The document outlines the definitions, goals, types, and impacts of electronic human resource management (e-HRM), detailing its operational, relational, and transformational aspects. It discusses the benefits of e-HRM for organizations, managers, and employees, as well as the skills required for effective implementation and the effects of COVID-19 on HR practices. A comparative analysis between traditional HRM and e-HRM reveals significant differences in efficiency, communication, and overall management effectiveness.

1. Presented by :
K.Kranthi (30)
Kalyan (16)
Bhargavi priya (06)
Hariprasad (37)
K.K.Neeraja (33)
K.Srividhya (29)
C.Shalini (11)
Jaya Gayathri (35)
Saipriya . B (46)

2. Contents:
● Definitions of HRM,E-Business,E-HRM
● Goals,Scope,Objectives and Types of E-HRM
● Working areas of E-HRM
● Impact of E-HRM on HR system
● Benefits to Organisation,Manager and Employees
● Additional skills,Competitive analysis of E-HRM with tradit
● Covid-19 effect on E-HRM
● Conclusion

6. DEFINITION
"E-HRM is the planning, implementation and application
of information technology for both networking and
supporting at least two individual or collective actors in
their shared performing of HR activities.”

7. Objectives of E-hrm
● Define an organizational structure
which drives productivity.
● Developing effective coordination and
communication within the organization
● Dedicate time to finding the right staff
and developing their skills base
● Embracing wider societal and ethical
developments

8. Types of E-hrm
● Operational : Administrative functions – payroll
and employee personal data.
● Relational : Relational E-HRM is concerned
with supporting business processes by means of
training, recruitment, performance management
and so forth.
● Transformational:Transformational E-HRM is
concerned with strategic HR activities such as
knowledge management, strategic reorientation.

9. Scope of E-hrm
● Personal aspect This is concerned with manpower planning,
recruitment, selection, placement, transfer, promotion, training
and development, layoff and retrenchment, remuneration,
incentives, productivity etc.
● Welfare aspect It deals with working conditions and amenities
such as canteens, cr?ches, rest and lunch rooms, housing,
transport, medical assistance, education, health and safety,
recreation facilities, etc.
● Industrial relation aspect This covers union-management
relations, joint consultation, collective bargaining, grievance
and disciplinary procedures, settlement of disputes, etc.

10. E HRM TOOLS
❏ E JOB DESIGN AND JOB ANALYSIS
❏ E HUMAN RESOURCE PLANNING
❏ E RECRUITMENT
❏ E SELECTION
❏ E PERFORMANCE MANAGEMENT
❏ E TRAINING AND DEVELOPMENT
❏ E COMPENSATION
❏ E HR RECORDS

11. E JOB DESIGN AND JOB ANALYSIS
❖ Job Design involves systematic attempt to organize
tasks, duties and responsibilities into a unit of work
to achieve certain objective.
❖ Job Analysis is the process of studying and
collecting information relating to the operations
and responsibilities of a specific job.

12. E HUMAN RESOURCE PLANNING
❖ E Human resource planning (E HRP) is the
continuous process of systematic planning
ahead to achieve optimum use of an
organization's most valuable asset—quality
employees.
❖ Electronic Human resources planning
ensures the best fit between employees and
jobs while avoiding manpower shortages or
surpluses.

13. E RECRUITMENT
E SELECTION
❖ E-recruitment is the use of digital technology to attract,
assess, recruit and onboard candidates, rather than pen-and-
paper solutions. By leveraging powerful e recruitment
strategies and tools, employers are able to reach larger, more
talented potential employee audiences.
❖ https://www.thebalancecareers.com/what-is-the-star-
interview-response-technique-2061629
❖ https://www.interviewedge.com/articles/Conducting-the-
Behavioral-Event-Interview-BEI.htm
❖ E-selection has become popular with the conduct of various tests
through online, contacting the
candidates through e-mail and conducting the preliminary interviews
and final interview through audio conferencing & video conferencing.

14. E-PERFORMANCE MANAGEMENT
❖ An online performance appraisal system is a
software program that facilitates the completion
of performance evaluation online. Further, it can
act as a historical archive , storing past
evaluations and permitting comparison between
evaluations over time.
E-TRAINING & DEVELOPMENT
❖ The term e-learning covers a wide set of
applications & processes including computer
based training, web based learning, virtual
classroom and digital collaborations.

15. E-COMPENSATION MANAGEMENT
❖ Almost all the organization started using
Computers for salary fixation, payment,
calculations and calculation of various
allowances , welfare measures and fringe
benefits.
E-HR RECORDS
❖ Human resource records are created,
maintained and updated with the help of
computers easily and at a fast rate .
❖ This record can be shared with other
departments easily.

16. Impact of E-HRM on effectiveness of HR system
● Cost reduction
● Enhanced quality of HR processes.
● Operational efficiency.
● Elimination of human errors.

17. HR Philosophy
● HR philosophy revolves
around management‘s beliefs
and assumptions about people
– their nature, needs, value and
their approach to work. These
beliefs and assumptions, then
determine how people should
be treated.

18. HR Policies and programmes
• Human resource policies are the formal
rules and guidelines that businesses put in
place to hire, train, assess, and reward the
members of their workforce.
• These policies, when organized and
disseminated in an easily used form, can
serve to preempt many misunderstandings
between employees and employers about
their rights and obligations in the business
place.
• A human resource program is a valuable
way to gain the necessary skills and
knowledge for managing "human capital"
..

19. HR practices and processes
HR processes refer to the fundamental
strategies that HR leaders implement to
ensure successful employee lifecycles and
work experiences.
Human resources practices are strategic in
nature. They represent a vital guidance
system that coordinates with your executive
business plan.

20. HR Efficiency
● They have covered a range of products
where they have transformed HR
departments in order to better serve
TOP management and the company.
● Return on investment [ROI] is the most
often used metric for measuring HR
efficiency.

21. HR Effectiveness
● At the process level it is important how different
activities are performed.
● The HR system at the philosophy level is
effective when there is an alignment of the HR
strategy with the organisation’s overall strategy.
Job of the HR professional:
● As the use of e-HRM technology also drives a
change in HR architecture.
● The HR professionals are responsible for the end
users of the technology and the attainment of the
right technological skills.

22. BENEFITS TO ORGANISATION --
1. Lower the HR department staffing level
2. Entails huge cost and risks
3. Recruitment system
4. Career development system.

23. BENEFITS TO MANAGER:-
1. Decision making
2. Quickly and accurate
3. Define jobs more clearly and enhance communication with
the employees and the external community.

24. BENEFITS TO EMPLOYEES:-
1. Idea and creativity exchange system
2. Employee system
3. Learning and training system
4. Welfare system .

25. Additional skills needed for e-hrm
In 1970-80s, very first systems supported administrative HR tasks without electronic
internet-based technology.
1990s brought new automatization era to HRM: recruitment, learning, knowledge sharing,
team work -were made digital.
1.social Media Platforms
2.Human Resources Information Software
3.Talent Acquisition Software
4.Cloud Technology
5.Gamification Techniques
6.Talent Management Software

26. Competitive analysis of e-hrm with traditional hrm
1. Present study incorporated with 45 employees of the Public organization
(DIOS office and BSA Office, Moradabad). For the present study moradabad
place has been selected through convenience sampling. And the
respondents have been selected through random sampling and as per
availability
2. In order to analyze the effectiveness of E-HRM and Traditional HRM, a
questionnaire was constructed and administered with some relevant and
related questions based on five points Likert scale.

30. Research Findings
It was found that there was a significant difference
between traditional HRM and e-HRM.
The calculated value of t(0.792) was greater than
the tabular value(0.511) at 5% level of
significance.
E-HRM focuses on internet and intranet,self-
service,replaced paperwork,speedy
communication channel,cost reduction,achieving
more competitive advantage

31. E-hrm during covid
● To prevent the spread of the coronavirus, companies have switched to a remote
work model at a rate and scale they've never experienced. As face-to-face
collaboration is replaced with e-mail and videoconferencing, HR managers have to
do difficult work under difficult circumstances.
● Not only are HR professionals concerned about employees' health and well-being
during the pandemic, they are also under the strain of processing the paperwork
and providing solace to the millions of workers who have been laid off or furloughed.
For employees still on the job, HR managers are trying to keep their workers
productive, motivated, engaged and connected—all factors that are moving targets
in the new normal.

32. CONCLUSION
e-HRM
Tools
What is
HRM and e-
HRM
Types of
e-HRM
e-HRM
during
covid
Competitive
analysis
Additional
Skills needed
for e-HRM
HR Policies
and
Programmes
Impact of e-
HRM on
effectiveness
of HR system

33. THANK
YOU