Human Resource Management (HRM) has shifted its function within Organisations over the last few years. Its function has grown considerably and has shifted into a more strategic role rather than providing support for administrative paperwork. There has been a shift too, in terminology, with the term Strategic Human Resource Management (SHRM) becoming more common.
HRIS IS NOT JUST A TOOL .. IT'S A STRATEGIC WEAPON!Riri Satria
HRIS IS NOT JUST A TOOL .. IT'S A STRATEGIC WEAPON! .. bahan presentasi saya sebagai keynote speaker pada HRIS Expo and Conference 2014, diselenggarakan oleh PPM Manajemen di Balai Kartini, Jakarta, 10-11 September 2014
Leveraging HRIS to Bring Organization into The Next LevelGoutama Bachtiar
Presented in Human Resource Management Seminar and Conference entitled 'The Implementation of Human Resources Management Information Systems to Enhance Corporate Values' on October 29th 2013.
HRIS IS NOT JUST A TOOL .. IT'S A STRATEGIC WEAPON!Riri Satria
HRIS IS NOT JUST A TOOL .. IT'S A STRATEGIC WEAPON! .. bahan presentasi saya sebagai keynote speaker pada HRIS Expo and Conference 2014, diselenggarakan oleh PPM Manajemen di Balai Kartini, Jakarta, 10-11 September 2014
Leveraging HRIS to Bring Organization into The Next LevelGoutama Bachtiar
Presented in Human Resource Management Seminar and Conference entitled 'The Implementation of Human Resources Management Information Systems to Enhance Corporate Values' on October 29th 2013.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
The Evolution and Growth of HR Analytics ROI Based Approachijtsrd
Human resources HR analytics has recently developed an enormous curiosity in most organizations still they find challenging to move from operational reporting to strategic reporting analytics. Organizations are becoming more data focused by utilizing employee data to reach their strategic goals. Recent research studies have shown increased attention on HR analytics and its impact on business results. This paper is a conceptual study, with twofold objectives firstly, to provide evidence of implementation and growth of HR analytics from the literature review second, to study the impact of HR analytics focused with Return on Investment. The purpose of applying HR analytics is to give better decisions on utilizing HR metrics and predictive models which optimizes performance and better return on investment. The study indicates that conceptual and empirical studies in HR analytics resulted in a greater return on investment when compared to case based studies. Additionally, the study indicates that talent acquisition and learning and development are the main HR functions that generate the highest return on investment. This paper concludes that Choosing the right purpose and the right tool for the right moment of the intervention of HR analytics impact optimum organizational performance. Supriya. P. Inamdar | Dr. Shinu Abhi "The Evolution and Growth of HR Analytics: ROI Based Approach" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41225.pdf Paper URL: https://www.ijtsrd.commanagement/strategic-management/41225/the-evolution-and-growth-of-hr-analytics-roi-based-approach/supriya-p-inamdar
HR is an acronym for human resources (manpower), that element within a company which deals with the human aspects/needs of workers.
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
To achieve superior performance and continual competitiveness, a company needs to integrate and adjust among strategic choices with human resource policies in order to execute the best chosen strategy effectively. The existence of Inside–Out approach supported by Resource Based View is not absolutely changing the Outside-in approach in the formulation and implementation of Human Resource Strategies. Otherwise, this situation is forced to empower human resource functions to be more strategic to synergize with the challenges by creating real value added for a company to lead in fierce business competition. The roles and functions of Strategic Human Resource must be directed to produce core competitiveness of company, and managing the capabilities of company to more flexible and dynamic. This strategy is expected to stimulate a continual innovation which integrates human resource practices, so a company can manage itself to be more adaptive with environment changes.
Human Resources:
-- Know where to find resources to support you in your decision-making.
-- Demonstrate HR professionalism in your role.
Understand the value of good HR practice
1. What is HR?
2. What does the HR department do?
3. Different perceptions of HR.
4. Understanding the different views of HR.
5. What and who does HR represents?
6. HR roles in small organisations.
7. HR roles in large organisations.
8. The professional principles:
i) Work matters
ii) People matter
iii) Professionalism matters
9. Types of HR practices.
10. Importance of data.
11. HR analytics & Predictive Analytics.
12. Ethics of data collection.
13. Examples of how HR can use data more ethically.
The Evolution and Growth of HR Analytics ROI Based Approachijtsrd
Human resources HR analytics has recently developed an enormous curiosity in most organizations still they find challenging to move from operational reporting to strategic reporting analytics. Organizations are becoming more data focused by utilizing employee data to reach their strategic goals. Recent research studies have shown increased attention on HR analytics and its impact on business results. This paper is a conceptual study, with twofold objectives firstly, to provide evidence of implementation and growth of HR analytics from the literature review second, to study the impact of HR analytics focused with Return on Investment. The purpose of applying HR analytics is to give better decisions on utilizing HR metrics and predictive models which optimizes performance and better return on investment. The study indicates that conceptual and empirical studies in HR analytics resulted in a greater return on investment when compared to case based studies. Additionally, the study indicates that talent acquisition and learning and development are the main HR functions that generate the highest return on investment. This paper concludes that Choosing the right purpose and the right tool for the right moment of the intervention of HR analytics impact optimum organizational performance. Supriya. P. Inamdar | Dr. Shinu Abhi "The Evolution and Growth of HR Analytics: ROI Based Approach" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-4 , June 2021, URL: https://www.ijtsrd.compapers/ijtsrd41225.pdf Paper URL: https://www.ijtsrd.commanagement/strategic-management/41225/the-evolution-and-growth-of-hr-analytics-roi-based-approach/supriya-p-inamdar
HR is an acronym for human resources (manpower), that element within a company which deals with the human aspects/needs of workers.
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization
STRATEGIC HUMAN RESOURCE MANAGEMENT AND SUSTAINABLE COMPETITIVE ADVANTAGE: TH...pitaloka .
To achieve superior performance and continual competitiveness, a company needs to integrate and adjust among strategic choices with human resource policies in order to execute the best chosen strategy effectively. The existence of Inside–Out approach supported by Resource Based View is not absolutely changing the Outside-in approach in the formulation and implementation of Human Resource Strategies. Otherwise, this situation is forced to empower human resource functions to be more strategic to synergize with the challenges by creating real value added for a company to lead in fierce business competition. The roles and functions of Strategic Human Resource must be directed to produce core competitiveness of company, and managing the capabilities of company to more flexible and dynamic. This strategy is expected to stimulate a continual innovation which integrates human resource practices, so a company can manage itself to be more adaptive with environment changes.
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Define HRM? Why it is important for an organization.kumail mehdi
Explain why human resource management is important to an organization? How external influences affect human resource management . Explain environmental factors affecting human resource management.
Strategic role of Human Resource ManagementISAAC Jayant
The role of Human Resource Management has been developing noticeably in recent years. Earlier human resource as the personal department performing administrative duties like record keeping, file maintenance etc. were all over now.Any organization that continues to utilize its HR function solely to perform these administrative duties doesn't understand the contributions that HR can make an organization’s performance.
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Introduction: Data & Information needs for HR Manager; Sources of Data; Role
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Human Resource Information System, is a comprehensive software solution that integrates various HR functions and processes into a single platform. It automates and streamlines core HR activities such as employee onboarding, payroll management etc.
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Employees are vital to any organization; making sure their information is managed properly is just as, if not more important. This article breaks down HRIS and the best software for the job.
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The booming economy and the globalization of the business processes have made the Human Resource departments in organizations scramble for effectiveness and efficiency in recruiting and maintaining talents. This has naturally led to the HR groups seeking cutting edge tools and technologies to help them improve their performance. A majority of organizations now uses some of HR Information Systems (HRIS).
In any typical organization, HR departments use the internet and intranet to deliver their services to employees.
A streamlined HRIS system consists of all activities and functions, from the simple storage and communication of information, to more complex transactions.
As technology advances, the range of functions that HRIS undertakes increases. HRIS is beneficial to the entire organization at all levels, starting from the upper management to the lowest level in an organization.
Some of the benefits include a faster, more accurate and more streamlined operations and business processes with a significant reduction in HR operational budget.
It also empowers the personnel at all levels to fulfill some of the basic tasks by themselves, thanks to the power of automation at various levels.
The use of HRIS can reduce the administrative and transactional burden, change their structure and enable them to play a more strategic role. HRIS can facilitate efficient processes and cut costs and can go even further beyond by improving the communication and customer service, thus transforming the HR function from an administrative one to a more strategic one.
HRIS is a system that helps to acquire, store, manipulate, analyze, retrieve, and distribute information about an organization’s human resources. The tools and instruments that comprise HRIS can range from a simple spreadsheet to the most complex, elaborate and gigantic software systems that implement and deploy HR functions such as communications, policies, payroll, talent management, recruitment and selection, performance and review, compensation and benefits, training and development, health and safety, employee relations and legal issues, retention and work-life balance, etc.
Technologies that HRIS adopt are in line with developments elsewhere.
Sophisticated and customized Graphical User Interface (GUI) is an integral part of HRIS system nowadays.
The front end capabilities offered by dynamic GUIs have made adoption easier.
The cloud technology that is becoming more popular has reduced the upgrades and maintenance cycles, thus reducing the cost.
Cloud technology is fast replacing the scenario of one vendor operations and this empowers the organizations to bargain and cut the cost down by implementing HRIS.
HRIS also offers an opportunity to consolidate all the legacy systems that are in place.
The data gathered by HRIS over a period becomes voluminous.
The emerging technology of Big Data is enabling organizations to mine data to the deepest possible level, slice and dice them and pr.
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Enabling your Human Resource Information System to support HR Strategic Roles
1. Enabling your Human Resource Information System to support HR Strategic
Roles
Human Resource Management (HRM) has shifted its function within Organisations over the
last few years. Its function has grown considerably and has shifted into a more strategic role
rather than providing support for administrative paperwork. There has been a shift too, in
terminology, with the term Strategic Human Resource Management (SHRM) becoming more
common.
Dave Ulrich, a well-known HR Guru from the University of Michigan says that the purpose of
the HR function is simply twofold: firstly, to improve the organisation’s capability, and
secondly, to improve individual capability within the organisation.
To improve Organisation performance and create competitive advantage, the HR team must
focus on a new set of priorities. These new priorities are more business, and strategic
oriented and less geared towards traditional HR functions such as staffing, training,
appraisal and compensation.
Strategic priorities include team-based job designs, flexible workforces, quality
improvement practices, employee empowerment and incentive compensation. SHRM was
designed to diagnose organisation strategic needs and plan the development of talent which
is required to implement a competitive strategy and achieve operational goals (Huselid et
al., 1997).
This strategic role not only adds a valuable dimension to the HR function, but also changes
the competencies that define HR professional and practitioner success.
In response to its new role and responsibilities, HR professionals need a system that can
manage as well as handle the “traditional” HR work. This is where Human Resource
Information System (HRIS) starts to come in. Human Resource Information Systems (HRIS)
refers to the systems and processes at the intersection between human resource
management (HRM) and information technology (www.Wikipedia.org). It merges HRM as a
discipline and in particular its basic HR activities and processes with the information
technology field and have been used in HR Departments for many years now. It is now
expected to drive Human Resource (HR)'s transition from an administrative and operational
role to a strategic role.
Many companies now strive to become ‘world class’. The goal is to work and perform in
ways that are comparable to the most successful players on the world stage. If we explore
the question: “What does World Class HR mean in practice” we will see two descriptions
consistently cited. The first is that World Class HR functions manage their strategic work
through the ability to measure what they do, and how they contribute. The second is that
World Class HR functions consistently utilize technology to enable them to track, analyse,
2. and report those measures. They also use technology, HRIS, to enable them to continue to
handle the traditional transactional HR work – which still has to be done!
So for companies aspiring to be World Class, Human Resources Information Systems (HRIS)
play an important part in an organisations’ HR function. Any ‘transformation’ of HR, or of
‘People Management’ or of ‘Performance Management’ without paying attention to their
HRIS capability and needs will be unable to (a) handle their strategic role and measure their
contribution to the organisation, and (b) run the risk of letting the traditional transactional
functions of HR administration falls behind, and drag down the transformation efforts by
failing to deliver the fundamentals.
After all, we live, work and play in the information technology era. Implementing an
effective HRIS keeps the HR Department in the right path to deliver more effective and
streamlined service to the Organisation. Since the rapid development of technology,
software developers are continuously creating new and sophisticated softwares that can
help companies execute day-to-day HR administrative tasks as well as enabling them to
perform fast and effective recruitment process, performance management, compensation &
benefit, etc.
They do this by streamlining workflow processes through controlled processes, system
interfaces and database validation. Not only should things flow more smoothly, but the big
plus for top management and function management is that HRIS helps to ensure a greater
control over any HR management related processes, enabling users to follow through tasks
more easily. It lets us set measures for task process as well as completion. We can know
how far a process has gone, before its too late to speed up or correct direction.
Typically, the people in the firm who interact with the HRIS are segmented into three
groups: (1) HR professionals, (2) managers in functional areas (production, marketing,
engineering etc.) and (3) employees (Anderson, 1997). The usages of HRIS have increased
quite significantly among Organisations of different sizes due to their enhancing the
strategic human resource management role in the company.
Kovach et al., (2002) listed several administrative and strategic advantages to using HRIS.
Similarly, Beckers and Bsat (2002) pointed out at least five reasons why companies should
use HRIS. These are:
1. Increase competitiveness by improving HR practices
2. Produce a greater number and variety of HR operations
3. Shift the focus of HR from the processing of transactions to strategic HRM
4. Make employees part of HRIS, and
5. Reengineer the entire HR function
Despite the fact that it has become quite common amongst HR practitioners - it is still
uncertain whether the Organisation are using their HRIS optimally in terms of supporting
the strategic role of HR. Many organisations still use HRIS as a database pool as well as to
3. complete basic HR transactional tasks only, and have not yet optimised the actual capability
of HRIS. If your company is using HRIS, let’s assess the benefit of utilizing HRIS by comparing
it against the above five reasons. Ask yourselves:
How far is your HR administration supported by HRIS?
Do managers and employees have access to HRIS for transactions, and
participate in its use?
You might know what metrics you would like to use to measure your HR
acitvities ands results. BUT how many of those measures can esaily be
tracked analysed and reported using an HRIS system?
Is your company - its employees and managers - equipped at their places of
work, with the technology to respond to new tools for organisation and
people management purposes? (Online surveys, Performance management,
Intranet communications, online HRM transactions for benefits, employee
data).
Is there a need to ‘bring your HR group’ up to the 21st century, and
contribute to the strategic management of the business?
Are there any similarities between your company’s reasons for considering
enhancing HRIS, with the above five reasons on the use of HRIS?
Do you believe that HRIS benefits your company, and in what way?
In brief HRIS is an enabler and empower for the HR function, and HRIS can provide line
managers with a functionality to meet each of their work unit goals and objectives as well as
providing data and analysis, especially for performance appraisal and performance
management of their subordinates.
Additionally, individual employees can also benefit from HRIS. They can interact more
flexibly by having an access to the system and conduct a self-service modification process of
many benefit options and administration alternative as well as updating their performance
and task achievements status in realtime.
It is now critical for Organisations who are currently using HRIS to enable its HR managers,
line managers and employees in making the most out of available technology. By enabling
HRIS in the Organisation and leverage the use of technology to support the overall strategic
responsibilities of HR, it will put your Organisation in a roadmap towards the best practice of
world-class HR.
4. Sources:
Anderson R. Wayne (1997) “The future of Human Resources: Forging Ahead or Falling Behind in
Tomorrow’s Human Resource Management.
Huselid, M.A., Jackson, S.E. and Schuler, R.S. (1997) “Technical and strategic human resource
management effectiveness as determinants of firm performance”, Academy of Management Journal,
Vol. 40, pp. 171-88.
“Human Resource Management System” http://en.wikipedia.org/wiki/HRIS
Kovach, K.A., Hughes, A.A., Fagan, P. and Maggitti, P.G. (2002), “Administrative and strategic
advantages of HRIS”, Employment Relations Today, Vol. 29 No. 2, 43-48.
Ulrich, D. (1997) Human Resource Champions: The Next Agenda for Adding Value and delivering
Results. Boston, MA: Harvard Business School Press. p.38