The document discusses the implementation of an HRIS system using SAP's Training Module at MAHLE Filter Systems to better track employee training records. It describes how the company previously struggled to provide auditors with training documentation. The SAP Training Module allows the company to electronically store and retrieve employee qualifications, proficiencies, and training records. It links training requirements to job codes and notifies supervisors when refresher training is needed. The implementation of this system is expected to improve audit scores and allow HR to more effectively manage workforce data and training programs.
Oracle HRMS R12 business applications OverviewAlex Antonatos
This document provides an agenda and overview of Oracle R12 HRMS Business Applications. It discusses Oracle HRMS as a best of breed solution, highlights changes and new features in Oracle R12 including improvements to compensation, benefits, and analytics. It also briefly mentions the talent management solution Saba and recommends several Oracle information sites.
1) The document discusses implementing an HRIS system for a construction services startup company that currently lacks systematic processes. It outlines 10 steps for automating the HRIS implementation process including what to study, sending an RFI, developing an RFP, vendor proposals, selection, and go-live.
2) The recruitment process is used as an example to show how an HRIS can improve processes like applicant tracking, interviews, and onboarding. It analyzes the company's current and future needs for recruitment and highlights objectives of the HRIS.
3) An RFP template is provided that specifies requirements for an HRIS vendor proposal to automate recruitment through the HRIS. The RFP requests pricing, timelines,
This document discusses selecting a learning management system (LMS) for small and mid-size organizations. It outlines key business needs that often drive companies to adopt an LMS, such as delivering training to scattered workforces, tracking compliance, and reducing costs. The document also examines common training challenges like limited resources and the need for faster delivery. It emphasizes defining business needs before selecting an LMS and considering how stakeholders like HR, training teams, and IT will be impacted. Finally, the document reviews core LMS functions and key terms to help inform the selection process.
This document provides an overview of the Oracle Learning Management system and discusses some key decisions that must be made when implementing it. It describes how OLM supports online and offline learning delivery and integrates with other Oracle applications like Human Resources and Financials. The document outlines OLM's main features, including catalog management, content administration, resources, enrollments, self-service interfaces, and its ability to handle internal and for-profit learning. It stresses the importance of planning before setting up OLM and adopting a staged approach, focusing first on essential areas based on an organization's learning requirements.
The document discusses various HR metrics that can be used to measure the productivity, efficiency, and performance of a company's human resources. It suggests metrics related to employee productivity, training effectiveness, recruitment success, turnover rates, compensation analysis, and more. The document provides examples of over 30 specific metrics that can provide insights into what is happening within the company and how HR is impacting the business.
SAP ABAP support by bob panic www.rockstarconsultinggroup.combob panic
Enterprise resource planning (ERP) is a system that integrates all of these functions into a single system, designed to serve the needs of each different department within the enterprise. ERP is more of a methodology than a piece of software, although it does incorporate several software applications, brought together under a single, integrated interface.
Enterprise resource planning (ERP) systems integrate primary business applications; all the applications in an ERP suite share a common set of data that is stored in a central database. A typical ERP system provides applications for accounting and controlling, production and materials management, quality management, plant maintenance, sales and distribution, human resources, and project management.
Thulasi Ravimon has over 5 years of experience in human resources management and training in industries such as IT, retail, and engineering. She currently works as the Manager of Human Resources and Administration at Hygiene Fresh Limited in Cochin. Her experience includes talent acquisition, management, and training for major companies in India and the UAE such as Reliance Retail Limited, CMS Group of Companies, and Integrated Procurement LLC. She was awarded Best Trainer in South India by Reliance Retail Ltd for 2014 and 2015.
The document provides information on various components of Oracle Human Capital Management (HCM) including:
1. Time-based information which allows setting effective dates for changes and processes all validation and processing based on the date-effective information.
2. Work structures which define the organizational hierarchy and roles independent of employees, and include items like business groups, organizations, jobs, positions, and grades.
3. People management which covers identifying employees, maintaining personal information, assignments, and terminations.
4. Recruitment which discusses defining recruitment needs, performing recruitment activities, and selecting and hiring applicants.
Oracle HRMS R12 business applications OverviewAlex Antonatos
This document provides an agenda and overview of Oracle R12 HRMS Business Applications. It discusses Oracle HRMS as a best of breed solution, highlights changes and new features in Oracle R12 including improvements to compensation, benefits, and analytics. It also briefly mentions the talent management solution Saba and recommends several Oracle information sites.
1) The document discusses implementing an HRIS system for a construction services startup company that currently lacks systematic processes. It outlines 10 steps for automating the HRIS implementation process including what to study, sending an RFI, developing an RFP, vendor proposals, selection, and go-live.
2) The recruitment process is used as an example to show how an HRIS can improve processes like applicant tracking, interviews, and onboarding. It analyzes the company's current and future needs for recruitment and highlights objectives of the HRIS.
3) An RFP template is provided that specifies requirements for an HRIS vendor proposal to automate recruitment through the HRIS. The RFP requests pricing, timelines,
This document discusses selecting a learning management system (LMS) for small and mid-size organizations. It outlines key business needs that often drive companies to adopt an LMS, such as delivering training to scattered workforces, tracking compliance, and reducing costs. The document also examines common training challenges like limited resources and the need for faster delivery. It emphasizes defining business needs before selecting an LMS and considering how stakeholders like HR, training teams, and IT will be impacted. Finally, the document reviews core LMS functions and key terms to help inform the selection process.
This document provides an overview of the Oracle Learning Management system and discusses some key decisions that must be made when implementing it. It describes how OLM supports online and offline learning delivery and integrates with other Oracle applications like Human Resources and Financials. The document outlines OLM's main features, including catalog management, content administration, resources, enrollments, self-service interfaces, and its ability to handle internal and for-profit learning. It stresses the importance of planning before setting up OLM and adopting a staged approach, focusing first on essential areas based on an organization's learning requirements.
The document discusses various HR metrics that can be used to measure the productivity, efficiency, and performance of a company's human resources. It suggests metrics related to employee productivity, training effectiveness, recruitment success, turnover rates, compensation analysis, and more. The document provides examples of over 30 specific metrics that can provide insights into what is happening within the company and how HR is impacting the business.
SAP ABAP support by bob panic www.rockstarconsultinggroup.combob panic
Enterprise resource planning (ERP) is a system that integrates all of these functions into a single system, designed to serve the needs of each different department within the enterprise. ERP is more of a methodology than a piece of software, although it does incorporate several software applications, brought together under a single, integrated interface.
Enterprise resource planning (ERP) systems integrate primary business applications; all the applications in an ERP suite share a common set of data that is stored in a central database. A typical ERP system provides applications for accounting and controlling, production and materials management, quality management, plant maintenance, sales and distribution, human resources, and project management.
Thulasi Ravimon has over 5 years of experience in human resources management and training in industries such as IT, retail, and engineering. She currently works as the Manager of Human Resources and Administration at Hygiene Fresh Limited in Cochin. Her experience includes talent acquisition, management, and training for major companies in India and the UAE such as Reliance Retail Limited, CMS Group of Companies, and Integrated Procurement LLC. She was awarded Best Trainer in South India by Reliance Retail Ltd for 2014 and 2015.
The document provides information on various components of Oracle Human Capital Management (HCM) including:
1. Time-based information which allows setting effective dates for changes and processes all validation and processing based on the date-effective information.
2. Work structures which define the organizational hierarchy and roles independent of employees, and include items like business groups, organizations, jobs, positions, and grades.
3. People management which covers identifying employees, maintaining personal information, assignments, and terminations.
4. Recruitment which discusses defining recruitment needs, performing recruitment activities, and selecting and hiring applicants.
The document describes the iRecruitment system, an internet recruitment module of Oracle Application HRMS e-Business Suite. It allows managing all recruitment activities through a single, web-based interface. The summary discusses the key functions and processes of iRecruitment.
This document provides an overview of human capital management (HCM) software. It describes the core components of HCM including recruitment, learning management, performance management, self-service HR, and payroll. HCM is a part of enterprise resource planning that deals with employee records to provide managers with data to make decisions. It streamlines HR processes and provides a framework for benefits administration.
The document provides an overview and agenda for a presentation on Oracle HRMS (Human Resource Management System). It discusses the Oracle HRMS modules, information model, types of enterprises, HRMS work structure including flexfields, information types, date tracking, recruitment, and people lifecycle. The presentation aims to explain how Oracle HRMS can help organizations hire, train, deploy, assess, motivate and reward employees.
The document provides an overview and agenda for Oracle iRecruitment. It discusses features for site visitors, registered users, managers, recruiters, and agencies. Key functions covered include creating and managing vacancies, searching and processing candidates, working with applicants, making offers, and hiring applicants. The goal of iRecruitment is to streamline the recruitment process from sourcing candidates to hiring.
The document discusses Oracle HRMS recruitment modeling and self-service functions. It describes the typical recruitment cycle as including preparation, selection, and appointment stages. It outlines how Oracle HRMS allows users to track applicant progress through the recruitment cycle and enter applicant details. The document also summarizes the self-service functions available for recruitment in Oracle HRMS, including viewing vacancies, applying for jobs, suitability matching, and creating and approving candidate offers.
Defining employees and their assignments in Oracle R12 HRMS
Strategic deployment of employees in Oracle R12 HRMS
Analyzing the framework and dimensions of roles for employees
Gathering payroll information at employee level
Various other features in Oracle R12 HRMS
The document discusses core HR functions in Oracle including recruitment. It describes setting up locations and organizations in the work structures module. Recruitment activities like creating vacancies, recruitment activities, and applicants are covered. Interview planning and mass applicant updates are also included. The document discusses using key flexfields, descriptive flexfields, extra information types and security indicator types to customize data capture. It provides navigation details to perform various core HR and recruitment tasks in Oracle HRMS like people entry and maintenance.
The document discusses the growing popularity and benefits of a two-tier ERP strategy where organizations implement a Tier-1 ERP solution for corporate processes and a Tier-2 solution for subsidiaries. Drivers for adoption include reducing costs, improving innovation and agility. Benefits include comprehensive yet customizable functionality, lower costs, and the ability to adapt more quickly. The document recommends looking for Tier-2 solutions that offer comprehensive functionality, flexibility, and low total cost of ownership.
Literature Review for Human Resource Management System Isuri Navarathna
An HRM system is important for organizations to manage their employees effectively. It allows HR professionals to screen applicants, track openings and store resumes electronically from a centralized system. This helps fulfill recruitment functions and conduct operations more efficiently. The document then reviews several HRM software options that provide features like payroll, time and attendance tracking, performance reviews, benefits administration, recruitment, training, and reporting. It identifies key features that should be included in any HRM system, such as those functions.
The document provides an overview of Oracle HRMS and payroll systems. It discusses the main components of Oracle HRMS, including the HRMS information model, work structure, flexfields, and recruitment. It also summarizes the key modules in Oracle HRMS like human resources, payroll, time and labor, and recruitment. Finally, it provides a brief introduction to the payroll overview in Oracle.
The document discusses how the Learning Management System (LMS) is no longer sufficient for managing learning and development in modern organizations, especially in highly regulated industries. It notes that most learning occurs outside of formal channels through on-the-job training and collaboration, but LMS only tracks formal learning. A capability development system is needed to manage both formal and informal learning, map it to organizational capabilities, and provide audit readiness of staff competencies across learning systems. This allows organizations to effectively develop, track, and ensure acquisition of capabilities at individual, team and company levels.
Oracle HRMS Online Training by Keylabstraining is a well defined course and trained by our Well Qualified Professionals all over the World. Our course content designed as per the current IT industry requirement.
Course Content : http://www.keylabstraining.com/oracle
Contact us : info@keylabstraining.com
USA : +1-908-366-7933(USA)
India : +91-95506-45679(INDIA)
The document provides an overview of an Enterprise Resource Planning (ERP) implementation roadmap. It discusses SAP as the most popular ERP product and its modules. The implementation roadmap consists of 5 sequential phases: 1) project preparation, 2) business blueprints, 3) realization, 4) final preparation, and 5) go-live and support. Several large organizations in Pakistan that have implemented SAP ERP systems are also listed.
SPI_Conference_Handling Breakups to Save Future Headaches_FinalCurtis Weldon
This document discusses best practices for offboarding employees. It covers the key aspects of an offboarding process, including different types of employee terminations and what is required for each. Areas of de-provisioning like disabling system access and collecting equipment are discussed. The roles and responsibilities of different business owners in the offboarding process are outlined. Creating an offboarding process is demonstrated, including integration with other systems. Finally, ways to measure the success of an offboarding process, like improved efficiency in de-provisioning access, are presented.
This document discusses a product demonstration for Candidate Manager, a web-based recruitment management software. It includes an agenda for the demonstration, information about the company and Client Manager product, and demonstrations of the applicant tracking, onboarding, and performance management modules. Key points covered are the recruitment process supported, implementation approach, and benefits of using the talent management software for tasks like applicant tracking, onboarding new employees, and performance reviews.
If your an USA employer, looking to build a viable talent pipeline within the IT sector, then you need to read this and then call us. "Apprenticeships Mean Business"
The document discusses iOrange Technology, an IT training company. It provides an overview of Oracle ERP solutions Oracle Applications 11i and R12. It describes iOrange Technology's workshops that include sessions on personality development, technical/functional knowledge improvement, and guidance on implementation projects through working with professionals on live projects.
This document discusses proposed changes to the layout and design of the PayrollServe HRIS Module. Key changes include rearranging and renaming several tabs and fields. Date, currency, and numeric fields will follow standard formatting. Users will be able to manually enter dates without using the calendar dropdown. The tabs will be arranged to prioritize payroll processing data and use darker shading to distinguish the first row of tabs.
The document describes Clarkston Consulting's HCM ROI model for calculating the return on investment of human capital management projects. The model involves building out the fully loaded human resource costs, capturing HR metrics, making projections for cost improvements over multiple years, factoring in project costs, and layering the projected costs and benefits into a model that can be debated and used for discussions on estimating the ROI of HCM projects. The goal of the model is to facilitate conversations about calculating ROI for initiatives that traditionally have been difficult to measure.
The document describes the iRecruitment system, an internet recruitment module of Oracle Application HRMS e-Business Suite. It allows managing all recruitment activities through a single, web-based interface. The summary discusses the key functions and processes of iRecruitment.
This document provides an overview of human capital management (HCM) software. It describes the core components of HCM including recruitment, learning management, performance management, self-service HR, and payroll. HCM is a part of enterprise resource planning that deals with employee records to provide managers with data to make decisions. It streamlines HR processes and provides a framework for benefits administration.
The document provides an overview and agenda for a presentation on Oracle HRMS (Human Resource Management System). It discusses the Oracle HRMS modules, information model, types of enterprises, HRMS work structure including flexfields, information types, date tracking, recruitment, and people lifecycle. The presentation aims to explain how Oracle HRMS can help organizations hire, train, deploy, assess, motivate and reward employees.
The document provides an overview and agenda for Oracle iRecruitment. It discusses features for site visitors, registered users, managers, recruiters, and agencies. Key functions covered include creating and managing vacancies, searching and processing candidates, working with applicants, making offers, and hiring applicants. The goal of iRecruitment is to streamline the recruitment process from sourcing candidates to hiring.
The document discusses Oracle HRMS recruitment modeling and self-service functions. It describes the typical recruitment cycle as including preparation, selection, and appointment stages. It outlines how Oracle HRMS allows users to track applicant progress through the recruitment cycle and enter applicant details. The document also summarizes the self-service functions available for recruitment in Oracle HRMS, including viewing vacancies, applying for jobs, suitability matching, and creating and approving candidate offers.
Defining employees and their assignments in Oracle R12 HRMS
Strategic deployment of employees in Oracle R12 HRMS
Analyzing the framework and dimensions of roles for employees
Gathering payroll information at employee level
Various other features in Oracle R12 HRMS
The document discusses core HR functions in Oracle including recruitment. It describes setting up locations and organizations in the work structures module. Recruitment activities like creating vacancies, recruitment activities, and applicants are covered. Interview planning and mass applicant updates are also included. The document discusses using key flexfields, descriptive flexfields, extra information types and security indicator types to customize data capture. It provides navigation details to perform various core HR and recruitment tasks in Oracle HRMS like people entry and maintenance.
The document discusses the growing popularity and benefits of a two-tier ERP strategy where organizations implement a Tier-1 ERP solution for corporate processes and a Tier-2 solution for subsidiaries. Drivers for adoption include reducing costs, improving innovation and agility. Benefits include comprehensive yet customizable functionality, lower costs, and the ability to adapt more quickly. The document recommends looking for Tier-2 solutions that offer comprehensive functionality, flexibility, and low total cost of ownership.
Literature Review for Human Resource Management System Isuri Navarathna
An HRM system is important for organizations to manage their employees effectively. It allows HR professionals to screen applicants, track openings and store resumes electronically from a centralized system. This helps fulfill recruitment functions and conduct operations more efficiently. The document then reviews several HRM software options that provide features like payroll, time and attendance tracking, performance reviews, benefits administration, recruitment, training, and reporting. It identifies key features that should be included in any HRM system, such as those functions.
The document provides an overview of Oracle HRMS and payroll systems. It discusses the main components of Oracle HRMS, including the HRMS information model, work structure, flexfields, and recruitment. It also summarizes the key modules in Oracle HRMS like human resources, payroll, time and labor, and recruitment. Finally, it provides a brief introduction to the payroll overview in Oracle.
The document discusses how the Learning Management System (LMS) is no longer sufficient for managing learning and development in modern organizations, especially in highly regulated industries. It notes that most learning occurs outside of formal channels through on-the-job training and collaboration, but LMS only tracks formal learning. A capability development system is needed to manage both formal and informal learning, map it to organizational capabilities, and provide audit readiness of staff competencies across learning systems. This allows organizations to effectively develop, track, and ensure acquisition of capabilities at individual, team and company levels.
Oracle HRMS Online Training by Keylabstraining is a well defined course and trained by our Well Qualified Professionals all over the World. Our course content designed as per the current IT industry requirement.
Course Content : http://www.keylabstraining.com/oracle
Contact us : info@keylabstraining.com
USA : +1-908-366-7933(USA)
India : +91-95506-45679(INDIA)
The document provides an overview of an Enterprise Resource Planning (ERP) implementation roadmap. It discusses SAP as the most popular ERP product and its modules. The implementation roadmap consists of 5 sequential phases: 1) project preparation, 2) business blueprints, 3) realization, 4) final preparation, and 5) go-live and support. Several large organizations in Pakistan that have implemented SAP ERP systems are also listed.
SPI_Conference_Handling Breakups to Save Future Headaches_FinalCurtis Weldon
This document discusses best practices for offboarding employees. It covers the key aspects of an offboarding process, including different types of employee terminations and what is required for each. Areas of de-provisioning like disabling system access and collecting equipment are discussed. The roles and responsibilities of different business owners in the offboarding process are outlined. Creating an offboarding process is demonstrated, including integration with other systems. Finally, ways to measure the success of an offboarding process, like improved efficiency in de-provisioning access, are presented.
This document discusses a product demonstration for Candidate Manager, a web-based recruitment management software. It includes an agenda for the demonstration, information about the company and Client Manager product, and demonstrations of the applicant tracking, onboarding, and performance management modules. Key points covered are the recruitment process supported, implementation approach, and benefits of using the talent management software for tasks like applicant tracking, onboarding new employees, and performance reviews.
If your an USA employer, looking to build a viable talent pipeline within the IT sector, then you need to read this and then call us. "Apprenticeships Mean Business"
The document discusses iOrange Technology, an IT training company. It provides an overview of Oracle ERP solutions Oracle Applications 11i and R12. It describes iOrange Technology's workshops that include sessions on personality development, technical/functional knowledge improvement, and guidance on implementation projects through working with professionals on live projects.
This document discusses proposed changes to the layout and design of the PayrollServe HRIS Module. Key changes include rearranging and renaming several tabs and fields. Date, currency, and numeric fields will follow standard formatting. Users will be able to manually enter dates without using the calendar dropdown. The tabs will be arranged to prioritize payroll processing data and use darker shading to distinguish the first row of tabs.
The document describes Clarkston Consulting's HCM ROI model for calculating the return on investment of human capital management projects. The model involves building out the fully loaded human resource costs, capturing HR metrics, making projections for cost improvements over multiple years, factoring in project costs, and layering the projected costs and benefits into a model that can be debated and used for discussions on estimating the ROI of HCM projects. The goal of the model is to facilitate conversations about calculating ROI for initiatives that traditionally have been difficult to measure.
HRIS is a systematic way to store employee data and information to aid in planning, decision making, and reporting. It provides a basis for human resource functions like personnel administration, salary administration, and performance appraisal. HRIS allows for higher speed and accuracy of data retrieval and processing, better analysis and more effective decision making. However, it also has drawbacks like high costs and potential threats to employees. Proper needs analysis and communication are important for successful implementation.
This document discusses e-training (electronic training), which involves using computers or other electronic devices to provide training or educational materials. Some key points made include:
- Over 41% of Fortune 500 companies now use some form of online training for employees. Asia is the fastest growing market, projected to grow 17.3% annually.
- E-training can reduce employee learning time by up to 60% and is the second most valuable training method for many companies as it saves 50% compared to traditional training.
- E-training provides instant access to information for employees anywhere, anytime, reducing the need for travel and making expertise more readily available.
The document describes the training administration module of Emportant Technologies' HRMS. The module allows users to create training courses, generate training requisitions that include budgets and schedules, approve nominations, take attendance, collect feedback, and view reports. Employees can nominate themselves for courses and submit feedback on trainings, while managers can create requisitions and approve nominations.
Web based solution with Employee self service , time management, leave management, salary process , Recuritment and apparisal module
www.payrollsoftware.co.in for more details ..
An HRIS is a system that acquires, stores, manipulates, analyzes, retrieves, and distributes information about an organization's human resources. It includes hardware, software, people, forms, policies, and data. There are three main types of HRIS: electronic data processing systems focused on operational data storage and processing; management information systems aimed at middle management with integrated and structured information flows; and decision support systems focused on flexibility for top executives. An HRIS can increase efficiency by allowing more transactions with fewer resources and increase effectiveness by improving the accuracy of information or simplifying processes.
This document discusses the process of planning and implementing a new HR information system (HRIS) from start to finish. It begins by explaining the importance of defining key stakeholders and their needs in order to determine the right modules. The planning phase involves deciding on an budget, mapping current processes, identifying necessary system integrations, and distributing a needs questionnaire. Selection involves developing a scorecard to evaluate potential vendor options. Implementation consists of data conversion, system configuration customized to the organization, training employees, and monitoring feedback during the go-live roll-out phase. The overall goal is to select and launch an HRIS that streamlines processes while supporting both management and employee needs.
Manual testing involves manually testing software by playing the role of an end user and using test cases to ensure correct behavior. It is important early in development when automation is not possible and for testing visual elements. A test plan is a document that outlines test objectives, workflows and processes while a test case specifies conditions to determine if a feature works as intended. Both exploratory and black/white box testing have pros and cons for finding bugs. Bugzilla is a bug tracking system that helps developers manage issues.
The business case for SaaS HR workforce management HCM software technologyCharles Bedard
The document discusses the business case and ROI for adopting SaaS HR solutions. It states that companies that adopt HR solutions outperform competitors based on financial benchmarks and have more flexible cost structures, with average annual HR administration costs being over $1k less per employee for those with an HR system. The reasons why companies are buying HR solutions are for employee and manager self-service, talent management automation, HR systems strategy, portal and transaction cost reductions, and workforce optimization.
E-compensation systems allow companies to manage employee compensation electronically through software packages accessible via intranet or internet. They automate tasks like payroll processing and provide tools for compensation planning. PeopleSoft and Oracle offer e-compensation solutions that integrate with other HR systems like performance reviews. E-compensation provides benefits like uniform compensation management, easy access to records, budget tracking, and language support for multinational companies.
The document discusses the strategic view of human resources and treating employees as valuable assets. It outlines sources of employee value such as skills, knowledge, decision-making abilities, and teamwork. It also discusses adopting an investment perspective to determine how best to invest in developing employee skills and knowledge as a source of competitive advantage. Key factors for an investment-oriented organization include senior management valuing employee development and seeing people as central to achieving organizational goals.
The document discusses employment training and its key steps. It defines training as teaching new employees basic job skills. The main steps are need analysis, instructional design, validation, implementation, and evaluation. Various training methods are outlined, including on-the-job training, apprenticeship, job instruction training, simulated training, computer-based training, distance learning, and programmed learning.
This document discusses the Personal Identification Module (PIM) in OrangeHRM, an open-source HR management system. The PIM module allows centralized storage of all employee personal details, qualifications, work experience, and other information. It features manual entry of data and exporting to CSV. Screenshots show interfaces for adding or updating employee personal details, contact details, tax exemptions, memberships, and attachments. The conclusion recommends testing OrangeHRM's PIM module.
This document discusses how recruitment is mapped in a human resource information system (HRIS). It provides information on the components and functions of an HRIS, including inputting data, data maintenance, and output processing. It then focuses on recruitment, describing how recruitment management systems (RMS) can automate and facilitate the recruitment process. Key features of RMS like job posting templates, online applications, and analytics are outlined. The conclusion emphasizes how RMS improves efficiency by eliminating duplicate records and providing metrics to assess recruiting efforts.
This document discusses traditional and e-recruitment. It begins by outlining traditional recruitment objectives and strategies. It then discusses how recruitment activities can influence post-hire outcomes. The role of recruiters and realistic job previews are also examined. The document shifts to discussing advantages and challenges of e-recruitment, including how it can be more cost-effective and decentralized. However, e-recruitment also risks discrimination and privacy issues. The document concludes by proposing a future integrated e-HRM and e-recruitment model to balance expectations and satisfaction.
Tata Consultancy Services (TCS) was founded in 1968 and is headquartered in Mumbai, India. The document discusses TCS's human resource practices, including manpower planning, recruitment, learning and development, performance reviews, and retention strategies. It states that good HR practices increase operational efficiency, employee engagement and satisfaction, and information sharing. They also improve leadership development, data integrity, and allow the company to take advantage of employees' interests in career growth. The conclusion is that companies must consider employees important assets and that TCS can gain a competitive advantage by motivating employees and providing development opportunities.
This document summarizes training and development practices at Infosys. It discusses that Infosys provides various types of training to employees, including induction training, job training, and promotional training. For fresh graduates, Infosys uses a 6-month foundation program at its Mysore facility to train over 4,000 employees. Infosys also has its Leadership Institute in Karnataka that provides training to help employees advance to larger roles. Infosys places great importance on training and developing its over 160,000 employees worldwide.
Tata Consultancy Services has a rigorous recruitment and selection process across four levels - work force, frontline, middle management, and top management. For the workforce level, candidates apply online or via ads and undergo written and technical interviews. For frontline level, internal candidates are evaluated on performance while external candidates face additional assessments like group discussions. The middle management level involves fast-track programs and technical interviews for internal promotions or external hires. The top management level does not recruit externally and involves interviews and presentations for selection.
Decision Support System - Management Information SystemNijaz N
Refers to class of system which supports in the process of decision making and does not always give a decision itself.
Decision Support Systems supply computerized support for the decision making process.
If you're searching for the best SAP HR training in Gurgaon. All staff receives practical training, which adds excitement to APTRON SAP HR Training in Gurgaon. The major goal of this SAP course is to give students a strong theoretical and practical understanding of a few crucial HR modules. As a result, only skilled SAP HR Training staff in Gurgaon can offer support. a working understanding of SAP HR. Business SAP HR lecturers and SAP HR experts will continue to provide top-notch SAP HR teaching and real-world SAP HR application scenarios. The most technologically advanced training offered to consultants and staff is our SAP HR Training in Gurgaon.
Joanna Harrop, HR Expert Speaker at HR Summit and Expo 2017 "Efficient and co...Joanna Harrop
Joanna Harrop worked as an HR Business Partner and senior HR professional in all areas of HR to include transactional, transformational and project management in several corporations. Over the years Joanna developed a particular interest and expertise in organisational change and development supported by an effective and cost efficient HR performance.
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metrics for timely performance adjustments and integrate metrics into an organizational "system for management."
This document provides an overview of a webinar on developing effective HR key performance indicators (KPIs) and metrics. The webinar will discuss how to:
1. Develop organization-centric HR KPIs and measures
2. Partner with organizational leaders to pursue superior performance
3. Track, manage, and use organizational performance data to support decisions
4. Adjust KPIs and measurements as organizational factors change
5. Work strategically with leadership for long-term HR alignment
It emphasizes the importance of aligning HR strategies and metrics with business strategies and initiatives. The webinar will also explore how to interpret metric data in real-time to enable timely performance adjustments.
What are the Modules of SAP SuccessFactors: Benefits of Using itRavendra Singh
SAP SuccessFactors is SAP’s human resource management and talent management solution. It provides various cloud-based solutions for managing HR functions like business alignment, people performance, and recruitment, Etc. SuccessFactors helps in digitalizing HR processes and functions and helps you in hiring the most suitable staff.
Performance management and development systemeismintukey
This document provides tips for optimizing a performance management and development system. Tip #1 discusses calibrating performance ratings across an organization to ensure consistent ratings. Tip #2 recommends linking performance processes to career development and learning opportunities. Tip #3 advocates enabling pay-for-performance programs to build a merit-based culture. Tip #4 suggests driving continuous improvement through workforce analytics. Tip #5 stresses configuring, rather than customizing, a performance management system.
A HRIS is a system that uses software to manage human resource, payroll, and other employee-related activities and processes electronically. It allows companies to more efficiently and effectively plan, manage, and control HR costs and make higher quality decisions. Key benefits of a HRIS include automating recurring tasks, improving recruitment processes, streamlining onboarding and benefits administration, and providing analytics to support decision making. Common modules within HRIS systems include training, payroll, HR management, compliance, and recruiting functions.
Building the Digital HR Organization-pagesCeline Burgle
The document discusses how digital technologies are transforming HR and enabling the rise of "digital HR". Key points include:
- Mobile tools, analytics, social media and cloud/SaaS platforms allow HR to engage employees more and deliver services more flexibly.
- Technologies are driving the democratization of talent management by empowering employees and managers.
- HR can apply marketing techniques like customization and targeting to talent processes using technology.
- An integrated HR platform in the cloud provides data and tools to support digital HR capabilities.
- Case studies show how companies like Timken, Barry Callebaut are transforming HR with technologies.
LLM-as-a-stack enables your business to benefit from our assemble-to-order approach comprising of an integrated mix of layers including services, processes, applications and infrastructure. This means that you can avoid the hassle of sourcing infrastructure, applications and business process services from separate service providers, and, instead, buy a fully packaged business process as a service.
This presentation is about how different functions in an organization interact with each other using Enterprise Resource planning (ERP) tool. What are the advantages and disadvantages of ERP tools.
Key Functions of HRIS - Human Resource Information.pptxSasikanthchilla
A human resource information system (HRIS) is software that provides a centralized repository of employee master data that the human resource management (HRM) group needs for completing core human resource (core HR) processes. An HRIS can help HR and organizations become more efficient through the use of technology.
The document discusses a project report on developing a human resource management information system (HRMIS) to help manage employee performance at an organization. It provides background on HRMIS and performance appraisal, explaining their purposes and benefits. It also describes Accenture's existing performance management system and how they enhanced it to provide greater career development opportunities and align employee performance with organizational objectives.
Talent Management Information Systems aim to assess employee competencies, enable succession planning, support training and professional development, and integrate compensation. An HRIS can help companies implement comprehensive talent management strategies across the entire employee life cycle, from recruiting to performance management to succession planning. It provides structure for talent management strategies by automating HR functions and providing a complete picture of employees.
This summary provides an overview of the document in 3 sentences:
The document provides guidelines and worksheets to help HR professionals justify the costs of an HR information system (HRIS) to senior management. It outlines how to assess needs, build a case for an HRIS, and provide cost justification by analyzing areas like payroll costs, new hire costs, turnover costs, and record maintenance costs. Worksheets are included to help quantify current costs and projected savings to demonstrate how an HRIS can translate to direct cost savings and improved profitability.
This document discusses human resource information systems (HRIS) and their implementation and use at Energypac. It provides overviews of HRIS solutions and modules, how an HRIS can improve efficiency and effectiveness at Energypac, and how an HRIS can be designed for Energypac's management. It also discusses which departments need to be involved in an HRIS project, benefits of using an HRIS for benefits administration, challenges to implementation, and factors to consider when evaluating HRIS vendor support.
TELESPAZIO PERFORMANCE APPRAISAL 1
Telespazio Performance Appraisal Development
Overview
A performance appraisal or review is a method used by an organization to evaluate and document the work performance of their employees. It is an important aspect of career development, and it involves frequent employee performance reviews in the organization. Telespazio is a spaceflight services company, which developed a dual employee appraisal system in 2005. The system aimed to plan the organizational change through support of employee management like compensation, mobility, rewards, training, and career advancement to continue to keep the company going. The system was electronic which enables support values such as transparency, common objective definitions, giving observable behaviors and sharing (Dessler, 2014). The dual system aimed at ensuring that the company promotes employee professional development and attains positive result feedback. The system evaluates the employee performance in comparison with the objectives and competence skills. This paper will examine the Telespazio performance appraisal system focusing on appraisal methods, proposed strategies, and an appraisal tool.
Current Appraisal Methods
Currently, the appraisal approach, which Telespazio uses, is called Telespazio Performance Appraisal for Development (TPAD). This system supports employee compensation, rewards, training and career advancement. It promotes transparency, common objective definitions, and focusing on competencies and roles (Profili et al., 2014). This procedure is an avenue for employee training and development to ensure growth also allowing employees to deal with upcoming challenges, which is a strategy to strengthen the company workforce. TPAD is a fair system because it the process begins with the employees and manager listing endeavors, skills and their objectives for the following year. The evaluated skills in the process differ in each position. The process helps the company identify employee roles through determination of the different employee's skills and knowledge. It then matches the skills in roles where they are most appropriate.
The company mainly uses the 360 feedback and management by objectives (MBOs) systems to appraise their employees. The management by objectives system allows the employees and managers recognize the employee goals, which are later used to measure performance. The MBOs are used to evaluate work progress quarterly, which is an important tool in improving employee productivity. The 360-feedback system uses the employees from all organizational levels who interact with the employee being appraised. It opens gives a chance for employees to be part of the appraisal process, and it is a fair and transparent process (Peacock, 2015). The appraisal uses three levels to rate the employee performance. The levels are unsatisfactory; improvement needed and mee.
Small and medium businesses contribute over 60% of India's economy but are hesitant to invest in human capital management solutions due to unclear returns. While automation can reduce bottlenecks, companies overlook how it can develop a high-performance workforce aligned with business strategy. PeopleWorks offers a performance management system that provides feedback, identifies skills gaps, and links performance to goals, career development, and training needs to motivate employees and improve organizational performance.
HR Technology Tools: What You May Be MissingNet at Work
How HR Technology Improves Results, Increases Efficiency, and Lowers Costs.
Like most organizations, you probably face several HR-related business challenges including succeeding with limited HR resources, managing compliance & risk of litigation, and ensuring accurate and timely payroll.
In this complimentary live webinar we will demonstrate how today’s Human Resource Management Systems (HRMS) provide an integrated, all-in-one, software solution for automating and managing your organization’s core workforce administration, including:
Employee job & personal information
Government compliance
Employee benefits
Payroll options - including integration with outside payroll services (i.e. ADP, Paychex)
Recruitment
Employee Self Service
Attendance
Planning, analysis, and reporting
Employee development, compensation and retention
Plus! We’ll review in detail how HR technology and applications can positively impact your bottom line through standardized processes, increased productivity, direct cost savings, and better compliance.
Similar to Employee Training - SAP Training Module Project and Injection Mold Training (20)
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Employee Training - SAP Training Module Project and Injection Mold Training
1.
2. The Necessity of an HRIS System—
Tracking Employees’ Training in SAP
By Jordan Greene
SAP Training Module Project
3. Why This Project?
In my current position of HR
Generalist at MAHLE Filter
Systems, I saw an immediate
need for a better way to keep up
with employees training records.
When asked by ISO and TS auditors
which employees had received
what training and / or
certifications, there was no
effective and efficient way to
answer those questions.
We were buried in piles of paperwork.
There were tons of training log sheets
kept in files, only separated / sorted by
training heading.
4. About MAHLE Group
The MAHLE Group is one of the 30 largest
companies in the automotive supply
industry worldwide.
The Group’s key data are:
Over 110 production locations on
four continents
7 research and development centers
Over 65,000 employees and sales of
approximately 5.3 billion Euros (USD 7
billion) in 2010
5. TS16949 / ISO14001
What is TS16949?
TS 16949 is the International Quality
Management Standard specifically
written by the Automotive Industry.
Because MAHLE manufactures automotive parts, MAHLE is required to have both
these certifications in order to conduct business with customers.
What is ISO14001?
ISO14001 is an Environmental Management
System that helps reduce the negative
impact our plant has on our environment.
6. TS16949 and ISO14001 Audits
Q: What are the auditors looking for?
A: Auditors are looking for evidence that we are
adhering to our customers’ requirements—that
we are doing what we say we’re doing.
Employees’ training plays a
huge role. Auditors want to
see evidence that employees
have been trained on the
TS16949 and ISO14001 policies
and associated procedures.
MAHLE struggled to retrieve
the documents in a timely
fashion for the auditors. In
some cases, the documents
could not be located, resulting
in audit non-conformances.
7. TS16949 and ISO14001 Audits
Passing both the TS16949 and the ISO14001 audits is imperative to stay in business,
so the deficiency in providing training records became a TOP priority for MAHLE.
What’s the solution?
There were two options:
1. Purchase a separate HRIS system to
electronically house all our training
records, or
2. Utilize the organization’s current ERP
system, SAP, to maintain all the data.
Since SAP was already being utilized
throughout the MAHLE organization and had
the capability to maintain the training
documents and to successfully mine data, this
option was chosen for MAHLE Murfreesboro.
8. Technology Takeover
Our world is more connected now than it’s ever
been—all due to the presence of technology.
Globalization is undoubtedly here to stay and
information in the global workforce is maintained,
shared, and transmitted electronically. As a result,
human resources departments must be able to
retrieve information at a moment’s notice to keep
and sustain a cutting edge for their organizations.
9. ERP and HRIS Defined
HRIS can be purchased separately as
stand alone programs or they may be
part of a larger ERP system. ERP is an
acronym for Enterprise Resource
Planning. It is a large-scale software
program designed for modern
businesses.
HRIS is an acronym for Human Resources
Information Systems. They are designed to
electronically manage mass amounts of
employee data and processes related to
employment.
Some examples of the tasks that HRIS can
perform are as follows:
• Employee attendance
• Performance management
• Benefits administration
• Payroll processing
• Recruitment and applicant tracking
• Training and development
i.e. HRIS
10. Why HRIS and ERP?
Utilizing an ERP is the best
way for organizations as a
whole to manage all its
applicable data
Utilizing an HRIS is the best way for HR departments to…
• Streamline HR processes and reduce administrative burdens.
• Reduce HR administration and compliance costs
• Compete more effectively for global talent
• Improve service and access to data for employees and
managers.
• Provide real-time metrics to allow decision-makers to spot
trends and manage the workforce more effectively, and to
• Enable HR to transform so it can play a more strategic role in
the business.
11. SAP (Systems, Applications, and
Products in Data Processing)
SAP is the ERP system that MAHLE utilizes,
and the choice for the creation and
implementation for what would become the
SAP Training Module, an HRIS portion that
would maintain MAHLE Murfreesboro’s
training documents and training program.
Some key facts about SAP:
• The Corporation is based in Germany.
• SAP has locations in more than 100
countries, including the United States.
• Its software applications include 34
currencies and languages.
• Users can track compliance with more than
80 local regulations.
SAP has just over $6B in total ERP
software revenue in 2012, leading
the worldwide market with 24.6%
market share.
12. SAP Training Module
What did I want to know???
So, I had to….
MY
And the research questions were….
1. How can the functions of the HR portions of the
SAP ERP be best utilized to maximize
organizational performance, specifically the
Training Module transactions?
2. What are the benefits to an organization of
effective utilization of an HRIS system?
3. How much improvement can be made in TS and
ISO audit scores due to the successful
implementation of the Training Module?
13. Research Methodology
• Consultations
• Discussions
• Trial and Error
• Q / A
• Focus Groups
• Interviews and Surveys*
• All Department Managers
at MAHLE Murfreesboro
• The HR staff of MAHLE Murfreesboro
• The Training Coordinator
at MAHLE Morristown
• Two IT Specialists at MAHLE Morristown
*Interviews and surveys will be
conducted after project implementation.
14. What Exactly Can the SAP Training
Module Do If Utilized?
• It can store and maintain the training
Qualifications (needs) and Proficiencies (scores)
of employees within SAP. It can also aids with
defining which Qualifications are required for
each particular Job.
• Due to the link between employee and Job, the
Qualifications of each Job are automatically
inherited by the employee assigned to that Job.
As training is completed by an employee
(Qualifications are met), the results of the
training, such as Proficiency and completion
date, are stored in the Training Module.
• The SAP HR Training Module can also provide
reporting to aid with the selection of candidates
for other Jobs. Based on the Qualifications
required for the Job and the Qualifications
accrued by employees, an analysis can be made
to assist with determining the best candidates
within the organization.
Training I need based
on my job
Classes / Trainings I
have had and my
related scores
throughout my
employment
15. What Did We Do?
• Modified our existing job codes and created new ones.
• Looked at other Training Matrices.
• Met with each Department Manager at MAHLE Murfreesboro to
determine what training his or her employees needed or should have.
• Created our own Training Matrix in Excel for MAHLE Murfreesboro.
Example of a
job code in SAP
I = Initial (when employee is hired)
A = Annual Training
IA – Initial and Annual
There are a total
of 61 job titles
at MAHLE
Murfreesboro.
16. Then We…
• Created the qualifications
(training needed) and
qualification groups (e.g.
maintenance, HR, safety) in SAP
• Three other MAHLE locations
utilize the this same module.
• The line items in darker blue
represent the qualification
groups entered for
Murfreesboro (taken from the
matrix created).
• The line items in lighter blue
represent the qualifications
(needs / trainings) entered for
each qualification group.
Transaction: S_AHR_61003929)
17. Then We…
• Entered training hours (how long training took or is estimated to take)
This information is necessary to calculate the number of training
hours spent over a certain time period for corporate reporting,
training budget information, etc. It is also useful to employees,
supervisors, and / or managers so they will know the amount of
time to budget for training.
• Linked qualifications to jobs
Transaction: PP01
Transaction: PPPM
18. And Finally We…
• Created e-mail links / notifications
Automatic e-mails are sent to
employees’ supervisors as
required training becomes due
for those employees. When
Qualifications are updated or
added for a Job and new or
additional training is required,
the affected employees’
supervisors are automatically
notified via e-mail.
The supervisor must complete the training by the due date and
turn the training log sheet into HR so that the completion of
the training can be entered into the SAP Training Module. If
the training is not completed a follow-up e-mail will be sent to
the next level of authority.
19. Capabilities and Reports
The SAP Training Module can:
• Link qualifications to multiple jobs. Some qualifications
apply to more than one job. Example: Everyone in the
plant is required to have annual sexual harassment
training.
• Transaction: Z_HR_US_Q2C_UPDATE
• Enter proficiencies for multiple employees at the same
time. In situations where multiple employees receive the
same training at the same time, this transaction allows for
a proficiency (or proficiencies) to be added to all of those
employees via a mass update.
• Transaction: S_AHR_61003917
• Compare job requirements to employee qualifications.
• Transaction: ZHR_MAHLE_PROFILE
• Compare an employee’s accrued requirements to a job’s
requirements. This is a report used to compare an
employee’s or employees’ accrued qualifications to any
job requirements, thus aiding in the selection of
candidates for a job.
• Transaction: PPPD
Job
Requirements
Employee’s
Qualifications
20. Training Module Key Concepts
1. Requirements (mandatory qualifications) are linked to
jobs, not to employees.
2. The employee link to a qualification and the entering of
the employee’s proficiency for that qualification occur at the
same time, using the same transaction (PPPM).
3. Elective qualifications should not be linked to jobs. They
are only linked to employees when the elective qualification
proficiencies are added for those employees via PPPM.
4. SAP determines if a requirement is outstanding for an
employee by comparing the requirements linked to a job
versus the obtained qualifications that are linked to the
employee who has that same job. This comparison is the
basis for the email notifications.
5. Employees retain all qualifications (required & elective)
indefinitely, even when they change jobs.
Elective
Qualifications
21. The Results
MAHLE Murfreesboro achieved completion of the creation of the SAP Training Module;
however, due to the current workload in an already understaffed HR department (adding
headcount, both permanent and temporary), it was concluded that a training coordinator
was needed. The training coordinator will be added to the HR staff beginning on January 1,
2015.
The training coordinator will…
• Have regular meeting with department
managers to ensure current training
requirements are being carried out and to
assist with finding appropriate vendors.
• Assist with the creation and procurement of
appropriate training materials.
• Maintain the SAP Training Module, and
• Become certified in Training the Trainer,
teaching supervisors and leads how to train
employees.
22. Further Analysis
Further analysis will take place after the interviews and survey are given to the HR
managers, IT specialists, and Training Coordinator in Morristown, TN.
Some of the questions will include….
1. What is the greatest benefit of having
an HRIS in place? The biggest
drawback?
2. How do you think ERP and HRIS will
evolve in the future?
3. How beneficial, in your opinion, is the
SAP Training Module?
4. How necessary are HRIS systems to HR
departments?
5. What is the biggest challenge
organizations face in regards to the use
of technology?
23. Further Analysis
In addition, scores on the
upcoming ISO14001 audit in
October 2014 and the TS16949
audit in March 2015 will provide
further evidence as to the
effectiveness of the SAP Training
Module.
“Prove to me that
Sally Employee was
trained on your
environmental policy
last year.”
Q: Can we do it???
A: YES!!!!!
With the SAP Training Module!
24. Further Analysis
Other means of analysis
include employee attitude
and performance due to the
increase of and focus on
training and development.
employees
25. Further Analysis
How well did we….
•Streamline HR processes and reduce administrative burdens?
• Reduce HR administration and compliance costs?
• Compete more effectively for global talent?
• Improve service and access to data for employees and managers?
• Provide real-time metrics to allow decision-makers to spot trends and manage the
workforce more effectively, and to
• Enable HR to transform so it can play a more strategic role in the business?
Through the implementation of the SAP Training Module?
Editor's Notes
Talk about the other things we use SAP for – benefits, payroll, time and attendance, tracking vacations, employees on leave, FMLA,
to be completed after project implementation with IT Specialists, HR Managers, and a Training Coordinator.