ul></li></ul><ul><li><ul><li>Compensation specialists </li></ul></li></ul></li> <li> 10. More knowledge <ul><li>Compensation issues </li></ul><ul><li><ul><li>Stock options (including stock price history; board actions) </li></ul></li></ul><ul><li><ul><li>Performance management </li></ul></li></ul><ul><li>Diversity issues </li></ul><ul><li>IT Partners </li></ul><ul><li><ul><li>How to interface to employee data in ERP </li></ul></li></ul><ul><li><ul><li>How to drive HRIS process to make it knowledge system </li></ul></li></ul><ul><li><ul><li>How to generate reports </li></ul></li></ul></li> <li> 11. Goal of HR knowledge system <ul><li>Answering employees questions and assist during self-service transactions </li></ul><ul><li><ul><li>Get info to employees automatically </li></ul></li></ul><ul><li><ul><li>Coaching on how to complete forms </li></ul></li></ul><ul><li><ul><li>Push what employees need to know </li></ul></li></ul><ul><li>Increasing the responsiveness of HR </li></ul><ul><li>Change the way decisions are made </li></ul></li> <li> 12. Knowledge system <ul><li>HRIS: conventional systems (Peoplesoft, SAP, Oracle, Baan) </li></ul><ul><li><ul><li>Offers automation of HR process: enrollment and repository of data </li></ul></li></ul><ul><li><ul><li>Integrate and share with other ERP modules </li></ul></li></ul><ul><li><ul><li>Generate broad array of reports </li></ul></li></ul><ul><li>Designed to bring efficiencies of current practices; cant respond to changes </li></ul></li> <li> 13. Data warehousing <ul><li>Model of HR-related data from a variety of sources </li></ul><ul><li><ul><li>Includes all sorts of information about policies, practices, employees </li></ul></li></ul><ul><li><ul><li>Ways of accessing the data and making sense of them </li></ul></li></ul></li> <li> 14. Knowledge system <ul><li>Encoding of knowledge about company policies, HR procedures, benefit plans, etc. </li></ul><ul><li>Key here is that knowledge is coded explicitynot just implicit in data </li></ul><ul><li>Possible components </li></ul><ul><li><ul><li>Knowledgebase: specialized database where knowledge is stored (e.g., eligibility constraints, rules on what must appear in a plan description. </li></ul></li></ul><ul><li><ul><li>Editing tools for entering data and keeping it curent </li></ul></li></ul><ul><li><ul><li>Algoritm for using knowledge correctly </li></ul></li></ul></li> <li> 15. Knowledge versus HRIS <ul><li>In HRIS, knowledge is implicit in software and data </li></ul><ul><li>In knowledgebase, editing of code by subject matter experts puts policies explicitly </li></ul><ul><li>Can reason (provide information not only about current situations, but potential futureif subject matter experts put this in system) </li></ul><ul><li>Self-service systems are good examples of problems (person has to look and find problem, rather than system being set up to answer problems) </li></ul></li> <li> 16. <ul><li>HRIS systems good, integrate data and transactions; off-the-shelf functionality, and conform to enterprise data model </li></ul><ul><li>However, does not allow people to be proactive in looking to answer questions of users </li></ul></li> <li> 17. What one should look for in commercial knowledge system <ul><li>Knowledge itself: templates for wide range of benefits, policies which must be set for particular company </li></ul><ul><li>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 </li></ul><ul><li>Company specific content (forms, documents, policies, plans): this data gathering process should involve procedures for examining company documents, interviewing people </li></ul><ul><li>Methodology for systems deployment: installing, populating databases, integrating with other databases, training, verifying data </li></ul></li> <li> 18. Vendors--continued <ul><li>Should have easy interfaces to data in existing databases (HRIS) </li></ul><ul><li>Interfaces to other common systems </li></ul><ul><li>Ability to link online documentsgovernment regulations, </li></ul></li> <li> 19. Performance Management <ul><li> 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 </li></ul></li> <li> 20. Historically <ul><li>Manual </li></ul><ul><li>Paper-based assessment </li></ul><ul><li>Did not load information into database </li></ul><ul><li>Organizations did less frequently than they want because of cumbersome systems </li></ul></li> <li> 21. Web-based performance management <ul><li>Uses email notification </li></ul><ul><li>Can be done quickly </li></ul><ul><li>Web-based means can be accessed anywhere </li></ul><ul><li>Can be broaderassess different competencies at different times and different behaviors under each competency </li></ul><ul><li>More frequently did performance management, faster responses in completing it. </li></ul></li> <li> 22. On-line recruiting <ul><li>Familiarize yourself with the Internet </li></ul><ul><li>Research the market </li></ul><ul><li>Define the target audience </li></ul><ul><li>Determine your search needs </li></ul><ul><li>Compare costs </li></ul><ul><li>Continue experimenting </li></ul></li> <li> 23. E-recruiting <ul><li>Since about 1995, huge increase in e-recruiting </li></ul><ul><li>Projections are that it could be $60 business </li></ul><ul><li>All organizations have web presence </li></ul><ul><li>Search engines facilitate finding some, but not all relevant positions </li></ul><ul><li>Questions: </li></ul></li> <li> 24. Questions <ul><li>How does an organization effectively use the Internet to find qualified individuals? </li></ul><ul><li>What are the best practices </li></ul><ul><li>How can an organization find those not currently looking? </li></ul><ul><li>What are major trends in e-recruiting? </li></ul><ul><li>How do we evaluate e-recruiting? </li></ul><ul><li>How effective has this been? </li></ul></li> <li> 25. Familiarize yourself with the Internet <ul><li>Benchmark other companies. See who is doing well, what you like, listen to others about discuss exemplars </li></ul><ul><li>Try to understand out things work on the Internet if you are unfamiliar </li></ul><ul><li>Actually take a class rather than rely upon others to explain it to youlearn the basics </li></ul></li> <li> 26. Research the market <ul><li>What can the Internet offer to you? </li></ul><ul><li>Consider using an online index or directory to find out which recruitment services are available (e.g., Google; Yahoo) </li></ul><ul><li>Visit sites to get more information </li></ul><ul><li>Find out the size and makeup of the candidate pool </li></ul><ul><li>See if this fits budget </li></ul></li> <li> 27. Define the target audience <ul><li>Each org has unique recruitment needs and thus you want to be exposed to different types and numbers of applicants </li></ul><ul><li><ul><li>Some what huge exposure </li></ul></li></ul><ul><li><ul><li>Others want to target certain groups who tend to surf in particular areas or might use key words (cf Google) </li></ul></li></ul><ul><li>Need to determine who is visiting your site, not just numbers </li></ul><ul><li>Be concerned also about geographical considerations </li></ul><ul><li>Be cognizant of diversity issues </li></ul><ul><li><ul><li>Certain ages, racial groups might be more or less likely to use Internet or surf in particular ways </li></ul></li></ul><ul><li>Key for success is narrowing search </li></ul></li> <li> 28. Determining your search needs <ul><li>Different search services offer different needs </li></ul><ul><li><ul><li>Some store resumes in a database (registered employers perform searches) </li></ul></li></ul><ul><li><ul><li>Some allow employers to create profiles of their organizations and post their jobs (allowing applicants to send in resumes) </li></ul></li></ul><ul><li><ul><li>Some services do job-matching (storing resume and job posting online and actively contacting both parties when there appears to be a match </li></ul></li></ul><ul><li>Last seems good, but often uses key words; success depends on selecting correct key words; also should not use generic titles (admin) </li></ul></li> <li> 29. Compare costs <ul><li>Some services free; others pricey </li></ul><ul><li>Have to weight what you get for the price </li></ul></li> <li> 30. Continue experimenting <ul><li>Internet is totally dynamic </li></ul><ul><li>No single answers </li></ul><ul><li>Look for new trends </li></ul><ul><li><ul><li>What image is created by web site? </li></ul></li></ul><ul><li><ul><li>Manipulating key words </li></ul></li></ul></li> <li> 31. On-line recruiting issues <ul><li>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) </li></ul></li> <li> 32. Skills-based marketing <ul><li>Currently have applicant tracking system which enable companies to identify top talent with such tools as: </li></ul><ul><li><ul><li>Skills-based screening </li></ul></li></ul><ul><li><ul><li>Prescreening </li></ul></li></ul><ul><li><ul><li>Ranking features </li></ul></li></ul><ul><li><ul><li>Candidate alerts </li></ul></li></ul><ul><li>Still wait for openings to advertise positions </li></ul></li> <li> 33. Skills-based <ul><li>Some idea of general skills you will need in the future </li></ul><ul><li>Solution is to advertise for skills you will need, rather than by job-opening </li></ul></li> <li> 34. Branding and reputation <ul><li>E-recruiting forces a company to come to grips with brand and reputation on potential employees </li></ul><ul><li><ul><li>Monster.com has better information about companys employees than company </li></ul></li></ul><ul><li><ul><li>External world better idea of companys workforce because of database of competencies </li></ul></li></ul></li> <li> 35. Internet recruiting strategies <ul><li>Company web pages </li></ul><ul><li>Job-posting boards </li></ul><ul><li>Internet advertising </li></ul><ul><li>Proactive candidate searches </li></ul></li> <li> 36. Issues related to internet recruiting <ul><li>Application processing </li></ul><ul><li>Quality versus quantity </li></ul><ul><li>Future strategies </li></ul></li> <li> 37. Company web pages <ul><li>Permits any look company wants </li></ul><ul><li>Advertisements can be linked to corporate sites </li></ul><ul><li>Can configure with search engines, enabling candidates to do searches, can also manipulate what comes up first </li></ul><ul><li>Sites enable on-line application or resume posting </li></ul><ul><li>Effectiveness depends upon frequency of updates and site maneuvability </li></ul></li> <li> 38. Company web pages-2 <ul><li>Recruiting page </li></ul><ul><li><ul><li>Company information </li></ul></li></ul><ul><li><ul><li>Job openings </li></ul></li></ul><ul><li><ul><li>Search function </li></ul></li></ul><ul><li><ul><li>Apply now!: submit resumes online </li></ul></li></ul><ul><li><ul><li>Career agent: </li></ul></li></ul><ul><li><ul><li><ul><li>feature allows applicants to complete detailed...</li></ul></li></ul></li></ul></li></ul>