Human Resource Information Systems

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A system which seeks to merge the activities associated with human resource management (HRM) and information technology (IT) into one common database through the use of enterprise resource planning (ERP) software. The goal of HRIS is to merge the different parts of human resources, including payroll, labor productivity, and benefit management into a less capital-intensive system than the mainframes used to manage activities in the past. Also called Human Resource Management Systems (HRMS)


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Human Resource Information Systems

  1. 1. Human Resource Systems 1
  2. 2. Human Resource Systems What Do Managers Do? Managers Get Things Done Through People 2
  3. 3. Human Resource System What Is An Organization? • Consciously Coordinated Social Unit • Functions On A Continuous Basis To Achieve A Common Goal 3
  4. 4. Human Resource Systems What Are Management Functions ? Henri Foyal’s: • Plan • Organize • Command • Control • Coordinate 4
  5. 5. Human Resource Systems In The 21st Century: • Planning • Organizing • Leading • Controlling 5
  6. 6. Human Resource Systems To Plan: • Organization Goals • Establish Overall Strategy To Achieve These Goals • Developing A Comprehensive Set Of Plans To Integrate And Coordinate Activities 6
  7. 7. Human Resource Systems To Organize: • What Tasks To Be Done • Who Is To Do Them • How Tasks Are To Be Grouped • Who Reports To Whom • What Decisions Are To Be Made 7
  8. 8. Human Resource Systems To Lead: • Motivate • Direct The Activities • Select The Most Communicative Channel • Resolve Conflicts 8
  9. 9. Human Resource Systems To Control: • Monitor Organizational Performance 9
  10. 10. Human Resource Systems Why Do We Need Management • Speed Of Change – Technological Developments To Competitive Strategies • Forces That Affect Organizational Performances – Government Actions, Expectations Of Employees Are Complex. 10
  11. 11. Human Resource Systems (In lighter sense…) Put Employees Into a room with only a table and two chairs. Leave them without any instruction and check back on them in two hours. If they have taken the table apart... ...assign them to engineering. * If they are counting butts in the ashtray... ...put them in finance. 11
  12. 12. Human Resource Engineering • If they are talking to the chairs... • ...assign them to personnel* • If they are sleeping... • ...they are management material. 12
  13. 13. Human Resource Systems • * If they do not notice when you walk in... • ...place them in security. * • * If they Leave Early.. Put them In Sales 13
  14. 14. Human Resource Systems…on a serious note Ten Specific Managerial Roles • Grouped Under Three Primary Activity Centers – 1.Interpersonal 2.Informational 3.Decisional 14
  15. 15. Figure Head Leader Liaison Human Resource Systems Interpersonal Role 15
  16. 16. Informational Roles • Monitor • Disseminator • Spokes Person 16
  17. 17. Human Resources Sysytems Decisional Roles • Entrepreneur • Disturbance Handler • Resource Allocate • Negotiator 17
  18. 18. Human Resource Systems Henri Fayol – Focus On Managers’ Job Organizational Functions Were Included - Purchasing Planning - Production Organizing - Sales Directing - Finance Coordinating - Accounting Control - Administration 18
  19. 19. Human Resource Systems • 20th Century Concept • Federick Taylor pioneered “Scientific Management Movement – Observation of People Through Time And Motion Study, Importance To Task • Lillian Gilbreth – Analysis And Synthesis On The Basis Of Goal Setting • Henri Fayol – Administrative Principles – Elevation Of Management From Shop floor To The Entire Organization 19
  20. 20. Human Resource Systems • Max Weber’s – Bureaucracy Theory • The Great Depression Led To Behavioral Approaches • Elton Mayo’s Hawthorne Studies At Western Electric • Humanistic Psychology – Abraham Maslow, Douglas Mcgregor 20
  21. 21. Human Resource Systems • Mary Parker Follet – Administrative Behavior – Reciprocal Nature Of Power, Power As An Agent Of Change • The Contingency Perspective – “It All Depends on Situation”. 21
  22. 22. Human Resource Systems Social Sciences - Psychology - Sociology - Social Psychology - Political Sciences - Anthropology 22
  23. 23. Human Resource Systems Management Is The Practice Of Directing, Organizing, And Developing People, Technology, And Financial Resources In Task Oriented Systems That Provide Product And Services To Others. 23
  24. 24. Human Resource Systems Links With Organizational Strategy – How? • A Major Airline Implements The Purchase Decision Of Buying Four New Airbus A380s – 600 and 800 Seat Super Jumbo Aircraft. • This Aircraft Is A Flying Palace Spacious Enough To Feature Sleeping Quarters, Shops, Exercise Rooms. 24
  25. 25. Human Resource Systems What Are The Major HR Implications? 25
  26. 26. Human Resource Systems • The Most Experienced Captains With The Airline Will Need Training • Training Needs Through Out The Cockpit Ranks – First Officers, Flight Engineers… • Cabin Attendants Will Need To Undergo Training In Safety Features And Service 26
  27. 27. Human Resource Systems • Maintenance Mechanics Will Need Training In Routine And Special Servicing Of The Airplane • Purchasing Agents – Different Parts And Supplies Will Need To Be Ordered • Construction Will Need To Be Undertaken To Alter Airport Gates 27
  28. 28. Human Resource Systems • Marketing Representatives Will Need To Know The Airplane’s Special Features To Promote Travel On It. 28
  29. 29. Human Resource Systems All this…. A Seemingly Straight Forward Decision To Purchase A New Aircraft, A Decision Based On Business Projections!!! 29
  30. 30. Human Resource Systems Strategy: • Corporate Strategy – Several Businesses • Business Strategy – Competitive Positions • Functional Strategy - Departments 30
  31. 31. Human Resource Systems Strategic Planning Process – SWOT Basic Strategic Trends: • Globalization • Technological Changes • Diverse Work Force • Nature Of Work 31
  32. 32. Human Resource Systems Managerial Consequences: • Global Expansion • Improved Competitiveness • Organizational Changes – Flat • Knowledge Management 32
  33. 33. Human Resource Systems Strategic Decisions Impact On HR • Add New Type Of Equipment Training • Acquisition Selection (From Acquired Firm), Training, Compensation, Outplacement 33
  34. 34. Human Resource Systems Strategic Decisions Impact On HR • Pursue Competitive Strategy Compensation, Labor Relations, Training • Expand Markets Selection, Training, Compensation • Relocation Of Factory Transfer, Recruitment, Selection, Training 34
  35. 35. Human Resource Systems HR Strategic Role: • Ensuring Competitive Advantage • Shift From Protector And Screener To Strategic Partner And Change Agent • Metamorphosis From Personnel To Human Resource Management 35
  36. 36. Human Resource Systems Role Of HR: • Environmental Scanning • Providing Of Competitive Intelligence • Providing Of Internal Strengths 36
  37. 37. Human Resource Strategy Future…. • Corporate Reorganizations - Loss Of Job, Pay, Benefits - Job Changes - Transfer To A New Geographic Location - Changes In Career Growth 37
  38. 38. Human Resource Systems Steps Before Making A HR Score Card: • Emerges From The Balance Score Card - Attempts To Collate Measures From Four Areas – Financial, Internal Business Process, Customer, Learning And Growth (Objectives, Measures, Targets, Initiatives) 38
  39. 39. Human Resource Systems HR Score Card: • Understanding The Reason For Implementing The HR Score Card 39
  40. 40. Human Resource Systems • HR Outcomes Measure The Focus On Business Outcomes • Operational HR Metrics That Focus On Efficiencies 40
  41. 41. Human Resource Systems • Understanding The Business Context Of HR – What Are The Value Drivers OF Business Units? • What Is HR Value Proposition To The Business • Where Is HR Contribution Recognized – By Senior Management, The Line, Employees, HR Itself, Investors? 41
  42. 42. Human Resource Systems • What Does The HR Function Currently Measure? • Are The Metrics Activity Driven Or Value Driven? 42
  43. 43. Human Resource Systems Defining HR Value: - The Value Of The HR Function As A Whole - The Value Of HR Processes As Practiced Throughout The Organization – Performance Management And The Fit With Culture, Structure And Strategy 43
  44. 44. Human Resource Systems Defining HR Value: • Selecting The Relevant Measures And Metrics • Maintaining A HR Score Card Frame Work 44
  45. 45. Human Resource Systems Now HR Score Card: • Business Context Two Influences On HR Effectiveness: - External Influences – The Company’s Current Operating Environment - Internal Influences – How The Business Perceives HR Capability 45
  46. 46. Human Resource Systems Current HR Objectives: Resources, Performance Management, Training, And Development, Reward, Employee Relations – Areas Where Measurement Is Required 46
  47. 47. Human Resource Systems Evolve Appropriate HR Metrics 47
  48. 48. Human Resource Systems Score Card Design Frame Work: • Financial • Process • Internal Customer Focus • People/Human Capital Management 48
  49. 49. Human Resource Systems Financial Value: - HR Management Budget/Spend - HR Development Budget/Spend - Sales Per Employee - Revenue Per Employee 49
  50. 50. Human Resource System Internal Customer: - Training - Self Learning - Ration Of E –Learning Modules To Traditional Training Modules 50
  51. 51. Human Resource Systems Human Capital Intervention (Focus And People) - Training Days Delivered - Training Needs/ Analysis - Performance Management 51
  52. 52. Human Resource Systems Human Capital Management - Absenteeism Ration - Headcount - Staff Turnover - Employee Commitment 52
  53. 53. Human Resource Systems HR Planning: • What Positions To Fill • How To Fill Those Positions 53
  54. 54. Human Resource Systems HR Planning: To Forecast: • Personnel Needs • The Supply Of Internal Candidates • The Supply Of External Candidates 54
  55. 55. Human Resource Systems How To Forecast Personnel Needs ? • Forecast Future Revenue • Estimate The Size Of Staff To Achieve This Revenue • Projected Turnover Of Manpower • Quality And Skills Based On Changing Needs Of The Organization 55
  56. 56. Human Resource Systems • Strategic Decisions • Technological Changes • Financial Resources Available 56
  57. 57. Human Resource Systems To Predict Employment Needs: • Trend Analysis • Ratio Analysis • The Scatter Plot 57
  58. 58. Human Resource Systems Job Analysis: Procedure To Determine • Duties Of Positions • Characteristics Of People To Satisfy These Positions - Job Descriptions - Job Specifications 58
  59. 59. Human Resource Systems Job Analysis: • Work Activities • Human Behaviors • Machine Tools, Equipments • Performance Standards • Job Context • Human Requirements 59
  60. 60. Human Resource Systems Uses Of Job Analysis: • Recruitment And Selection • Compensation • Performance Appraisal • Training • Discovering Unassigned Duties 60
  61. 61. Performance Appraisal Why Job Analysis? • Globalization • Flatter Organizations • Reengineering • High Performance Insight 61
  62. 62. Human Resource Systems Which Are The Types Of Jobs To Be Analyzed ? • Jobs Which Are Critical To The Organization • Jobs Which Are Difficult To Learn And Perform • Legal Factors 62
  63. 63. Human Resource Systems Types Of Job Data: • Foundation Work Activities – (Basic ) Amount Of Responsibility • Intermediate Work Content – (Some Technological Content) – How Much Of Time Is Spent On Teaching People? • Area Work Activities – Technologically Oriented Specific To Work Activities 63
  64. 64. Human Resource Systems Steps In Job Analysis: • How Will The Information Be Used? • Review Relevant Background Information • Select Representative Positions • Actually Analyze The Job • Verify The Information • Develop A Job Description And Specification 64
  65. 65. Human Resource Systems Methods Of Collecting Job Analysis Information: • Qualitative • Quantitative 65
  66. 66. Human Resource Systems Qualitative Methods: • Interview – Individual, Supervisor, Group 66
  67. 67. Human Resource Systems Interview Method – Typical Questions: • What Is The Job Being Performed? • What Are The Major Duties? • What Exactly You Do? • What Physical Conditions Do You Work In? • In What Activities Do You Participate? 67
  68. 68. Human Resource Systems Interview Method: • Detailed Checklists • Interview Guidelines Questionnaire Method: Observation Method Participant Diary/Logs 68
  69. 69. Human Resource Systems Recruitment The Process Of Organizations Locate And Attract Individuals To Fill Job Vacancies 69
  70. 70. Human Resource Systems Recruitment Process: • Vacant/New Position Occurs • Perform Job Analysis And Plan Recruiting Effort • Generate Applicant Pool – Internal/External • Evaluate Applicants • Impress Applicants • Make Offer 70
  71. 71. Human Resource Systems Strategic Issues In Recruiting: • Match With Organizational Values • State Of External Labor Market • Firm’s Ability To Pay • Attract Talent 71
  72. 72. Human Resource Systems Recruitment Goals: • To Attract Large Pool Of Applicants • Attract High Proportion Of Well Qualified Candidates Who Are Interested In Accepting Offers • Post Hiring Goals – Retention, Spill Over Effect 72
  73. 73. Human Resource Systems Recruitment Philosophy • Whether Internal/External Recruitment • Merely Filling Up Vacancies/Hire For Long Term Careers • Depth Of Commitment To Hiring A Diverse Range Of Employees • Marketing Orientation • Ethical Overtones 73
  74. 74. Human Resource Systems How To Attract Applicants: • By Changing Nature Of Inducements • Target Labor Pools • Sponsor Immigration • Mergers And Acquisitions • Employee Leasing 74
  75. 75. Human Resource Systems Internal Recruitment: • Job Posting And Bidding • Consulting Of Replacement Charts • Nominating Committees • Managerial Succession Planning 75
  76. 76. Human Resource Systems External Recruiting: • About The Position To Be Filled • Job Specification Sheet • Recruiter Must Identify What Will Attract The Candidate 76
  77. 77. Human Resource Systems Planning For External Recruiting: Factors Which Are Time Consuming: • The Need For Confidential Search • A Technically Complex Position • Competition In The Market Place • A Poor Industry/Company/Division Reputation • Low Pay • Unclear Job Description • An Undesirable Location 77
  78. 78. Human Resource Systems External Recruitment: • Informal Methods – Employee Referrals • Formal Methods - Advertisements • Internet Recruitment • Employment Agencies • HR Consultants 78
  79. 79. Human Resource Systems Recruiting Targeted Groups: • Executive Search Firms - Reasons For Failure – Unrealistically High Job Specifications, Poor Reputation, Internal Politics In Hiring Organizations, Insufficient Research Staff, Use Of Overly Specialized Search Firmly 79
  80. 80. Human Resource Systems • Campus Recruiting • Recruiting Older Workers • Recruiting Disabled Workers • Affirmative Action Recruiting – E.g.: SEZ 80
  81. 81. Human Resource Systems The Applicant’s Point Of View: • Job Search • Job Choice 81
  82. 82. Human Resource Systems Job Choice: • Individuals Make Rational Choice - Pay, Benefits, Growth • Instinct • Influenced By Interviewer’s Skill/Politeness 82
  83. 83. Human Resource Systems Why Selection Is Important? 83
  84. 84. Human Resource Systems Selection: • Your Own Performance Depends On The Performance Of Your Colleagues • It Is Costly To Recruit • Legal Implications – Negligent Hiring 84
  85. 85. Human Resource Systems Effective Selection Depends On Validity And Reliability Validity – A Sample Of A Person’s Behavior Reliability – Consistency Of Scores 85
  86. 86. Human Resource Systems Reliability : Systematic Error Versus Random Error 86
  87. 87. Human Resource Systems Methods Of Measuring Reliability: • Test – Retest – Consistency Of A Test Over Time • Inter-Rater • Internal Consistency 87
  88. 88. Human Resource Systems Validity: • Whether The Test Is An Adequate Measure Of The Characteristic It Is Supposed To Measure • Whether The Inferences Based On The Score Are Appropriate 88
  89. 89. Human Resource Systems Validity : • Criterion Validity – Behavioral Determinations • Content Validity – Representative Of Construct’s “Domain” 89
  90. 90. Human Resource Systems How To Validate A Test? Step 1: Analyze The Job - Predictors – Job Description And Specification - Define Success On The Job - Standards Of Success – Criteria 90
  91. 91. Human Resource Systems Step 2: Choose The Tests Step 3: Administer The Test Concurrent Validation Predictive Validation 91
  92. 92. Human Resource Systems Concurrent Validation: 3 Steps • Select A Sample Of Employees • Give Each Employee A Proposed Selection Test • Compute The Correlation Between Test Scores And Criterion Scores 92
  93. 93. Human Resource Systems Predictive Validation: • Present (Time 1) Versus Future (Time 2) 93
  94. 94. Human Resource Systems Step 4: Relate Your Criteria (Test Scores) And Predictor ( Test Scores) Step 5: Cross Validate And Revalidate 94
  95. 95. Human Resource Systems Special Concerns In Validation: • Measurement Bias • Validity Generalization 95
  96. 96. Human Resource Systems Types Of Tests For Selection: • Cognitive Abilities • Motor And Physical Abilities • Measuring Personalities And Interests • Management Assessment Centers – Simulation Exercises (In Basket, Leaderless GD, Games, Individual Presentations, Objective Tests, The Interview) 96
  97. 97. Human Resource Systems Induction 97
  98. 98. Human Resource Systems Induction: • Employee Induction • Should Feel Comfortable And At Ease • Understand The Organization's Culture • Policies And Procedures Of The Organization • Expectations From The Employee 98
  99. 99. Human Resource Systems Training And Development 99
  100. 100. Human Resource Systems Training – 5 Step Process: • Needs Analysis Step – A.D.D.I.E. The five phases—Analysis, Design, Development, Implementation, and Evaluation—represent a dynamic, flexible guideline for building effective training and performance support tools. • Instructional Design • Validation Step • Implement • Evaluation And Follow -Up 100
  101. 101. Human Resource Systems Training And Learning: • Make Learning Meaningful • Make Skills Transfer Easy • Motivate The Learner 101
  102. 102. Human Resource Systems Analyzing Training Needs 102
  103. 103. Human Resource Systems Analyzing Training Needs: • Task Analysis • Performance Analysis • Supplementing Methods: - Management’s Request, Supervisor’s Report, Personnel Records, Questionnaire Survey 103
  104. 104. Human Resource Systems Performance Analysis: Difference Between “Can’t Do” And “Won’t Do” 104
  105. 105. Human Resource Systems Traditional Training Methods: • On-The Job Training • Apprenticeship Training • Informal Learning • Job Instruction Training – Step-By-Step Approach • Lectures • Programmed Learning • Audio-Visual Tools • Simulated Training • Computer Based Training 105
  106. 106. Human Resource Systems Managerial Development And Training: • Job Rotation • Coaching/Understudy • Transactional Analysis 106
  107. 107. Human Resource Systems Off The Job Training And Development Techniques: • The Case Study Method • Management Games • Out Of Campus Seminars • University Related Programs • Role Play 107
  108. 108. Human Resource Systems • Behavior Modeling: - Showing The Right Way Of Doing Things - Practice The Right Way - Feedback 108
  109. 109. Human Resource Systems Evaluation Of Training Effort: • Designing The Study – Controlled Experimentation Training Effects To Measure: • Reaction • Learning • Behavior • Results 109
  110. 110. Human Resource Systems Development 110
  111. 111. Human Resource Systems What Is Career? 111
  112. 112. Human Resource Systems • Organization Career Development • Individual Career Development 112
  113. 113. Human Resource Systems • Career Development Vs. Personnel Development - Ensures Needed Talent Is Available - Improves Organizational Ability To Attract And Retain High Talent Personnel - Ensuring Growth Opportunities For All Employees - Reduces Employee Frustration 113
  114. 114. Human Resource Systems External Versus Internal Dimensions To A Career 114
  115. 115. Human Resource Systems Career Stages: • Exploration • Establishment • Mid-Career • Late Career • Decline 115
  116. 116. Human Resource Systems Effective Career Development: • Challenging Initial Jobs • Dissemination Of Career Option Information • Job Postings • Assessment Centers 116
  117. 117. Human Resource Systems Career Counseling – 4 Elements: • Employee Goals And Aspirations For The Next 5 Years • The Manager’s Views About Opportunities Available • Identification Of What The Employee Would Have To Do In The Way Of Self Development • Identification Of Actual Steps In The Form Of Plans For New Development Activities 117
  118. 118. Human Resource Systems Methods For Growth: • Career Development Workshops • Continuing Education • Periodic Job Changes • Sabbaticals 118
  119. 119. Human Resource Systems Suggestions For Individual’s Career Development: 3 Step Self Assessment Process: • Identify And Organize Your Skills, Interests, Work-Related Needs And Values • Convert These Inventories Into General Career Fields And Specific Job Goals • Test These Possibilities Against The Realities Of The Organization Or The Job Market 119
  120. 120. Human Resource Systems Performance Appraisal 120
  121. 121. Human Resource Systems Why Performance Appraisal? • An Objective Method To Decide On Compensation/Benefits • Identify Areas Where Development/Training Is Required • Criterion On Which Selection Programs Are Validated 121
  122. 122. Human Resource Systems Other Uses Of Performance Appraisal: • Less Need to Micro Manage • Greater Employee Commitment • Greater Employee Engagement • Increased ease and comfort around Performance Appraisals • Better Coordination Between Company, Department and Individual’s Performance 122
  123. 123. Human Resource Systems Linkage Between : • Efforts And Performance • Performance And Rewards 123
  124. 124. Human Resource Systems What Is Performance In Performance Appraisal? • Means Doing The Job Effectively And Efficiently With A Minimum Related Employee Disruption 124
  125. 125. Human Resource Systems Definition Of Performance Appraisal: Is A Structured Formal Interaction Between A Subordinate And The Supervisor That Usually Takes A Form Of Periodic Interview In Which Work Performance Of The Subordinate Is Examined And Discussed With A View To Identify Weaknesses And Strengths, Opportunities For Skill Development 125
  126. 126. Human Resource Systems The Appraisal Process: • Establishment Of Performance Standards • Communication Of Expectations To The Employee • Measurement Of Performance – How And What To Measure • Actual Performance Versus Expected Performance 126
  127. 127. Human Resource Systems Who Should Do The Appraisal: • Immediate Supervisors • Peers • Self Evaluation • Immediate Subordinates 127
  128. 128. Human Resource Systems When The Systems Of Performance Appraisal Is Not Clear : 3 Emotions Are Prevalent: • Ambiguity • Uncertainty • Suspicion 128
  129. 129. Human Resource Systems Methods Of Appraisal: • Graphic Rating Scales 1. Quality (Accuracy, Thoroughness, Acceptability Of Work Performed) 2. Productivity 3. Job Knowledge 4. Reliability 5. Availability 6. Independence 129
  130. 130. Human Resource Systems Methods Of Appraisal: • Paired Comparison Method • Forced Distribution Method • Critical Incident Method • Narrative/Essay Method • BARS Method (Behaviorally Anchored Rating Scales) • Virtual Appraisals 130
  131. 131. Human Resource Systems Steps For BARS: • Generate Critical Incidents • Develop Performance Dimensions • Reallocate Incidents • Scale The Incidents • Develop A Final Instrument As Behavioral Anchors – Clusters Of Skills 131
  132. 132. Human Resource Systems Performance Management: • Performance Planning (Employee Goal Setting, Objective Setting) • Ongoing Communication • Data Gathering, Observation, Documentation • Performance Appraisal • Performance Diagnosis And Coaching 132
  133. 133. Human Resource Systems What Is Participative Management? • Process Of Involving Those Who Are Influenced By Decisions, In Making Decisions. • Where Everyone Makes Certain That Everyone Gets Their Needs Met. 133
  134. 134. Human Resource Systems Participative Management: Delegating Process: Responsibility + Accountability + Authority 134
  135. 135. Human Resource Systems In Participate Management We Negotiate: • Goals • Guidelines • Accountability • Resource • Reward 135
  136. 136. Human Resource Systems • The Concept Of Control Is Generally Replaced By The Concept Of Self-control And Accountability. • The Word Manage Is Generally Replaced By The Words Lead, Encourage, Persuade, Lift, Serve, Help, Understanding, And Inspire • The Words Negotiate And Review And Discuss And Decide Replace Words Like Orders, Inform, Tell, Assign, Direct, And Require. • The Attitude Of Negotiation Is Encouraged By Phrases Like How Can We Improve • The Phrase ‘I’ Is Replaced By ‘We’ 136
  137. 137. Human Resource Systems Managerial Succession Planning: Business Systems: From To • Organizational Pyramids - Flatter Systems • Desire For Seasoned Leaders – Want The Seasoning To Develop Sooner • Stability - Flexibility With Faster Market Responsiveness 137
  138. 138. Human Resource Systems Managerial Succession Planning: • Develop Pools Of Broadly Qualified Candidates – Have Position Pools • More Broadly Disciplined Candidates • More Centralization And Integration Of Systems And Information In Business Units • Cross Boundary Fertilization To Develop Broader Skills And Perspective 138
  139. 139. Human Resource Systems Managerial Succession Planning: • Largely Line Driven • Strategic Competencies And Models Define Success • Cross Functional Management Capability • Individual Sets Career Direction • Sequential Job Assignments Provide Primary Development, Supplemented By Specific Training • Create Assignments For Development 139
  140. 140. Summary The field of human resources is one that is often overlooked in enterprise management. This situation is aided by the fact that an efficient Human Resources department should function without fanfare. For example, when a project team successfully launches a product on time and within budget it is hailed as a great success. When the HR department manages the administration of the enterprise successfully it can go virtually unnoticed – after all, the Human Resources department is simply expected to work, only attracting attention when there are problems. The reality, however, is very different. The HR Systems play a vital role in ensuring the smooth running of an enterprise – most importantly by tracking and analyzing the timekeeping and work patterns of the workforce, allowing management better information on which to form strategies.
  141. 141. Neha Paliwal HR- Executive

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