How high is your CEO’s HRIS IQ?

by CompareHRIS on July 31, 2015

smart CEOOn occasion you’ll find a CEO willing to admit that they trust their gut more than the big data that is fed to them. There’s no surprise in this because we know that sometimes ego feeds the executive process. At the same time, the top CEOs at the top corporations individually advocate for more data, better refined, and universally accessible. Their interest in the power of data and analytics is evolving, and now the c-suite has yet another button to press on Human Resources. Your tech mastery had better be as high as your CEO’s HRIS IQ.

Here’s what has happened.

People competing for chief executive roles are coming from a new generation. “Generation” is not just an age issue. They come from an education and experience with different management values and mechanics. Pragmatic and analytic, they matured after 9/11 and shaped their career potential throughout the financial crisis of 2008.
They do not expect to use landlines, store info on CDs, or unfold a map. They think information is boundless and access is unlimited. And, they do not like to lose touch.

Are CEOs smarter than ever?

If CEOs feel they ride the crest of the tech wave, they need to ready themselves for even more explosive growth in dependency on technology. Start-ups anticipate yet another age in the nature of work with advanced processing and storage capacity redefining even the work of professionals, services, and managers. You have got to believe they are still paddling in place trying to stay ahead of the wave.

Nonetheless, qualified executives take the power data and analytics for granted in ways their predecessors did not. It does not make them smarter, but they are abled in different ways. They have seen their peers move on with the force of big data behind them.
Every major business leader model scores highly among the tech savvy. The new generation of CEOs has partnered towards the subjugation of finance, operations, and R&D through information technology. And, they are close to mastering inbound and outbound marketing.

Where does this leave HR?

It exposes Human Resources management to accelerated pressures to match those accomplishments.

According to CEO.com, “the majority of executives agree that big data will play a valuable role in the organization’s future.”  In an SHRM article, Kathy Gurchiek quotes Matt Ferguson of CareerBuilder: “HR is the new frontier for data science applications in business.” Ferguson notes, “CEOs are looking for HR to be just as data-savvy and digitally savvy as other areas of the company and take quick, measurable actions that move the business toward its goals.” It is fast becoming incumbent on HR leadership to:

  • Design and implement actionable talent data to move and satisfy the organization’s needs.
  • Offer data-based initiatives to cut costs and better use the labor force.
  • Collaborate and lead peers and functions to analyze and solve people performance problems.

So?

While Human Resource Information Systems continue to house and administer HR data, more is expected than numbers, records, and reports. HRIS has demonstrated its ability to handle large volume, but “big data” has come to be understood as a dynamic resource.

For example, HRIS has proven its ability to record and administer the work life of an employee from start to finish. But, that same data contains a wealth of information on which to recruit. That work life reveals how well suited an employee was for the work, what characteristics helped and what failed, and the progress that might be expected over time. It uses history to match candidates with work and predict performance and motivation response.

As your CEO’s HRIS IQ goes up, you can assume increased expectations. Treating these expectations as opportunities will advance your position as well as the wealth of your human capital.

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Accounting software and HRAccounting software is virtually a requirement for all businesses, and for good reason. At the beginning, small business owners might find Excel acceptable, but sooner than later, they move on to a packaged product like QuickBooks or FreshBooks. This will do the trick for the smaller businesses with the most modest of accounting demands but invoicing alone can take away precious time that could be used to build the business.

  • Simpler systems are referred to as single-entry accounting functions, a cash book not unlike your checkbook. You record incoming and outgoing cash. You label columns and roll out the transactions to show beginning and ending balances. Accounting software will run these processes for you, preparing invoices, writing checks, and archiving data. This serves most of the accounting needs of many companies such as work-at-home businesses, virtual assistants, and the like.
  • Double-entry systems process more sophisticated accounting and larger business requirements. Double-entry accounting software allows the user to prepare general ledgers, receivables and payables, inventory and fixed assets, sales analysis and time-billing, and more.

Perhaps unfairly, first generation programs were dismissed as mere bookkeeping systems because financial accounting usually applies to reports that are shared and public to auditors, agencies, and outside stakeholders. It is also unfair to claim that simple systems do not rise to managerial accounting with its predictive analysis that forges managerial decisions.

People Count – Forcing another Technology (HRIS)

All these systems focus on currency and calculations. These numbers provide informative data that has nothing to do with employees – on the surface. Profits, losses, expenses, appreciation and depreciation, gross and net proceeds, acid tests and other ratios – these have never been people issues in the GAAP discipline of financial accountants. This is where the Human Resources Information System comes in.

Human Resources Information Systems (HRIS) process employees the same way accounting technology processes numbers. It counts, tracks, sorts, and archives people and their administrative records. It can be outsourced, cloud-based, or proprietary in-house. It does payroll and pays related taxes and entitlements. It calculates and administers employee benefits, and it reports labor burden. The more sophisticated HRIS programs are scalable and facilitate employee self-service, track training and development, support talent management and even succession planning.

Software-Distinct

Unfortunately, single software that handles both the accounting and human resources disciplines are hard to come by – a sustaining business challenge. Interestingly, it reflects long held management biases that HR and Finance do not mix. When, as is often the case, Human Resources management reports directly to the CFO, the CFO’s primary interests lie in HR’s ability to meet managerial accounting benchmarks. Employee turnover remains a pricing issue, not a human one; Recruiting is an expense rather than a resource. In any case, HR historically was believed to not have a true grasp of the financial accounting discipline, and accountants are disciplined to see little beyond 12 columns of future.

A significant outcome of the increasing adoption of HRIS software has been the maturation of Human Resources’ strategic ambitions. As the software has relieved HR leadership of administrative tasks, it encourages them to accept chores and develop strategies that correlate with the managerial accounting futures the CFO wants to see.

Mutual Interest. Better Together.

HRIS and Financial Accounting software are not mutually exclusive and, when integrated, become indispensable tools for both disciplines. If the human resources and accounting managers are inclined, they can readily see and use their respective outcomes for budgeting, planning, and decision-making.

Accounting professionals mine historic data for its trending values; Human Resources finds history as dynamic as human behavior. The ability to integrate the perceptions reduces organizational silos and presents valuable real-time information to all stakeholders.

For example, Financial Accounting Managers want managers to assess employee performance at least annually because it is a management best practice. Human Resources want those assessments because of their predictive values. Now, there may be moments when Financial Accounting realizes the finance numbers do not promise enough future for those human performance predictive analytics to materialize. But, barring such a particular bankrupting crisis, they should appreciate that training, development, and succession-planning contribute to the return-on-investment. Today’s Human Resources Information Systems programs assure Finance executives that management is truly leveraging human capital to its maximum.

You can find and compare HR software systems using your own criteria with the HRIS Selector Tool on CompareHRIS.com.

You may also want to check out the Selector Tool on CompareAccountingSoftware.com to find and compare accounting software within your specific industry.

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HR Leadership vs the HRIS System

by CompareHRIS on July 17, 2015

HR leadershipMatching a Human Resources information system with a specific business’s needs can be problematic. Too many people mean too many things by HRIS: from an in-house proprietary system, to software purchased on the market, to systems interfacing with SaaS providers.

Unless the business is able to assess its needs clearly and fully, it will comparison-shop at a disadvantage. It may settle for a starter program of core personnel functions (HRMS) that lacks the scalability to grow with the business. Or, it may have expectations of the system’s ability to track applicants, analyze resumes, or manage talent. Any shopping should begin with resources like the compareHRIS.com HRIS Selector Tool.

Comparative shopping

Assessment includes data on the number of employees and the weights you assign to diverse needs like training, self-service, etc. The approach is analytic and informative and a good first step. The analysis does the legwork for you and adds dimension to your needs. It helps you differentiate one provider from another based on the same criteria and compares apples to apples.

Taking ownership

There is a difference between knowing how a system works and understanding what it can do. For example, HR management will not likely operate the system. Some HR tech will be the operational liaison; senior and mid-managers will interface with it for their silo interests; and employees will punch in for self-service. HR management will then monitor system performance, reporting, and outcomes.

But, it falls to HR leadership to grasp and exploit the system’s full potential. For example, a quality HRIS system will calendar and count completed training sessions. However, other cross-functions will align training with talent management needs. It will correlate the training completion with employee performance assessments. And, it will communicate the nature and availability of training sessions through the system.

Just in time

The HR leadership proves itself by taking that data and functionality and doing more with it. An HRIS system is a vehicle that works both ways. It discovers employee and operational needs, and it offers aligned solutions. For example, management can wait for employees to notice the available training, but quality leadership will use the system to facilitate a training push. The same system that schedules and records completed training can put the training in the employee’s lap, so to speak. The system will navigate, assimilate, and integrate the current needs of employee, operation, and corporation goals to present just-in-time learning. It pushes the training package into the employee’s court, enabling the employee to develop his/her talent profile, satisfy the line manager’s problems, improve the employee’s performance assessment, and move the business forward.

Efficiency is not a leadership metric.

The advent of HRIS and the exponential development of HRIS functionalities task Human Resources leadership with comprehending its potential while putting it to use. Increased departmental efficiency is usually the main selling point to justify investment in the venture. Efficiency and cost-effectiveness were the originating motives, and they have a way of dominating the installation, implementation, and utilization. The CFO is happy, the CEO is happy, and the stockholders are happy.

However, the role of HR leadership is to maximize system utility and potential. When effectiveness is measured in employee retention and productivity, the HRIS pays for itself very quickly.

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The 7 Secrets to Employee Motivation

by CompareHRIS on July 10, 2015

employee motivationRegardless of the business climate, maintaining motivated employees can be difficult for a manager or business owner. When it’s busy, they may feel overwhelmed, while the slow periods may leave them somewhat passive and unresponsive to customer demands. Still, it is the responsibility of management to deal with this issue. Here are a few strategies for accomplishing this goal:

Create a Motivated Environment 

The first step towards motivated employees is to create an encouraging environment for the behaviors you are trying to foster. At the very outset, you must determine who is enthusiastic and who is not. Then, counseling or terminating any influences that are derogatory or non-supportive is essential. In this manner, you will create a self-reinforcing environment that does not have to be constantly maintained.

This is the perfect environment for managers who love to lead by example. Embrace the motivated environment, nurture it and not only will you have great front-line employees but you will create a whole new generation of future company leaders.

Communicate Your Goals 

It sure seems obvious but many managers don’t realize that any decent employee wants to feel like a member of the team. It is essential that management communicate the overall goals of the project or the requirements of the job so that everybody is on the same page when it comes to results. Accomplishing this relatively simple task makes it possible for team members to make good decisions when confronted with a choice and also allows them to measure themselves against a less than subjective yardstick.

Accomplishing this goal requires time, energy and patience. Employees must be informed of decisions arrived at management meetings, updated about new policies and, most importantly, apprised of any new company developments that will change how the employees are evaluated and compensated. In this vein, particularly, it is necessary for managers to meet face-to face with any affected employees to explain what the changes mean.

Bring In the Boss

As they say, “nothing succeeds like success.” An appearance by the “Big Boss” can mean the difference between a lukewarm response to a new initiative and a fully engaged staff. It is a highly motivating factor if your staff sees that the highest levels of the organization are firmly invested in the success of a new initiative. Seriously, the mere fact that the CEO or even the regional manager is taking a personal, hands-on interest in a project will reap many benefits.

It is important, however, that this interest is not merely a memo or a videotaped, “Message from the President.” An engaged – and knowledgeable! – presence is necessary for this motivating factor to have the maximum effect on success.

Provide Opportunity

Opportunity in an organization cannot be only limited to management and the company as a whole. Instead, front-line workers and lower management must also see that their engagement in and support for these projects can reward them with bonuses, recognition and career advancement. It is the last factor that is most important as the most capable employees will look here for their motivation.

Some ways to facilitate this motivating factor is to include lower level employees in senior level meetings, as members of cross-functional committees and as true arbiters of the success of a project. These functions may not manifest themselves as a member of a committee but they are still powerful motivators for keeping the best people involved.

Address Employee Concerns 

Despite what the old song says, one bad apple can spoil the whole bunch, especially if they latch onto a legitimate grievance. It never ceases to amaze me that a manager will dismiss an issue that is essentially inconsequential to the company – that is, it involves a relatively small amount of money- but ignore its consequences among the bulk of his subordinates. In fact, managers are in their positions to handle just such eventualities and it is a nothing short of incompetence to mismanage the situation.

Simply having an anonymous “suggestion box” or providing some other way that employees can file a grievance without being identified is the barest means of addressing employee concerns. Much better are regular meetings where staff members are encouraged to participate. In addition, these meetings cannot just pay lip service to the complaints but must actively seek to redress the concerns.

Reward Success

This factor is where “the rubber meets the road.” I understand that there are all sorts of studies that purport to show how various types of employees respond to various types of rewards. This fact is all well and good when the employee is highly compensated and really doesn’t need any more money but it is of dubious merit when the employee is working for minimum wage and would rather have a better salary than a trophy. More simply put, reward success in the most appropriate manner possible.

With that said, it is not enough to merely acknowledge accomplishment. A company must come across with real value for a successful employee – whatever that means. Whether it is a raise, a bonus or even just recognition, it is imperative to “feed the need” of the employee.

Always Listen

In many ways, this is the most important aspect of employee motivation as it is the only way that you, as the manager or employer, will know if you are messing up – and, don’t kid yourself, this is the essence of motivating employees. They must know that the attention is being paid and that you give a damn. Think about it. For your company to be successful, YOU don’t really need to be happy, your employees DO.

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So, what’s your HRIS story?

by CompareHRIS on July 3, 2015

Your HR storyHRIS operations can be looked at as behaviors. Systems are supposed and expected to act in certain ways, and there are penalties to pay when they do not behave correctly. Most of you have a story about your employee data operation’s behavior before and after your HRIS installation. What’s your HRIS story?

The rationality of machines

Each step in an information process starts when another ends. Inputs gather and adhere to new steps until they become part of the outputs. As this combination of inputs and outputs grows, the “intelligence” multiplies.

“Wired” to respond to stimuli, humans grow in their ability to evaluate stimuli and act on them. Likewise, software becomes more “intelligent” as it and its designers learn to build in action selection, the ability to select among a map of paths to promote status or flow.

The story before HRIS

Human Resources began as and largely remains a bookkeeping discipline. It records, counts, averages, and forecasts. It counts employees, hours, and processes payroll for their labor performance.

The largest part of HR relates to processing the data, and before the introduction of HRIS programs, it was mostly manual. Process-centric, it appeared process-heavy, non-strategic, and an unproductive labor burden.

The execs with vested interest in personnel functions accepted this “necessary evil,” so long as these functions assured agency compliance and management of the risk attached to human behaviors.

Until company growth demanded it, office managers or payroll clerks could manage these processes. However, with company growth, the processes grew in volume and complexity. And, volume and complexity lead to more labor at the same time.

The typical story then was of the understaffed Personnel Manager who labored to satisfy the CFO with reports of cost savings, guarantees of agency and safety compliance, and assurances of a non-problematic and productive workforce.

The story after HRIS

Processes that kept Personnel aligned with Accounting easily fit into early versions of programmed spreadsheets. A convenient calculator and spreadsheet mechanics promised little import or potential to users.

Some pioneers, however, pursued breeding and integrating the capabilities, and HRIS evolved from convenient payroll processing well before the internet. Corporations expanded information technology because of its values to finance and operations. Innovative software providers introduced programs to help sales and marketing; others designed work to support research and engineering.

Smart corporate decisions drove providers to simpler and stronger integration of purpose and system. And, in time, HRIS providers would compete to serve all corporate needs: personnel management, employee recruiting, performance assessment, enterprise resourcing, customer management, and more.

As HRIS capacity grew, it became a major corporate partner, providing the data for and means to major decision-making. As its expertise has deepened, it has freed HR leadership to devote more and better time to strategic planning and development.

What’s your HRIS story?

If, at age 60, you are still in HR leadership, you have either grown with the advances in HRIS, or you still struggle with largely manual processes in organizations so small that HRIS may not be cost effective.

If you are 40 to 50, your role has coincided with the advances in IT systems, the internet, and the Cloud. That gives you options to expense full commitment or leverage your position for HRIS customer concessions.

If you are 30 to 40, you have not known Human Resources without HRIS. It shapes your personnel staffing, job descriptions, and functional reports. More important, it affords you the time and wherewithal to influence and fulfill organizational goals.

If you are 20 and interested in an HR career, you will follow a career path that has been fully redesigned in the last 25 years for the first time since its launch after WWII and subsequent geopolitical upheavals with irrevocable effects on social legislation and contemporary demographics.

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HRIS Trend Towards Single Vendor Solutions

by CompareHRIS on June 25, 2015

HRIS SolutionsSo much of what you read about HRIS solutions makes you think that every Human Resources user needs the same thing. It makes you think that HRIS works best in global environments and may be much more than you need at the time. It leaves you thinking that HRIS programs are delivered whole and that they expand like other business systems. The fact is: More businesses are moving towards single vendor solutions for their complex and shifting needs.

What you need is some fact checking.

Human Resources information systems have developed over two generations. Like anything else, they have developed at different paces and on different planes. Some systems installed in-house, some sold as packages, and others enabled third-party providers.

Businesses – differing in size, industry sector, and technology readiness – bought into different systems at different times. At any given time then, HRIS serves myriad interests in an array of applications. The complexity and dysfunction this can create moves business customers towards single vendor solutions.

Corporations routinely age or grow out of one system or another. Despite this, “47% of participating companies have used their current HRMS/HRIS for more than seven years.” The routine response is to upgrade what they have rather than replace it. Change is difficult, and factors such as key personnel change, preference of one product to another, and additional expense hinder the decision to act. Thus, a fluid dynamic underlies implementation, administration, and decision making.

What you have is patchwork.

Katherine Jones references a Bersin Report on investment in human capital systems in a recent article on Human Resource Executive Online®. Of the companies surveyed:

  • 11% have 10 or more talent-management systems.
  • 38% have started new talent-acquisition programs.
  • 25-30% have implemented new learning-and-development or performance-management software solutions within the last one to three years.
  • 54% are considering purchasing a new HR or talent-management technology in the next 18 months.
  • 90% are replacing their existing solutions.
  • 10% intend to add new solutions.
  • 24% will replace an existing HCM application.
  • 66% will do both: replace existing software and add brand new solutions to their human capital environment.

This spectrum of demands and purchasing decisions does not suggest any particular dissatisfaction or disappointment with any specific provider or process. It basically emphasizes the volatility in the market partly driven by high performing industry leaders.

What you see is a single vendor syndrome.

The Human Resources technology in place has appeared in segments over many years. A company may have a supported payroll system but still manage its own personnel performance processes. It may have HCM, ERP, ATS, LMS, and more or none of these add-ons.

However, one thing that is happening is that both executive decision-makers and HR management have come to expect the maximum from these systems. What had been a “necessary evil” has become a central management tool, one idea that crosses all functional silos, the one means to integrate the data required of quality decision-making. So, what you see is a strong move towards single vendor solutions.

Single vendor reliability:

  • performs core Human Resources functions
  • reduces systems interface problems
  • eliminates conflicting upgrades
  • simplifies and universalizes training
  • centralizes recruitment, performance assessment, talent management, compensation, and benefits
  • communicates news, culture, and opportunities
  • provides personal and performance analytics

In addition, these single source providers are cloud-based, and that provides deal making advantages:

  • Scaled down capital investment
  • Savings on administration
  • Fast utilization and consequent scalability
  • Reduced load on existing technology functions

What you want is a life cycle system

By replacing, coordinating, and integrating various human capital resources, single vendor cloud-based HRIS will up the ante. The performance quality and menu of solutions will differentiate their appeal and add value to their unique business proposition as single vendor solutions.

Resource: Jones, K. (2014, April 4). Buyers on the rise. Retrieved June 19, 2015, Human Resource Executive Online

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Employee Engagement and Next Generation HRIS

by CompareHRIS on June 17, 2015

HR partyFor more than a generation, HRIS has been a useful business tool. Managers and executives have used it and valued its utility. In most cases, that has been a casual assessment, another software application that everyone has come to take for granted.

However, the next generation HRIS products bring something extra to the party – the data and integration that supports strategic planning. The HRIS packages that once provided data and reports for HR management to paraphrase for the executive suite now support Enterprise Resource Reporting, Inventory, Accounting, and other organizational silos.

A new dependence

Executive and senior management finds itself facing new facts. It’s not just an issue of counting heads, running payroll, and crunching some numbers. Talent is harder to find and retain, and that affects quality and productivity immediately and lastingly.

Managers with experience in top performing businesses come to the office with HRIS usage behind them and with higher expectations of its potential tie to their success. They know what it can do, and they see it as a means to leverage human capital and to grow the business.

A new approach

Most HRIS systems have had some level of interactivity. But, in next generation HRIS that interaction has become a strategic tool as it improves employee engagement. There is still the data bank of employee information, including all the detail that personnel clerks have sorted, filed, and archived in the past. But, employee access lets them view, verify, and edit the data.

Their participation relieves HR of routine tasks – employees have taken ownership of the interactivity. It empowers them with fast access to personal information, employee benefits, and training programs.

As they clarify, fix, and expand their data, employees improve the content while reducing inquiries and needs. Self-service increases employee engagement, their sense of belonging, and increases their sense of accountability. It ties remote employees to the corporate culture and gives employees the info they need to pursue new jobs or apply for advancement.

A new HR

HRIS has changed the career potential for HR professionals who can see past its administrative support. They have to step up to increase their technology skills and their ability to manage vendor relationships.

In addition to personnel administrative functions, HRIS offers up an inventory of features:

  • Cost per hire
  • Benefits as a percent of operating costs
  • Employee turnover rates per job and organizational function
  • Turnover and replacement costs
  • ROI on training and on human capital investment

Historically, the price, accessibility, and sophistication of HRIS software have succeeded somewhat as a function of business size:

  • In small organizations, HR personnel risk a struggle for control with their HRIS.
  • In growth organizations, HRIS demands more of its HR practitioners. They have more time for risk management, a better opportunity to immerse themselves in finance and operations, and a mandate to process and share the system analytics.
  • In successful organizations, the new generation HRIS takes over all the functions that get in the way of Human Resources pursuing its newly valued role in building systems, collaborating across the organization, and helping people grow with and into a culture of success.

Strategic HR moves past using HRIS as a device towards making it a transformational mechanism that drives business development and decisions. It moves past using HRIS for its efficiencies and more for its end-user needs and engagement. It promotes employee engagement, ties them to the operational systems, and makes them strategic partners.

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job performance assessmentThere are two absolute laws of performance assessment. One is that everyone hates the process. The second is managers have short memories and employees have long ones. A manager will likely forget an employee’s good work shortly after recognizing the work. The employee, on the other hand, never forgets that the manager said, “Good job!”

Bring Your Own Device

In a BYOD world, recognizing, measuring, and managing performance is found easier by managers and fairer by employees. Devices and their mobility engage the participants, archive performance details, and prepare objective assessments.

Mobile devices and the technology that supports them have become a tool and a resource. How your HR information systems facilitate and interface this ability – effectively and efficiently – is central to process productivity, compliance fulfillment, and employee retention.

Performance Assessment Potential

Legacy performance assessment has been a paper and labor-intensive managerial task. Despite a best effort by the manager, the employee waits to hear the other shoe drop. In a world of 0.03 increases, the process frustrates everyone and produces zero quality development.

Management needs:

  1. A plan to progress in terms of strategic growth for individual performance, operational function, and accountability outcomes.
  2. Tools to track, verify, and monitor work, analytics to interpret and predict trends, and to identify performance and quality problems.
  3. Define key performance indicators aligned with business goals, customer satisfaction, and regulatory compliance.
  4. Cross-functional reports of summary and real-time performance.

Employee needs

A recent Microsoft commercial points out that it is not the device that is mobile. The owner is mobile, and the device accepts that and further enables it. It is time the employees’ needs (below) determined the direction and structure of performance assessment.

  1. A well-communicated vision of the tie between individual performance assessment and corporate needs and objectives.
  2. Clear key performance indicators simply demonstrated on dashboards, scoreboards, and graphics.
  3. Simplified and personalized complex analytics that the employee can verify, adjust, and/or provide feedback.
  4. A sense of ownership and engagement that allows the individual to report the “why” as well as the “what” of the performance.

HR system needs

Transformational performance assessment requires systems that serve manager and employee needs. Fundamentally, it challenges users to move forward from a retro-review that appraises performance as history. You want to stop measuring “What did they do?” and start measuring “Will they get us there?” It is a case of “continuous planning and rolling forecasts” (Filippone, 2012).

HR organizations

This thinking runs the risk of confusing all sorts of processes and levels of performance management. However, that is precisely the point. Human Resources needs the flexibility, adaptability, and scalability expected of other business functions. And, the easy accessibility, active engagement, and personal ownership of mobile access – and the HR software that makes it happen – decides that future.

Works cited
Filippone, T. Y. (2012). Human Resources Transformation: is it driving business performance? HfS Research, Ltd./PricewaterhouseCoopers LLP.

Image credit, http://www.pwc.com/us/en/people-management/publications/hfs-hr-transform.jhtml

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smartphone usageHow mobile are you and how mobile do you need to be? Frankly, you may be losing ground if HR, managers, and employees cannot access your human capital management ambitions and its technology platform when they want. Every user expects your HR technology to meet or beat the brains in his or her smartphone. Consequently, you should be maximizing your HCM mobility for the smartphone generation.

Research says…

The PEW Research Center reports, “64% of American adults now [2015] own a smartphone.” More pertinently, 10 percent have no broadband service other than their phone plan, 15 percent have limited options for online access, and 7 percent have limited options for online access and no broadband service at home.

Of the smartphone users, PEW identifies the traffic as shown here. It also finds that young adults, non-whites, and low income Americans are especially dependent on smartphones for online access. In addition, lower-income users are likely to seek employment on their phones, and young adults seek work, educational content, and health-care information. All these inquiries represent the work of legacy HR.

Katherine Jones, Ph.D. and Sally-Ann Cooke, researching for Bersin by Deloite (May 2015) claim that 93 percent of the studies show HCM solution providers support HR mobile applications. Since budgets began loosening, vendors have directly addressed the high demand issues of their HR customers.

Talent Acquisition and Placement

Recruiting has never been a solitary task. It “takes a village,” so to speak. And, if the research shows that you need talent and that the talent is looking for work, what you need is an engaging, accessible, and analytic tool.

Recruiting consists of a series of transactions. The more mutual and simplistic these transactions are, the happier for everyone. A fully integrated HCM platform does more than enable a phone conversation.

  • It provides forms, job descriptions, and other content.
  • It facilitates voice mail, email, and texting.
  • It permits video and conferencing applications while it sorts and archives the data.
  • It feeds a talent pipeline and makes information available to hiring teams.

Placement starts with qualifying and verifying, all of which can integrate with set-up. The platform shares the content and the process. And, it begins the operational onboarding by assigning identity, security, equipment, phones, and so on.

Present and Future

Anything that can improve employee engagement benefits the organization. Executives and managers across the operation participate in decision making on employment, performance, and dismissal. And, more and more of these transactions take place through media.

  • The present asks HR professionals to revisit where they have been, determine what they need, and communicate to their software providers how they can step up to meet the challenge.
  • The future asks vendors to teach HR what technology can do and to understand how it can best serve their needs in the future by maximizing the interactivity.

The cloud makes all this easier and better. It makes it “fun” for users and supportive to your needs and the corporation’s. It welcomes recruits to use their phones to verify personal information, access benefits, participate in performance assessments, review hours and pay, join in processes, provide feedback, and more. Fundamentally, your HR customers place a lot of faith in their smartphones. They want the assurance that your HCM platform can do everything they think the phone can handle. And you provide that by maximizing your HCM mobility for the smartphone generation – planning way beyond their perceived needs.

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micromanagement in hrJust using the term, micromanagement, much less employing it, often gets a bad rap from mediocre managers; the better ones understand that the practice is well-deserved in many instances. In fact, some employees – usually the ones at the top of the list for dismissal – require almost constant oversight to get any value out of them. Unfortunately, this process can significantly impact your own efforts. Here are a few tips for improving the situation:

Provide an Overview – While it is your job to have the vision, you will often be surprised by what your subordinates can contribute if you just give them a chance to voice their thoughts. A meeting where the overall view of the project is described is the perfect opportunity to meet this goal and get some very valuable feedback from those who will actually have to accomplish the task.

Identify Key Points – At this point, leadership truly does come into play as you must clearly delineate the key points of the initiative. Identifying where your team should be headed is the essence of micromanagement – and any other kind! Ignore this step and you will be neck-deep in issues that are completely unrelated to your statement of objectives.

Detail Complete Tasks – When delegating tasks, it is sometimes tempting to break it up into more manageable elements to monitor progress. Unfortunately, this also stymies the initiative of your subordinates. Instead, instruct them on the entire scope of the project and see where they can lead you. It’s a no-brainer.

Communicate the Needed Outcome – Ultimately, a project is about delivering results – for you and for your subordinates. The end product should be determined at the very start so that everyone knows where they are headed. In addition, milestones should be established so that your entire team can understand that they are making progress. Anything less can be seriously demoralizing and demotivating.

Add a Little Extra – Everyone understands that their salary is dependent on them satisfactorily meeting their goals. It is the nature of the workplace. Still, a little extra incentive never stopped any project from being completed a little faster or with some better functionality. Not to be demeaning, but throw your subordinates a “bone” once in a while. You will be surprised at how much value you can get from a pair of tickets to an art show or a basketball game.

Share the Final Rewards

The completion of a large project demands a reward of some type or another. In addition to recognition, your team members should be rewarded with opportunities like presenting to upper management or given other ways for them to be noticed. In other words, don’t hog all the glory of a successful project for yourself.

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