Deploying technology to deliver results

Many will recollect the vintage Personnel Departments where stacks of files and reams of forms were stock in trade. The Personnel Officers were busy processing forms and maintaining records, submitting one report or the other almost all day long, intercepted by meeting with union representatives or few employees then again going back to those stack of papers. Senior managers too were doing nothing very different, except they had Assistants to get the reports. Personnel Department was considered a support function by business leaders who called the organizational direction. And those in the erstwhile Personnel department took pride in calling their function “grease that oiled the organization’s wheels”. One day folded into another, predominantly doing transaction work. How times have changed. HR function today stands out as a major strategic partner to business and HR professionals are shaping organization’s destiny.

But has HR become smarter? Has it leveraged technology to make a bigger impact? And have the HR professionals kept pace with the times and become technology savvy? And in doing so, have they freed themselves from service delivery mode and become partners to business?

HR service delivery will continue to assume a greater importance as businesses combat challenges of spiraling cost, demands of global workforce and processes, need for instant and round the clock information, flexible and changing organizational boundaries and of course rising customer expectations.

HR function has been a late entrant into the area of making technology work to its benefit. Technology can provide HR professionals scope to dramatically improve and automate processes and at the same time, streamline delivery services, besides reducing cost of such activities. Decision making process and employee satisfaction can improve substantially as the workplace embraces higher level of technology. In many organizations, HR services delivery has been adversely impacted due to ineffective use of technology.

As per Forrester Research, HR professionals spend nearly 50% of time on administrative activities. Much of this can be saved with implementation of HR Management Systems which would eliminate routine paper work besides reducing costs by automating basic HR activities. It would also facilitate better decision through accurate and timely reporting and analysis.
Hackett Group study found that high-performing world-class companies operated with 16% fewer HR staff than the others mainly by more efficient use of IT. Self-service technology contributed to higher levels of efficiency and productivity and simultaneous reduction in costs. The study also established that HR leaders in these companies had a deep understanding of technology and made a strong effort to derive as much value as possible from the technologies they had deployed.

Use of Second-Life concept to onboard new employees and inducting them into company culture has received favorable response from tech-savvy generation. Besides using technology for basic activities like disseminating information on company policy, benefit enrollment; organizations are now using it extensively for talent Management, skill development, self paced learning and simulations. It has made significant stride in improving communication with employees through simple yet highly effective techniques like e-notice boards, interactive chat forums, share nets, virtual town hall meetings etc. Even use of Podcast as means of disseminating knowledge or information is fast gaining popularity for its simplicity and acceptance by younger generation. Technology is being leveraged to build employees’ skills though ‘Touch Point’ calls or short e-meetings which enable employees to discuss business and technical topics with experts in a small group setting. Use of 'Mail Cast', a five-minute, flash based tutorials is a creative way of spreading knowledge, convey policies and processes and also provide an interactive learning platform, it provides good pointers in those few minutes.

Despite current economic challenges, progressive organizations are continuing to invest and find value in HR technology systems. According to a Towers Perrin's study of HR service delivery and technology, close to a third of the respondents have increased their investment in HR-related technologies, and 55% are maintaining their technology budgets at 2007 levels. For organizations to sustain or even increase their HR-related technology spend in a year of such economic uncertainty and cost-cutting is a testament to the importance companies are placing on managing their talent and having the right systems and capabilities in place to do that well.
The human resources function in its journey of evolution is migrating from an isolated back office and occasionally bureaucratic function to one that is viewed as a competitive advantage helping organizations achieve strategic business objectives. A little help from technology is going a long way …

Workforce Analytics and HR

Not only does the development of workforce analytics such as cost per hire, time to fill, absence rates, benefit costs per employee and other metrics change the way human capital issues are viewed outside of the HR function, it is also helping to transform HR into what is known as a “decision science.” HR as a decision science means that as a function it has analytical rigor and empirical precision with a measurable impact on business results. The use of workforce analytics supports this by helping to define what is to be measured in order to better understand the return on investment of HR programs and processes and using the data derived from these measurements to make further improvements and drive change as it relates to human capital and talent. As Boudreau and Ramstad write in their work on a decision science for human capital talent, “the marketing decision science enhances decisions about customers, and the finance decision science enhances decisions about money, so a talent decision science should enhance decisions about talent, both within and outside the HR function.”

The evolution of HR into a decision science depends largely on the ability to measure human capital accurately because, without measurement, the human capital notion is just a concept and difficult to apply in the real world. Increasingly, measurement and application depend on technology, especially when forecasting or using complex calculations that take into account a large amount of data. As a result, new technical applications are being developed across HR functional areas and may be used to better link HR functions. For example, workforce analytics were first developed with a significant focus on the cost of benefits and compensation, while knowledge management systems were developed to track and measure company skills, knowledge and the effectiveness of training programs.

As human resource technologies evolve, it will become easier to link human capital measurement systems and, in so doing, better understand how different types of human capital interventions relate to and impact each other.

Peak Performance

When assigned with an important task it is essential that one establishes a series of yardsticks or measures that can be used to evaluate progress, day by day & hour by hour. The more clear & specific the measures set, the more accurate will be one, in hitting targets on schedule.

If a task needs to be accomplished, then resolve to accomplish at least one specific part of a larger goal each day, & never miss a day. Without imposing oneself in the form of deadlines no task can be accomplished.

By focusing on the task, one’s performance on the job is already at work. Consistency in performance will only lead to superlative results. There are 3 keys to peak performance in achieving goals.

• Commitment: Make a firm commitment to achieve a particular goal. This will put aside all excuses, it is very much like stepping on the accelerator of one’s subconscious mind. This will help is one being more creative, determined & focused than ever before. The people who are in the top positions are those who make clear, unequivocal commitments & then refuse to budge from them, no matter what happens

• Completion is the second ingredient in peak performance. There is a big difference between doing 95 percent of a task & doing 100 percent of a task. In fact, it is very common for people to work very hard up to the 90 percent or 95 percent level & then slack off & delay the final completion of the task. This is a temptation that one must fight against. Instead one must continually force, discipline themselves, to resist this natural tendency & push through to completion

• Every time when you complete a small task, you feel happier. When a large task is complete, one feels happier still. When various steps on the way to the completion of a large task are finished, at every achievement one gets an endorphin rush. One feels continuously happy & exhilarated

• Closure. The third C, after commitment & completion, is “Closure.” Bringing closure to an issue in personal or business life is absolutely essential for to feel happy & in control of situation. Lack of closure – unfinished business, an incomplete action of any kind – is a major source of stress, dissatisfaction, & even failure in business or at work. It consumes enormous amounts of physical & emotional energy

“Depend-ability” – Completion of assigned tasks in the said order will earn one the tag of “Depend-ability”. This has a direct bearing on compensation and promotion.

The happiness & the enjoyment which one achieves as a result of completing any task well are indescribable. The feeling of fulfillment, achievement puts us on a pedestal & we are eager to take on more & more difficult project as a challenge. Thus, one’s mental state will always be high & positive. When one attaches pleasure & happiness instead of pain while discharging function, one gives PEAK PERFORMANCE.

Unlocking Human Potential through HCM

In a fast-paced world there are many challenges that companies / business leaders must rise up to meet. Business infrastructure, cutting edge communication systems, information enriched processes etc. Though business confidence of leaders has been very high, they are concerned about sustaining performance.

Performance can be sustained by harnessing Human Capital within the organization rather than cost-saving-dominated IT agendas. This is a complex task for business leaders and HR who have to manage teams across geographies and cultures.
The solution to this complex task is Human Capital Management (HCM) software. Organisations are expanding their use of HCM. Some are using sophisticated tools to identify and implement people programs that impact business results directly and dramatically. These organizations produce significant return on investment and revenue growth.

The changing role of HR
Increasingly, HR professionals are required to be strategic partners in managing the people resources of an organisation. In this new role, HR is responsible to
• Automate key strategic and administrative HR processes
• Streamline and decentralize employee services & practices
• Communicate effectively and transparently
• Provide on-demand reports and analytics

A HCM technology helps HR make a paradigm shift from being processes managers to strategic partners. Companies are web-enabling their HR function to get rid of complexities, and boost productivity.

Strategic HCM processes including performance management system, training management, will see more aggressive adoption and would be linked to business plan.
Organizations with sophisticated requirements for strategic processes such as performance management and training management can usually find more robust functionality from a specialized HCM vendor.

Getting the Most out of HR Software

To receive organization-wide endorsement and financial approval for new investments in a strategic HR solution requires a thorough business case that pinpoints all costs, potential benefits, and even project risks. The case for investing in HR software in your company depends on certain key parameters:
· Do you consume over 20% of your total operating costs on your people?

· Does hiring and retaining talent feature regularly in your strategic &meetings?

· Are you looking for way to better align individual performance to business goals?

· Are you creating a new performance culture within your company?

· Are you looking at cutting costs of delivering HR services and processes?

· Do you wish to forecast and plan people programmes to deliver measurable outcomes?

As a first step, define your company's goal for investing in new HR software. Next, be sure that all stakeholders are committed to the project. Lastly, create the cost-justification business case - a time-honoured financial analysis to assure that an investment will meet certain payback criteria for the organization.
A credible, realistic business case arms the IT and HR teams with the quantification needed to win over skeptics -- most often a CFO or even a board of directors. It also helps the core team move beyond their emotional connection to the solution and make the case pragmatically, enabling others to perceive the wisdom in the investment, and make a rational decision. However there are certain guidelines you should consider:
Project costs by measuring the one-time and on-going investments required in the solution. What are the tangible benefits like HR productivity improvements, improve employee retention, strategic business impact, lower employee turnover costs, reducing training, administration and total employee costs, compliance and error reduction. Apart from that you need to check the intangible benefits too like brand and strategic advantage, competitive advantage, intellectual capital.
Also the need to consider Project risk is of utmost importance. Risk adjusted analysis is a critical element of the business case, especially with our low tolerance for failure in today’s business environment.
Proven HR software should provide payback between 12 to 24 months, with a 3-year ROI of 150% when deployed to suit specific business needs.

Performance Management

In this fast moving competitive world, performance management is the key to ensure employee productivity in an organization. It provides an objective platform for setting, tracking and appraising employee performance. It helps HR establish an objective performance culture, develop career plans, allocate compensation efficiently and nurture outstanding performers.
Some features include:

• Employees can identify and set goals aligned to corporate objectives, in collaboration with the managers.

• Collecting of feedbacks from various angles is possible thereby making it a 360 degree feedback system which helps to identify leadership potentials.

• Generate on-demand margin analysis report for realistic budgeting.

• Organizational as well as individual performance is aligned through the normalization process.

• Goal status and modifications can be reviewed periodically.

Performance management is sometimes confused with Performance Appraisal, but Appraisal is just the final part of the management cycle. In short, Performance Appraisal is a backward looking process, whereas Performance management is a forward looking process.
Through performance management organisations can align their workforce to goals and objectives, with the power to be responsive to business opportunities and deliveries.

E-Reqruitment - The Hottest Trend

The hottest trend in the recruitment business is the ‘E-recruitment’, also known as online recruitment. It is the use of technology for assisting in the recruitment process.With the passage of time, many job portals have been launched in India, be it Naukri.com, Shine.com, Monster.com, they all are acting as a tool for providing job opportunities to people. Many organizations also use there own website or its own intranet for the same.
eRecruitment transforms the recruitment function into a faster, simpler, effective process by aligning the process with organisational benchmarks, right talent and position requirements across locations.
Here are a few pointers to gain maximum effectiveness from eRecruitment:-
• To measure the effectiveness of online recruitment, set up the metrics for recruitment spending.

• In order to attract the right candidate, a detailed job description should be given.

• Give a precise and unambiguous questionnaire to reduce time in searching for a suitable candidate.

• Applicant tracking system should be of a high quality and should be integrated with the back-office.

• Develop a comprehensive website to receive and process job applications whether through direct or online advertising.

There are many benefits of eRecruitment as it is much faster than traditional modes of recruitment. Despite the fact that Internet has a low penetration in India, e-recruitment is picking up speed due to its flexibility and cost benefits and looks like its here to stay.

Shift Management

Shift work is a form of work scheduling involving a process in which a group of workers succeed each other at the same workstation in shifts. The shifts can be organized either in a rotating, a continuous or a discontinuous fashion. Notwithstanding the patterns of work scheduling, it has been unequivocally accepted that shift work in general disrupts biological rhythms, sleep and social life. In addition, shift work leads to a number of clinical and non-clinical problems. It retards human performance and increases the chances of occurrence of major industrial accidents.

However in order to get rid of such occurrences, firm’s are seeking software’s which provide them with Shift Management facility. By using such Shift Management Systems the company can gain complete control of rotating employees, know availability with easy linking to departments like transport to facilitate people management.
Some systems have features like:

• Assign / Rotate employees through various shifts

• Present overview of employees working in any shift

• Link shift roster to the transport department and schedule pick-ups.

By applying such systems to use, there can be optimization of human shift work which in turn would minimize the occupational health hazards among shift workers. This will result in increasing their performance and augment the productivity of their organization.

Payroll Software

In this world of mergers & acquisitions and increased employee mobility, the payroll system is becoming complex and tedious to administrate. But technology has considerably eased this as it is now possible to run payroll software from a single point for the entire network using no more than a single database.

Such software has many advantages, which help firms deliver accurate, secure and punctual payroll services without the administrative tedium. Some of the advantages are:

• Companies can easily create multi-company payrolls with unlimited number of employees.

• Calculate tax, gratuity and medical credits calculation

• The software is fully compliant with statutory and legal requirements.

• Considerably reduces the workload on HR and Accounts staff, facilitating privacy, error-free information and speed in accessing payroll details.

• Define formulas with Formula Builder for custom calculations, specifying special conditions

• Reports – Bank transfer reports are prepared bank wise, currency wise

• Apart from HRMS security, User Level Pay Group security (access) is available in payroll. This facilitates the user to view only the pay groups to which they have given rights.