Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
This presentation discusses career planning and development. It outlines that career planning enhances an employee's future value and career development helps employees achieve career objectives. Organizations are relying more on intellectual capital and must rethink how they manage careers and develop human capital. There are four stages of career development: establishment, advancement, maintenance, and withdrawal. Each stage involves different focuses, challenges, and goals for employees as they progress through their careers.
In this presentation, we will discuss the factors that need to be considered while implementing the HRIS in an organization along with issues that might occur and ways to handle and control the same in a professional way without hampering the general workflow.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
Human Resource Information System (HRIS) is a system used to collect, record, store, manage and present data related to an organization's human resources. HRIS was first introduced in the 1950s and became more widely adopted in organizations in the 1980s and 1990s. HRIS systems help with functions like employee records management, payroll, compliance, forecasting future needs, and assisting managers with relevant data. The key benefits of HRIS include saving time, saving costs, and allowing for better work reallocation within an organization.
The document discusses talent management, defining it as attracting, developing, and retaining employees to meet organizational needs. It outlines the purpose of talent management as developing leaders internally and maximizing performance. Benefits include retaining top talent, better hiring, understanding employees, and professional development decisions. The talent management process involves workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and critical skills gap analysis. Recent trends in talent management include increased competition for talent, greater use of technology, focus on employer branding, promoting internal talent, and addressing population changes.
Talent Management Power Point PresentationEdwardsBuice
The panel discussion focused on optimizing talent management practices to address future business needs. George Langlois discussed key components of top companies' talent management systems, including performance management, emerging leader development, and retention of critical skills. Lori Muehling outlined considerations for reviewing talent practices, such as driving toward excellence and prioritizing gaps. Carl Kutsmode explained how workforce analytics can provide talent intelligence to inform decisions and ensure goals are met, for example by analyzing succession readiness and projected talent needs.
This document discusses the strategic role of human resource management. It covers key topics such as the evolution of HRM, traditional HR vs strategic HR, objectives and functions of HRM, and emerging issues in HRM. The document emphasizes that HR can provide competitive advantage when employee talents are valuable, rare, difficult to imitate, and well-organized to improve business performance. It also highlights the changing role of HR from administrative to strategic partner in organizations.
This presentation discusses career planning and development. It outlines that career planning enhances an employee's future value and career development helps employees achieve career objectives. Organizations are relying more on intellectual capital and must rethink how they manage careers and develop human capital. There are four stages of career development: establishment, advancement, maintenance, and withdrawal. Each stage involves different focuses, challenges, and goals for employees as they progress through their careers.
In this presentation, we will discuss the factors that need to be considered while implementing the HRIS in an organization along with issues that might occur and ways to handle and control the same in a professional way without hampering the general workflow.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
The document discusses various human resource metrics that can be used to measure the effectiveness of an HR department. It covers common metrics related to turnover/absence, competencies/training, employee productivity, workforce profile, and employee engagement. For each metric area, examples of specific metrics are provided such as employee turnover rate, absenteeism rate, training hours per employee, profit per employee, and employee satisfaction. Formulas and templates for tracking various metrics are also included.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)ANAND MURALI
This document provides an overview of human resource information systems (HRIS). It defines HRIS as systems that are used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information regarding an organization's human resources. The document discusses how HRIS help HR managers perform functions more effectively using technology. It also outlines the main users and benefits of HRIS, as well as some common challenges in implementing HRIS.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
This document discusses downsizing and restructuring. It defines downsizing as a strategy to improve financial performance by reducing the size and scope of a business. There are three main types of downsizing strategies: workforce reduction, work redesign, and systematic change. The document outlines the effects of downsizing on firm performance, employee morale, and workforce quality. It also discusses planning for downsizing, managing survivors, and best practices for effective downsizing.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
HRP is understood as the process of forecasting an organization's future demand for and supply of the right type of people in the right number. There are at least 10 prerequisites for successful HRP including: 1) HRP must be an integral part of corporate planning and aware of corporate objectives, 2) top management backing is essential, 3) plans should be prepared by skill levels rather than aggregates, and 4) personnel records must be complete, up-to-date and readily available. Successful HRP also requires considering external forces, using HRIS as a decision support system, and revising techniques and plans based on experience.
The document discusses attrition, which is defined as a reduction in employees through retirement, resignation, or death. Good attrition refers to less productive employees leaving, while bad attrition means high performers are leaving. There are different types of attrition like market-driven, workload-driven, and process-driven. Factors that influence attrition include pay, growth opportunities, work-life balance issues, and manager or team problems. The attrition rate formula is also provided. Managing attrition properly can help reduce costs while allowing an organization to remove low performers and make space for new talents.
The document discusses the human resources module in ERP systems. The HR module streamlines human resources management by maintaining an employee database that includes contact details, salary, attendance, performance reviews, and promotions. It is integrated with knowledge management to utilize employee expertise. The key subsystems are personnel management, organizational management, payroll accounting, time management, and personnel development. The advantages include enhanced processes, productivity, costs savings, and security, while disadvantages are expenses, customization limitations, and compatibility issues.
Brief introduction on human resource managementSha Zam
This document provides a brief introduction to human resource management (HRM). It defines HRM and discusses its evolution from personnel management. Key points include:
- HRM is the management of organizational human resources, including activities like recruitment, training, performance evaluation, and compensation.
- HRM has evolved from a focus on administration and rules to developing employee potential through training and motivation.
- The role of the HR manager is now more challenging and specialized, requiring management of strategic HRM processes like planning, development and industrial relations.
- The recruitment and selection process involves activities from job analysis and descriptions to attracting applicants, screening, interviewing and hiring. Compensation includes both monetary pay packages and non
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Module2 human resource information systemMaria Theresa
By automating Human Resource practices, HRIS saves time and money, effectively reallocates work processes and thus provides competitive advantage and add strategic value to the organization
Employee Retention: Key Ways to Retain Your Top TalentKaufman Global
The document discusses strategies for improving employee retention. It emphasizes the importance of retaining top talent to sustain customer relationships, business vitality, and intellectual property while managing recruiting and retention costs. Effective retention strategies focus on compelling employees to stay through developing a positive organizational culture and values, clear future vision and career paths, involvement and communication.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
HRIS Implementation and Change ManagementThu Nandi Nwe
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
The diversity training program for InsuraLife's sales division costs $110,610 initially but is expected to provide annual benefits of $106,250 from increased productivity and reduced legal costs. Over the 4 year period, the program has a positive net present value of $45,487 and benefit-cost ratio of 1.41, indicating the benefits outweigh the costs. The internal rate of return is 34%, higher than the company's cost of capital of 15%, suggesting the program should be approved.
This presentation discusses succession planning at an organization. It begins with an introduction to human resource management and the importance of succession planning. It then defines succession planning and discusses its importance, who is involved, and the typical three step process of identifying critical positions, developing internal candidates, and assessing and developing top candidates. The presentation concludes with a study of succession planning in two organizations based on a questionnaire.
Human Resource Metrics PowerPoint Presentation Slides SlideTeam
The document discusses various human resource metrics that can be used to measure the effectiveness of an HR department. It covers common metrics related to turnover/absence, competencies/training, employee productivity, workforce profile, and employee engagement. For each metric area, examples of specific metrics are provided such as employee turnover rate, absenteeism rate, training hours per employee, profit per employee, and employee satisfaction. Formulas and templates for tracking various metrics are also included.
This document discusses various perspectives on strategy and strategic human resource management. It provides definitions of strategy from several scholars, such as Mintzberg, Quinn and Purcell. It also defines strategic management and strategic HRM. The document outlines different types of strategies, including business, operations and resource strategies. It discusses the role of HR in strategy formulation and implementation. Finally, it presents models of strategic HRM and discusses advantages and disadvantages of taking a strategic approach to HRM.
The document discusses barriers to taking a strategic approach to human resource (HR) management, including a short-term focus, inability of HR to think strategically, and difficulty quantifying HR outcomes. It outlines how effective strategic HR management can lead to increased customer and employee satisfaction, performance, and shareholder value through cost-effective utilization of employees and integrated HR programs aligned with corporate strategy. Finally, it compares traditional, transactional HR roles to more strategic, transformational roles focused on organizational missions and processes rather than individual employees.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)ANAND MURALI
This document provides an overview of human resource information systems (HRIS). It defines HRIS as systems that are used to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information regarding an organization's human resources. The document discusses how HRIS help HR managers perform functions more effectively using technology. It also outlines the main users and benefits of HRIS, as well as some common challenges in implementing HRIS.
1) Talent management refers to anticipating an organization's human capital needs and developing a plan to meet those needs. It aims to improve business value and help organizations achieve their goals.
2) Retention management involves creating an environment that encourages current employees to stay by having policies that address their diverse needs. The key principles include making employees feel appreciated, supporting their development, providing growth opportunities, having good manager relationships, and ensuring success.
3) Both talent management and retention management involve identifying skills gaps, developing employees, motivating high performers, evaluating employees, and implementing measures to retain top talent and close skills gaps to meet organizational needs.
The document discusses employee retention strategies and the manager's role in retention. It outlines objectives like identifying how retention strategies reduce turnover and how employees feel engaged. Retention strategies discussed include hiring the right people, empowering and valuing employees, feedback, recognition, and maintaining morale. Managers play a key role through creating a motivating environment, coaching, delegation, and focusing on employees' future careers. The overall goal of retention strategies is to keep desirable employees at an organization.
This document discusses downsizing and restructuring. It defines downsizing as a strategy to improve financial performance by reducing the size and scope of a business. There are three main types of downsizing strategies: workforce reduction, work redesign, and systematic change. The document outlines the effects of downsizing on firm performance, employee morale, and workforce quality. It also discusses planning for downsizing, managing survivors, and best practices for effective downsizing.
The HR Technology Market: Trends and Disruptions for 2018Josh Bersin
This presentation describes the direction and trend for HR Technology in 2018, by Josh Bersin. It shows how the core HR market has evolved, the emergence of "systems of productivity" as the next major trend, the use of AI, and how applications like recruitment, wellbeing, feedback, and performance management are going through radical change.
HRP is understood as the process of forecasting an organization's future demand for and supply of the right type of people in the right number. There are at least 10 prerequisites for successful HRP including: 1) HRP must be an integral part of corporate planning and aware of corporate objectives, 2) top management backing is essential, 3) plans should be prepared by skill levels rather than aggregates, and 4) personnel records must be complete, up-to-date and readily available. Successful HRP also requires considering external forces, using HRIS as a decision support system, and revising techniques and plans based on experience.
The document discusses attrition, which is defined as a reduction in employees through retirement, resignation, or death. Good attrition refers to less productive employees leaving, while bad attrition means high performers are leaving. There are different types of attrition like market-driven, workload-driven, and process-driven. Factors that influence attrition include pay, growth opportunities, work-life balance issues, and manager or team problems. The attrition rate formula is also provided. Managing attrition properly can help reduce costs while allowing an organization to remove low performers and make space for new talents.
The document discusses the human resources module in ERP systems. The HR module streamlines human resources management by maintaining an employee database that includes contact details, salary, attendance, performance reviews, and promotions. It is integrated with knowledge management to utilize employee expertise. The key subsystems are personnel management, organizational management, payroll accounting, time management, and personnel development. The advantages include enhanced processes, productivity, costs savings, and security, while disadvantages are expenses, customization limitations, and compatibility issues.
Brief introduction on human resource managementSha Zam
This document provides a brief introduction to human resource management (HRM). It defines HRM and discusses its evolution from personnel management. Key points include:
- HRM is the management of organizational human resources, including activities like recruitment, training, performance evaluation, and compensation.
- HRM has evolved from a focus on administration and rules to developing employee potential through training and motivation.
- The role of the HR manager is now more challenging and specialized, requiring management of strategic HRM processes like planning, development and industrial relations.
- The recruitment and selection process involves activities from job analysis and descriptions to attracting applicants, screening, interviewing and hiring. Compensation includes both monetary pay packages and non
This document discusses how HR can move from being perceived as "touchy-feely" to being driven by analytics. It outlines six levels of increasing analytics maturity for HR: 1) establishing basic HR metrics, 2) analyzing data to gain insights, 3) devising actionable strategies, 4) workforce forecasting, 5) developing predictive models, and 6) integrating HR analytics in real-time decision making. The document argues that becoming analytics-driven requires not just new tools but a cultural transformation to prioritize data-based decision making. It provides examples of companies that have benefited from various levels of HR analytics and urges readers to start measuring something and iterate continuously.
Developing a succession plan is important for retaining top talent and ensuring leadership continuity. Only 1% of companies rate their succession plans as excellent. Succession planning identifies key positions, assesses the competencies and skills required for each role, and develops employees to fill roles when current leaders depart. It is a systematic, ongoing process to retain intellectual capital and encourage advancement, not a one-time event. Tools like talent profiles and a decision matrix can help evaluate employees' performance and potential to identify candidates for development and succession.
Module2 human resource information systemMaria Theresa
By automating Human Resource practices, HRIS saves time and money, effectively reallocates work processes and thus provides competitive advantage and add strategic value to the organization
Employee Retention: Key Ways to Retain Your Top TalentKaufman Global
The document discusses strategies for improving employee retention. It emphasizes the importance of retaining top talent to sustain customer relationships, business vitality, and intellectual property while managing recruiting and retention costs. Effective retention strategies focus on compelling employees to stay through developing a positive organizational culture and values, clear future vision and career paths, involvement and communication.
Aligning talent management and strategyElijah Ezendu
The document discusses aligning talent management strategies with organizational objectives. It provides several key points:
1) High performing organizations integrate talent management more than low performers. Learning executives play critical roles in integrated talent programs.
2) Effective talent strategies use tools like surveys to understand culture, and regularly review policies to support integration.
3) Aligning talent development with strategic objectives ensures resources invested in talent match needs. Competency frameworks can map objectives to standards and talent programs.
4) Questions during alignment include identifying talent requirements from strategies, growing existing talent, and designing leader development programs.
Talent management has become a priority for organizations worldwide due to skilled labor shortages. It involves sourcing, hiring, developing, retaining, and promoting employees to meet organizational needs. Elements of talent management include employee development, performance management, and career development. An effective talent management process helps organizations achieve strategic goals like operational excellence and fulfilling their mission by ensuring they have the right talent. It is a holistic and strategic approach to both human resources and business planning.
HRIS Implementation and Change ManagementThu Nandi Nwe
Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support.
"Hopefully, the readers can use this resource for educational purposes and in a good way"
The diversity training program for InsuraLife's sales division costs $110,610 initially but is expected to provide annual benefits of $106,250 from increased productivity and reduced legal costs. Over the 4 year period, the program has a positive net present value of $45,487 and benefit-cost ratio of 1.41, indicating the benefits outweigh the costs. The internal rate of return is 34%, higher than the company's cost of capital of 15%, suggesting the program should be approved.
This document discusses human resource information systems (HRIS). It begins by defining HRIS as a systematic way to store and analyze employee data to aid decision making. The objectives of HRIS are to provide comprehensive and up-to-date information at a reasonable cost while ensuring data security and privacy. HRIS contains information on jobs, positions and people. It supports strategic, tactical, and operational human resource functions. Common HRIS subsystems include recruitment, payroll, and performance appraisal. Implementing HRIS involves planning, analysis, design, implementation and maintenance. HRIS provides benefits like faster data retrieval and processing, reduced costs, and more effective decision making. However, limitations include potential expenses and issues with computer literacy.
The document discusses human resource information systems (HRIS). It defines an HRIS as a software or online solution that handles data entry, tracking, and information related to human resources, payroll, management, and accounting functions. An HRIS collects, processes, transmits, and disseminates employee data. It discusses the benefits of an HRIS including administrative efficiency and strategic planning support. Key criteria for selecting an HRIS include integration capabilities, cost-effectiveness, data access controls, and security. The document outlines various applications of an HRIS such as human resources planning, recruitment, employee records management, and payroll management.
Human Resource Information Systems (Victoria University Australia)Thu Nandi Nwe
Sharing the very first lecture of HRIS module that I've completed in my Master Degree. Genuinely appreciated to Unit Coordinator and Lecturer: Dr Shah Miah and our Lecturer: Justin Chiew.
"I do hope the reader can put it off into a good use and for academic purposes"
The document outlines the steps for implementing a Human Resource Information System (HRIS). It discusses 14 steps: 1) inception of idea, 2) feasibility study, 3) selecting a project team, 4) defining requirements, 5) vendor analysis, 6) package contract negotiation, 7) training, 8) tailoring the system, 9) collecting data, 10) testing the system, 11) starting up, 12) running in parallel, 13) maintenance, and 14) evaluation. It also provides details on each step and highlights the importance of properly implementing each step for a successful HRIS system. This is illustrated through a case study of a global logistics company that implemented an HRIS to improve employee leave management across its operations
The document defines and discusses Human Resource Information Systems (HRIS). It provides definitions of HRIS from different authors that describe HRIS as a technology-based system that stores and manages organizational human resources data. An HRIS integrates HR functions and processes with information technology. It includes the hardware, software, data, people and procedures needed to manage the HR function. The document also discusses how HRIS provide efficiency and effectiveness benefits to organizations by automating common HR activities like records management, payroll processing and benefits administration. HRIS support both HR professionals in their work as well as managers and employees through features like self-service access.
The document discusses Human Resource Information Systems (HRIS). It provides an overview of HRIS, including why they are needed, their applications and utilities, implementation process, benefits, and limitations. It also includes a case study of SunGard, a company that uses an Oracle/PeopleSoft HRIS for functions like payroll processing, training, and recruitment. The HRIS allows for speedy data retrieval and processing, accurate reporting, and more effective HR decision making. However, implementation can be challenging and affect company culture, and systems may face issues like downtime.
1. Recruiting involves attracting candidates with the needed skills to help an organization achieve its objectives.
2. Recruiting is affected by external factors like government regulations and the labor market, as well as internal factors like organizational policies and image.
3. Applicants' backgrounds and preferences also influence how they seek jobs. Recruiting aims to generate a sufficient number of qualified applicants for open positions through both internal and external sources.
Human Resource Information System (HRIS) is an electronic system used to store and manage HR-related data. It helps HR managers perform functions more effectively and systematically. The key modules of an HRIS include payroll, recruitment, training and development, benefits administration, and performance management. Successful implementation of an HRIS provides benefits like increased efficiency and accuracy, while challenges may include lack of management support or communication issues.
The document discusses the key aspects and functions of a Human Resource Information System (HRIS). An HRIS is a software system that collects, stores, manages, and analyzes employee data. It discusses the main goals of an HRIS which are to provide the right information to the right person at the right time efficiently and securely. An HRIS typically includes subsystems for recruitment, training, payroll, performance reviews, and other HR functions. It also discusses best practices for implementing an HRIS such as planning the system, organizing information flow, and getting feedback.
This document provides an overview of cost benefit analysis (CBA). It discusses the history and principles of CBA, including key indicators like net present value. Challenges of CBA like inaccurate cost and benefit estimation are outlined. The document also presents a case study of implementing new computer equipment in an organization and calculating the costs, benefits, and payback period. It concludes that performing a thorough CBA is important for evaluating projects and avoiding erroneous conclusions.
This document discusses HRIS (human resource information systems) and their various applications and features. It describes the main purposes of HRIS as storing employee information, facilitating day-to-day decision making, and enabling internal and external reporting. The document outlines different types of HRIS solutions such as standalone, ERP-based, cloud-based, and hybrid systems. It provides examples of HRIS vendors and applications, including SAP, SuccessFactors, and HeartBeat. Core HRIS functions like benefits management, payroll integration, and reporting are also summarized.
This document discusses HR data management from an historical, technological, and global perspective. It covers HR information systems (HRIS) and project management. Regarding HRIS, it defines HRIS and outlines its history from early record keeping to today's complex analytical tools. It describes who uses HRIS and how, including HR professionals, managers, and employees. For project management, it defines the concept, discusses the project life cycle and management process, and lists tools like Gantt charts. It emphasizes the importance of people and communication in projects. Finally, it examines managing HRIS implementation as a project, covering initiation, planning, execution, control, and closure phases.
An HRIS is a system used to collect, store, and analyze an organization's human resources data. It consolidates employee information across departments into a single system to support HR decision making. Key functions of an HRIS include record keeping of employee data, payroll processing, benefits administration, and reporting. When implemented effectively, an HRIS can streamline workflows, increase efficiency, reduce costs, and provide strategic value by better managing an organization's most important asset - its people. However, HRIS initiatives can fail if goals are unclear, the wrong system is selected, or there is lack of buy-in or compatibility with other systems.
Introduction to Human Resource Information System (HRIS)Haylea PH
An HRIS is a system used to collect, store, and analyze information about an organization's human resources. Early HRIS systems focused mainly on record keeping of employee names, addresses, and employment histories to support administrative functions. Over time, HRIS evolved to include additional HR functions like benefits administration, payroll, and time tracking. Modern HRIS provide analytical tools to help HR professionals and managers make strategic decisions about the workforce. The key benefits of HRIS include increased efficiency, cost savings, improved accuracy, and enhanced workforce analysis capabilities.
In Recruiting, How Important Is Cost Per Hire?David Green
These are the slides from a webinar I delivered in conjunction with LinkedIn Talent Solutions in October 2015.
The slides draw on research from the likes of Bersin by Deloitte, BCG and SHRM and demonstrate how to achieve return on investment in recruiting you need to balance cost, agility and quality drivers.
The slides demonstrate how too much focus on lowering cost per hire can actually prove more expensive and disruptive in the long run.
Kango gift bringing_hr_into_ibm_connectionsKangoGift
This document discusses how social HR tools on IBM Connections can help address employee disengagement by converting traditional HR processes like performance reviews and recognition into ongoing conversations. It outlines six key HR processes - recognition, feedback, reviews, onboarding, communicating values, and finding expertise - that can benefit from a social approach through features that make the processes more timely, data-rich, and effective. Embracing social HR on IBM Connections can help streamline processes, provide analytics on engagement and retention, and ultimately lead to a more efficient and engaged workforce.
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
HR Career Possibilities for Information Age-HRISHowin Chan, PHR
This document discusses human resource information systems (HRIS) and careers in HRIS. It defines HRIS and provides examples of HRIS job titles. The document outlines the skills, knowledge, and abilities needed for HRIS professionals, including critical thinking, technology skills, and project management experience. It also discusses trends in HRIS careers and the future of HRIS in helping organizations with strategic decision making and improving HR processes.
A Comprehensive Project Report on HRIS Radhika Gohel
The document provides details about a project report submitted to Marwadi Education Foundation Group of Institutions on developing an HRICS (Human Resource Information & Communication System) for the organization. It includes an introduction to HRICS, information about the company, literature review, objectives and methodology of the study, data analysis, findings and limitations. The report aims to analyze the current HR practices and propose recommendations for developing an integrated HRICS to improve HR management and decision making.
Intranet Automation of Human Resource Management SystemIOSR Journals
This document summarizes the development of an intranet-based human resource management system (HRMS) for an organization. Key features of the system include automated employee records, skills assessments, and an online interview and confirmation process. A SWOT analysis is used to evaluate employees for project assignments based on their strengths, weaknesses, opportunities, and threats. The system was developed using technologies like ASP.NET for the interface, SQL for the database, and allows secure access via the organization's intranet. It aims to improve communication between employees and HR while streamlining HR processes through automation.
1. The document discusses human resource information systems (HRIS) and their role within HR departments. It outlines the functions of HRIS, including collecting, analyzing, and providing employee data to support HR professionals and facilitate workforce management.
2. It then evaluates factors that influence HRIS implementation and design, such as data security, metrics, and application selection. Case studies of HRIS systems at Jordanian pharmaceutical companies and Cisco are provided.
3. The document also notes some limitations of HRIS, such as potential issues that may arise if the systems fail or if data is not updated regularly.
data mining, a prediction technique for workers.pdfNavAhmed3
This document discusses data mining techniques for predicting worker demand in the Panchayat Raj Department of Orissa, India. It provides an overview of different data mining classification systems and approaches to demand forecasting, including direct managerial input, historical ratio analysis, and regression analysis. It then describes using linear regression and data mining tools like WEKA to analyze a dataset from the PR department in order to predict untested worker attributes and determine the effectiveness of statistical techniques for workforce planning.
This document discusses how HRIS has evolved from automating personnel data to modern HR platforms. While HRIS has increased efficiency and effectiveness, it also faces challenges. The emergence of SMAC (Social, Mobile, Analytics, Cloud) technologies are transforming business functions like marketing and supply chain. This project aims to review how HRIS has helped HR functions and its limitations. It will then explore how integrating SMAC technologies into existing HRIS platforms can transform HR practices into "Social HR" and improve collaboration, engagement and optimize human potential in light of changing workforce demographics. The research methodology will involve surveys, interviews and literature reviews to analyze trends and provide guidelines for HRIS professionals on socializing HR functions.
Data Mining: A prediction Technique for the workers in the PR Department of O...ijcseit
This paper presents the method of mining the data and which contains the information about the large
information about the PR (Panchayat Raj Department) of Orissa .we have focused some of the techniques
,approaches and different methodology’s of the demand forecasting .Every organizations are operated in
different places of the country. Each place of operation may generate a huge amount of data. In an
organization, worker prediction is the difficult task of the manager. It is the complex process not only
because its nature of feature prediction but also various approaches methodologies always makes user
confused. This paper aims to deal with the problem selection process.In this paper we have used some of
the approaches from literatures are been introduced and analyzed to find its suitable organization and
situation, Based on this we have designed with automatic selection function to help users make a
prejudgment The information about each approach will be showed to users with examples to help
understanding. This system also provides calculation function to help users work out a predication result.
Generally the new developed system has a more comprehensive functions compared with existing ones .It
aims to improve the accuracy of demand forecasting by implementing the forecasting algorithm. While it is
still a decision support system with no ability of make the final judgment. .The data warehouse is used in
the significant business value by improving the effectiveness of managerial decision-making. In an
uncertain and highly competitive business environment, the value of strategic information systems such as
these are easily recognized however in today’s business environment, efficiency or speed is not the only
key for competitiveness. This type of huge amount of data’s are available in the form of tera- to peta-bytes
which has drastically changed in the areas of science and engineering. To analyze, manage and make a
decision of such type of huge amount of data we need techniques called the data mining which will
transforming in many fields. We have implemented the algorithms in JAVA technology. This paper provides
the prediction algorithm (Linear Regression, result which will helpful in the further research.
Big Data & Business Analytics: Understanding the MarketspaceBala Iyer
This document provides an overview of big data and business analytics. It discusses the growth of data and importance of analytics to businesses. The key topics covered include defining big data and data science, analyzing the analytics ecosystem and key players, examining use cases of analytics at companies like Target and Whirlpool, and providing recommendations for building an analytics capability and working with analytics vendors. The presentation emphasizes how data-driven decisions can improve business performance but also notes challenges to overcome like skills shortages and changing organizational culture.
The document discusses a new research report on the future of HR strategy and how emerging technologies will impact HR departments. It finds that while most HR leaders recognize the potential of social media and cloud technologies, many are still spending less than 20% of their time on strategy and over half do not see mobile technology as important. The research also found that 71% of HR leaders are unfamiliar with using big data to drive business decisions, despite this being held up as a key opportunity for HR departments to provide value through new technologies.
This document provides an overview of human resource information systems (HRIS). It discusses the meaning and definition of HRIS, including the data and information needs of HR managers. It also covers the basic system requirements for an HRIS, including desktop PCs, servers, software, and databases. The document examines how HRIS can help streamline HR functions and processes through technologies like workflow automation, manager self-service, and employee self-service. Overall, the document provides a foundational introduction to HRIS concepts, components, and applications.
How Can People Analytics Help During COVID-19?Damien Hutchens
This document summarizes a presentation given at a people analytics meetup group discussing how people analytics can help during the COVID-19 pandemic. It outlines some of the key people data that is readily available, such as workforce availability, productivity levels, and employee wellbeing indicators. It also discusses analyzing trends in this data over time to help organizations with challenges like workforce planning, remote work adoption, and monitoring employee stress and isolation during periods of social distancing.
Connecting the Dots Between Your HR Systems Strategy and Strategic HRAggregage
Join Stacey Harris, Chief Research Officer for Sapient Insights Group, as she shares groundbreaking research on how organizations can move the needle by 2025, reaching critical business outcomes through a strategic approach to HR processes and system strategies.
Big data is not only transforming the way we make decisions, but also the way that organizations recruit, manage and develop their people, driving engagement, innovation and productivity to new peaks.
Explore the future of cloud-based human capital management, and demonstrate how what you do today will influence and energize your company for decades to come.
The document provides an overview of HR shared services and how it enables HR transformation. It discusses how HR shared services involves transitioning administrative HR roles to a specialist function in order to allow HR to focus more on strategic activities. Setting up an HR shared services center aims to reduce costs, increase quality, and drive efficiency through process standardization, centralization, and leveraging expertise. Outsourcing transactional HR activities to a shared services center can deliver cost savings, access to skills and technology not otherwise available, improved governance, risk management and operating performance with commitments to on-time delivery.
Workforce Analytics-Big Data in Talent Development_2016 05Rob Abbanat
1) The document discusses how workforce analytics uses big data approaches to improve talent management and recruiting. It outlines a 5-step process for implementing workforce analytics: clarifying the problem, determining metrics, gathering data, analyzing the data, and presenting results visually.
2) Most companies are still only reporting workforce analytics data, while few are able to forecast or simulate results. Examples are given of how some companies have used workforce analytics to optimize retention, promotions, and talent acquisition strategies.
3) The meeting discussed how workforce analytics can help move companies from decisions based on hunches to data-driven models, showing clearer links between talent expenditures and organizational performance.
The software development process is complete for computer project analysis, and it is important to the evaluation of the random project. These practice guidelines are for those who manage big-data and big-data analytics projects or are responsible for the use of data analytics solutions. They are also intended for business leaders and program leaders that are responsible for developing agency capability in the area of big data and big data analytics .
For those agencies currently not using big data or big data analytics, this document may assist strategic planners, business teams and data analysts to consider the value of big data to the current and future programs.
This document is also of relevance to those in industry, research and academia who can work as partners with government on big data analytics projects.
Technical APS personnel who manage big data and/or do big data analytics are invited to join the Data Analytics Centre of Excellence Community of Practice to share information of technical aspects of big data and big data analytics, including achieving best practice with modeling and related requirements. To join the community, send an email to the Data Analytics Centre of Excellence
This document provides an overview of a session on business intelligence, data science, and data mining. The goals of the class are to understand how to solve business problems using data analytics, various tools and methods for implementing solutions, and how to store and access large amounts of data. The focus areas include data warehousing, data mining, simulation, and deriving profitable business actions from databases. Popular tools mentioned include RapidMiner, R, Excel, SQL, Python, Weka, KNIME, Hadoop, SAS, and Microsoft SQL Server. Benefits of business intelligence include increased profitability, decreased costs and risks, and improved customer relationship management.
USING BIG AND LITTLE DATA TO RECRUIT THE RIGHT CANDIDATE FOR EVERY POSITIONDr. John Sullivan
This document discusses using metrics and data to improve recruiting. It recommends focusing on referrals and boomerang re-hires, which can provide 2/3 of hires. Referrals are the top source for volume and quality of hires. Boomerang re-hires, or former employees who are rehired, can provide up to 16% of hires. The document outlines selecting strategic metrics in key areas like programs, processes, and budgets. It recommends benchmarking top firms like Google that use algorithms and data to inform people decisions. The presentation provides examples of strategic "OMG metrics" that identify issues, impacts, causes, and recommended actions to drive immediate improvement.
The document discusses implementing an applicant tracking system (ATS) and provides a strategic 3-step approach: 1) Analyze the current hiring process by interviewing stakeholders to understand workflows and gaps. 2) Define the future state and compare it to identify gaps. 3) Create an action plan to address findings and prepare for implementation. It emphasizes analyzing both the current and desired future processes to ensure the ATS can meet future needs and avoid costly workarounds. Conducting this analysis upfront can prevent risks associated with retrofitting processes to new technology.
The document discusses HR analytics and predictive modeling. It defines key concepts like metrics, analytics, and business intelligence. Analytics uses data to understand past trends and predict future outcomes. The document outlines areas where predictive modeling can be applied in HR, like attrition, recruitment effectiveness, and talent forecasting. It also provides examples of companies like Oracle, Sprint, Starbucks, and Dow Chemical that have successfully used analytics to retain top performers, predict attrition, measure engagement impacts, and do workforce planning.
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Prof. Dr. Aung Tun Thet: The Art and Science of ManagementThu Nandi Nwe
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Greatly appreciated to our professor for giving opportunitys to our young milleniels to learn all these insightful knowledge and experiences.
Credit to: Prof. Dr. Aung Tun Thet.
Organizational Development by Prof. Dr. Aung Tun ThetThu Nandi Nwe
An original material produced by the honorable speaker Prof.Dr.Aung Tun Thet. The entire slides have presented at the Public Seminar on Organizational Development, organized by Myanmar Society of Human Resource Management (MSHRM).
Beyond values – exploring the twenty first century organizationThu Nandi Nwe
The document discusses how organizations are under attack in the 21st century due to rapid changes in technology and society. It examines three approaches for organizations to effectively respond to this turmoil: 1) Defining a set of clear values to provide stability during change. 2) Emphasizing speed and simplicity to quickly implement solutions before opportunities are lost. 3) Applying systems thinking to understand how all aspects of an organization are interconnected and impacted by change. While these approaches may seem contradictory, the document argues they can be integrated to help organizations successfully navigate periods of significant transformation.
An holistic approach to Organisational Change ManagementThu Nandi Nwe
The document discusses the use of systems concepts to facilitate organizational change in engineering companies. It describes how rich pictures and metaphors were used with engineers to:
1) Explore their current organizational situation and perceptions of change through rich pictures.
2) Help them envision their desired future state using metaphors.
3) Potentially shift their mindset from a purely technical perspective to one that also considers social and cultural aspects of change.
War for talent by Prof. Dr.Aung Tun ThetThu Nandi Nwe
The document discusses the war for talent and strategies for winning it. It outlines five ways for organizations to address talent shortages including making learning on-demand, redefining success, clarifying career paths, lifting the veil on opportunities, and building agility. An integrated talent management system is needed to strategically recruit, develop, engage and retain top talent. Doing so requires anticipating talent needs, succession planning, performance management and developing a leadership pipeline.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Open Source Contributions to Postgres: The Basics POSETTE 2024ElizabethGarrettChri
Postgres is the most advanced open-source database in the world and it's supported by a community, not a single company. So how does this work? How does code actually get into Postgres? I recently had a patch submitted and committed and I want to share what I learned in that process. I’ll give you an overview of Postgres versions and how the underlying project codebase functions. I’ll also show you the process for submitting a patch and getting that tested and committed.
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
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2. “Failing to plan is planning to fail.”
(Alge & Upright 2009, p.80)
“Use the right tool for the job,” the old saying goes, “and to
use the right tool you have to know what job you’re trying to
do.”
(Meade 2003, p.84)
2
Do you need one?
4. Australian Defence Force
ADF some time ago flagged its intention to replace
the HR systems with a wider solution. In December
2009, chief information officer Greg Farr told
ZDNet.com.au that the department expected to
ditch the "far from perfect" HR systems in 2009 in a
tender worth around $400 million. (LeMay
2009)
http://www.abc.net.au/pm/content/2010/s2815919.h
tm
4
Payroll implementation
5. “Behind every successful HRMS implementation, there
was a thorough needs analysis". You can quote me on
that! I cannot back that statement up statistically,
however, after over 25 years in the business and 10
years of listening to IHRIM (International Association for
Human Resources Information Management) members
share "war stories", I am totally convinced that the
amount of time spent on a thorough needs analysis
before purchasing and implementing a new HRMS is the
best barometer for predicting the success or failure of
the project.” (Doran 2010)
5
15. Where are we going?
Strategic vision:
To transform the University’s way of doing business into a
flexible and user-centric portfolio of applications that
integrates all Purdue enterprise data, information and
processes
Helped identify needs in detail and select best
system
Resulted in SAP-HCM
15
Purdue University
22. Basically a Project Management activity
Stipulate objectives, activities, time-frame, costs,
required resources and staff, information
collection methodology
Will help encourage management of project
viability
22
Develop a NA Plan
23. Typically, 2 reports emerge from the NA process
Long, technical, operational document, to guide
system development or selection/purchase
Summary version, to trigger action from top
management
23
Develop the HRIS Strategy
24. Finally, a critical review of the whole process
As a guideline for any future modifications, or
for a new purchase in future years
an analysis of which activities worked well
and which didn’t
a phase possibly ignored by many
organisations (many don’t even do NA’s!)
Discuss alternatives
24
Evaluate the NA Effort
25. There’s no one right way for NA. Every organization is
unique.
Even a token attempt at NA can save a lot of time, money,
effort and heartache.
25
Conclusion