This document discusses optimizing an HR system by improving processes and unlocking hidden value in the system. It notes common problems like tasks taking too long, data issues, and workarounds. The presentation argues that many system issues are caused by a flawed implementation, and successful implementations address processes, best practices, and technology. It provides steps for analyzing processes like questioning every activity and understanding all inputs and outputs.
The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
This document outlines a positive performance management model with 4 stages: 1) setting performance boundaries, 2) one-on-one touchpoint meetings, 3) quarterly reviews and improvements, and 4) evaluation and rewards. Stage 1 involves goal-setting, metrics, and development planning. Stage 2 focuses on weekly 1:1 meetings and mid-year employee appreciation. Stage 3 reviews work performance and facilitates process improvements. Technology can support implementation. The model aims to build a high-performance culture through engagement, coaching, and acknowledgment.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
The document discusses models for diagnosing issues at the group and individual level in an organization. It presents a group-level diagnostic model that examines how goal clarity, task structure, team functioning, group composition, and performance norms impact group effectiveness. It also presents an individual-level diagnostic model that examines how skill variety, task identity, task significance, autonomy, and feedback about results impact individual effectiveness. The models are used to identify the underlying causes of problems at the group and individual levels to help organizations improve performance.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.
The document discusses competency mapping and defines competencies. It contains 3 key points:
1) Competency mapping addresses how organizations define, design, and implement competency models to develop employees from recruitment through succession. Customizing competency efforts is essential for success.
2) Competencies include the knowledge, skills, attributes, and behaviors that are critical for superior performance in specific jobs. They provide a framework for HR functions like hiring and development.
3) The report details competency mapping implementation at an automotive manufacturer and discusses different approaches from two Indian IT companies, Zentec Technologies and L&T Infotech.
ORGANIZATIONAL DEVLOPMENT & ITS INTERVENTIONST HARI KUMAR
This document provides an overview of organizational development (OD) and organization interventions (OI). It discusses the meaning and objectives of OD, the assumptions and values, the process, and effectiveness. It also examines the meaning and assumptions of OI, factors that help change agents, and examples of interventions at different levels including individual, group, and structural. The goal of OD is to increase an organization's effectiveness and ability to change, while OI are structured activities used by change agents to facilitate improvement.
This document outlines a positive performance management model with 4 stages: 1) setting performance boundaries, 2) one-on-one touchpoint meetings, 3) quarterly reviews and improvements, and 4) evaluation and rewards. Stage 1 involves goal-setting, metrics, and development planning. Stage 2 focuses on weekly 1:1 meetings and mid-year employee appreciation. Stage 3 reviews work performance and facilitates process improvements. Technology can support implementation. The model aims to build a high-performance culture through engagement, coaching, and acknowledgment.
1. The document discusses competency-based human resource management (HRM) frameworks, where competencies form the basis for all HR functions and link individual performance to business results.
2. Key aspects include defining competencies, identifying competencies required for jobs, and using competencies in recruitment, training, performance management, and career development.
3. Competency frameworks assess behaviors rather than just skills and knowledge, allow distinguishing outstanding from adequate performance, and facilitate transferring abilities across areas.
The document discusses various concepts related to organizational structure and design including departmentalization, establishing reporting relationships, allocating authority, coordination activities, and basic forms of organizational design. It provides examples of different departmentalization approaches like functional, team-based, matrix, and network. It also outlines principles of organizational design such as division of labor, unity of command, and spans of control. Current issues organizations face include adapting to a changing environment and addressing workforce diversity and ethics.
The document discusses models for diagnosing issues at the group and individual level in an organization. It presents a group-level diagnostic model that examines how goal clarity, task structure, team functioning, group composition, and performance norms impact group effectiveness. It also presents an individual-level diagnostic model that examines how skill variety, task identity, task significance, autonomy, and feedback about results impact individual effectiveness. The models are used to identify the underlying causes of problems at the group and individual levels to help organizations improve performance.
Organization structure is important for businesses to function properly. It defines responsibilities and roles to allow for coordination between departments and workers. There are different types of organization structures such as line, line and staff, and functional, each with their own advantages and disadvantages. Financing is also crucial for businesses, as most problems stem from insufficient capital. Capital can come from owners or lenders, and businesses often use a combination of both to meet their fixed, working, and expansion capital needs. Proper organization structure and financing are essential for business success.
Organizational development faces trends that will impact its future, including changes in the economy, workforce, technology, and organizations. In the short term, OD may experience more conflicts as it balances traditional humanistic values with increasing pragmatism. However, in the long term, OD is likely to become more integrated as it adapts to its changing environment. It will grow more embedded in operations, technologically enabled with shorter cycles, interdisciplinary, diverse, and cross-cultural.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
External equity - pay structures - Manu Melwin Joymanumelwin
This document discusses external equity in compensation structures. External equity exists when employees perceive they are fairly rewarded compared to those in similar jobs elsewhere. An organization's pay rates should be at least equal to average market or sector rates to attract and retain qualified employees. Compensation surveys are important to evaluate if pay and benefits are comparable to other organizations for similar roles. Non-monetary factors like benefits, job security, and advancement opportunities also impact perceptions of external equity. Comparisons must account for differences in roles, sectors, and work hours between organizations.
Staffing is an important management function that involves manning organizational structures through selecting, appraising, and developing personnel. The staffing process includes estimating manpower needs, recruitment, selection, orientation, training, performance evaluation, promotion, compensation, and retirement. The goal is to ensure the organization has qualified people in the right jobs to efficiently achieve organizational goals.
The document discusses the challenges facing HRM professionals. It outlines 10 key challenges: 1) managing talent, 2) managing the workplace, 3) leadership development, 4) managing change, 5) communication focus, 6) high performance work culture, 7) enterprise software, 8) understanding business factors, 9) understanding HR policies and practices, and 10) creating a learning organization. The document emphasizes the importance of aligning HR strategy with business strategy, developing talent and leaders, engaging employees, and adapting to macro-level changes in order to help organizations achieve competitive advantage.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
This document discusses organizational structure and design. It addresses key considerations for building an organizational structure like job design, departmentation, span of control, and delegation of authority. It also describes Galbraith's star model of organizational design and characteristics of effective design. The document outlines challenges of organizational designs and discusses vertical and horizontal differentiation. It compares centralization versus decentralization and mechanistic versus organic structures. Effective organizational structure is based on interlocking roles and balancing formal and informal authority and control.
Business Succession Planning PowerPoint Presentation Slides SlideTeam
This document provides an overview of succession planning for a company. It covers key topics such as identifying critical positions, assessing employee competency and potential, developing succession and career plans, managing ongoing processes, addressing roadblocks, and evaluating succession planning. Various templates and charts are presented, such as an employee assessment grid, succession plan flowchart, and tables for tracking succession planning tasks and backup candidates for key positions. The goal is to help ensure leadership sustainability and continuity within the organization.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)deepakmhrm
Human resource planning (HRP) involves forecasting an organization's future needs for employees and ensuring the adequate supply of qualified workers. The key steps in HRP are analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating personnel gaps, formulating an action plan to address deficits or surpluses, and monitoring implementation of the plan. HRP is important as it helps organizations plan for future personnel needs, cope with changes, develop talented workers, protect vulnerable groups, support international strategies, and lay the foundation for other HR functions like recruiting and training.
- The document provides an introduction to engineering management, defining key terms like engineer, management, and engineering management.
- It discusses the roles and skills of managers at different levels, including first-line, middle, and top management. Common managerial roles include interpersonal, informational, and decisional roles.
- Engineering management applies both engineering and management principles to direct engineering functions and supervise engineers. It has advantages for organizations to have engineers in management positions who understand technology.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
This document discusses performance management. It begins by outlining the training objectives, which include acknowledging the importance of performance management, relating it to reward systems, and how to build a successful performance system. It then defines performance management as a continuous process of setting objectives, assessing progress, and providing feedback to ensure employees meet goals. The main objectives of performance management are to support employees achieving high standards, improve performance through rewards, and ensure goals are aligned. It notes performance appraisal focuses more on quantitative aspects while performance management is qualitative and continuous. Finally, it discusses benefits like encouraging conversations, targeted development, and identifying underperformers.
Improving HRIS / HRMS - Facts You Should Know - SilverRoad Solutions - Tom SondeTom Sonde
The document discusses improving HRIS/HRMS systems. It notes that up to 90% of organizations are unhappy with their HR systems and identifies four key areas that often contribute to problems: 1) how the system was set up, 2) how well processes were integrated with technology, 3) the type of training provided, and 4) how well best practices were applied to processes. It recommends focusing improvements on quick win processes and notes that costs to improve are low relative to total system costs, with return on investment usually within one year.
Learn how to make your payroll processes simpler, faster and more accurate with Carval’s free e-book.
Here's what you will learn:
How to simplify the timesheet process
How to save time and money on printing payroll documents
How to streamline the holiday absence booking process
How to get the right data for making accurate statutory payments
How to improve the request process and payment of overtime & bonuses
How to fulfil your auto-enrolment responsibilities with the minimum of effort
How to get the data and statistics you're asked for quickly and easily
Organizational development faces trends that will impact its future, including changes in the economy, workforce, technology, and organizations. In the short term, OD may experience more conflicts as it balances traditional humanistic values with increasing pragmatism. However, in the long term, OD is likely to become more integrated as it adapts to its changing environment. It will grow more embedded in operations, technologically enabled with shorter cycles, interdisciplinary, diverse, and cross-cultural.
The document discusses performance management systems (PMS). It defines key concepts like performance, performance appraisal, and the goals of a PMS. A PMS establishes objectives, monitors and evaluates performance, and facilitates employee development and recognition. It aims to align individual goals with organizational goals and develop employees' abilities to meet or exceed expectations. The document outlines the various components of a PMS and why measuring performance is important for improvement, management, and growth.
Conditions for failure in OD effort - OD process - Organizational Change an...manumelwin
A continued discrpancy between top management statements of values and styles and their actual work behaviour.
A big program of activities without any solid base of change goals.
Overdependence on outside help: With the incresing complexity of organizations and of the demands of the environment, it is easy to let consultants or specialists `solve the problem.’
External equity - pay structures - Manu Melwin Joymanumelwin
This document discusses external equity in compensation structures. External equity exists when employees perceive they are fairly rewarded compared to those in similar jobs elsewhere. An organization's pay rates should be at least equal to average market or sector rates to attract and retain qualified employees. Compensation surveys are important to evaluate if pay and benefits are comparable to other organizations for similar roles. Non-monetary factors like benefits, job security, and advancement opportunities also impact perceptions of external equity. Comparisons must account for differences in roles, sectors, and work hours between organizations.
Staffing is an important management function that involves manning organizational structures through selecting, appraising, and developing personnel. The staffing process includes estimating manpower needs, recruitment, selection, orientation, training, performance evaluation, promotion, compensation, and retirement. The goal is to ensure the organization has qualified people in the right jobs to efficiently achieve organizational goals.
The document discusses the challenges facing HRM professionals. It outlines 10 key challenges: 1) managing talent, 2) managing the workplace, 3) leadership development, 4) managing change, 5) communication focus, 6) high performance work culture, 7) enterprise software, 8) understanding business factors, 9) understanding HR policies and practices, and 10) creating a learning organization. The document emphasizes the importance of aligning HR strategy with business strategy, developing talent and leaders, engaging employees, and adapting to macro-level changes in order to help organizations achieve competitive advantage.
This document discusses various team interventions. It distinguishes between work groups and teams, noting that teams have a higher commitment to common goals and interdependence. It describes cross-functional teams comprised of individuals from different departments working on shared challenges. Broad team-building interventions focus on diagnosis, task accomplishment, team relationships, and processes. Specific interventions discussed include diagnostic meetings to identify strengths and problems, team-building meetings to improve effectiveness, and techniques like role analysis, role negotiation, and responsibility charting. Conditions for constructive interventions include buy-in from participants and leaders and training team members in skills like feedback and conflict resolution.
This document discusses organizational structure and design. It addresses key considerations for building an organizational structure like job design, departmentation, span of control, and delegation of authority. It also describes Galbraith's star model of organizational design and characteristics of effective design. The document outlines challenges of organizational designs and discusses vertical and horizontal differentiation. It compares centralization versus decentralization and mechanistic versus organic structures. Effective organizational structure is based on interlocking roles and balancing formal and informal authority and control.
Business Succession Planning PowerPoint Presentation Slides SlideTeam
This document provides an overview of succession planning for a company. It covers key topics such as identifying critical positions, assessing employee competency and potential, developing succession and career plans, managing ongoing processes, addressing roadblocks, and evaluating succession planning. Various templates and charts are presented, such as an employee assessment grid, succession plan flowchart, and tables for tracking succession planning tasks and backup candidates for key positions. The goal is to help ensure leadership sustainability and continuity within the organization.
This document outlines a proposed Human Resources Action Plan for the Asian Development Bank to more effectively manage human resources and better align HR strategies with the bank's long-term strategic goals. The plan includes developing a people strategy and HR function strategy, identifying competencies needed to achieve strategic goals, and realigning the HR organization and strengthening HR skills. Key elements are enhancing recruitment, career development, performance management, and providing learning opportunities to maintain staff skills. The plan aims to attract and retain high-quality staff, keep their skills up to date, and adopt best HR practices in line with the bank's mission and comparator organizations.
This document discusses organizational structure and behavior. It defines organizational structure as the formal divisions, groupings, and coordination of job tasks within an organization. The key elements of organizational structure are identified as work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Different organizational designs like the simple structure, bureaucracy, team structure, and virtual organization are also summarized. The document then introduces organizational behavior as the study of how individuals and groups act within organizations. Interpersonal skills that are important for interacting with others are listed as well.
Human resource planning- (Deepak K Ajayan-MHRM 13- DiST)deepakmhrm
Human resource planning (HRP) involves forecasting an organization's future needs for employees and ensuring the adequate supply of qualified workers. The key steps in HRP are analyzing organizational objectives, taking inventory of current human resources, forecasting future demand and supply, estimating personnel gaps, formulating an action plan to address deficits or surpluses, and monitoring implementation of the plan. HRP is important as it helps organizations plan for future personnel needs, cope with changes, develop talented workers, protect vulnerable groups, support international strategies, and lay the foundation for other HR functions like recruiting and training.
- The document provides an introduction to engineering management, defining key terms like engineer, management, and engineering management.
- It discusses the roles and skills of managers at different levels, including first-line, middle, and top management. Common managerial roles include interpersonal, informational, and decisional roles.
- Engineering management applies both engineering and management principles to direct engineering functions and supervise engineers. It has advantages for organizations to have engineers in management positions who understand technology.
QuickTime and an H.263 decompressor are needed to view the picture. This summary indicates that the document discusses a picture that requires QuickTime and an H.263 decompressor to be viewed.
OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioral-scientist consultants.
This document discusses organization development (OD) interventions. It begins by defining interventions as principal learning processes used individually or in combination to improve social or task performance. Some examples of common OD interventions mentioned include team building, coaching, large group interventions, and leadership development. The document then discusses various types of interventions, including human process interventions like coaching and team building, technostructural interventions like total quality management, and human resource management interventions like performance management. It concludes by listing 10 most common OD interventions practiced by companies, such as applying goals criteria, establishing task forces, and setting up measurement systems.
The document discusses various types of organizational development interventions including sensitivity training, team building, management by objectives, coaching, and training. It describes the characteristics of effective interventions and outlines factors to consider in the design of interventions. Examples are provided of different human process, techno-structural, human resources, and strategic interventions that can be used to help organizations increase their effectiveness.
This document discusses performance management in organizations. It defines performance management as a systematic process that involves employees in improving organizational effectiveness through accomplishing goals and missions. Key aspects of performance management include planning work, monitoring performance, developing capacity, periodically reviewing performance, and rewarding good performance. The overall aims are to align individual goals with organizational goals and improve performance at individual, departmental, and overall levels. Performance management helps clarify expectations, set goals, and encourage coaching and feedback to enhance commitment and performance.
This document discusses performance management. It begins by outlining the training objectives, which include acknowledging the importance of performance management, relating it to reward systems, and how to build a successful performance system. It then defines performance management as a continuous process of setting objectives, assessing progress, and providing feedback to ensure employees meet goals. The main objectives of performance management are to support employees achieving high standards, improve performance through rewards, and ensure goals are aligned. It notes performance appraisal focuses more on quantitative aspects while performance management is qualitative and continuous. Finally, it discusses benefits like encouraging conversations, targeted development, and identifying underperformers.
Improving HRIS / HRMS - Facts You Should Know - SilverRoad Solutions - Tom SondeTom Sonde
The document discusses improving HRIS/HRMS systems. It notes that up to 90% of organizations are unhappy with their HR systems and identifies four key areas that often contribute to problems: 1) how the system was set up, 2) how well processes were integrated with technology, 3) the type of training provided, and 4) how well best practices were applied to processes. It recommends focusing improvements on quick win processes and notes that costs to improve are low relative to total system costs, with return on investment usually within one year.
Learn how to make your payroll processes simpler, faster and more accurate with Carval’s free e-book.
Here's what you will learn:
How to simplify the timesheet process
How to save time and money on printing payroll documents
How to streamline the holiday absence booking process
How to get the right data for making accurate statutory payments
How to improve the request process and payment of overtime & bonuses
How to fulfil your auto-enrolment responsibilities with the minimum of effort
How to get the data and statistics you're asked for quickly and easily
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.
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
HR Best Practices for Improving HRMS / HRIS - Tom Sonde - SilverRoad SolutionsTom Sonde
Implementing new technology does not guarantee efficiency. There’s a lot more to a successful system implementation then simply letting your IT department hire a system implementation firm to install your new software.
Surveys have reported that up to 90% of organizations are dissatisfied with their HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation.
Whether you are implementing a traditional HR system, one of the new cloud based systems or an add-on such as an online recruiting solution there are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for conducting a systems implementation.
Re-engineering involves analyzing an entire organization to streamline or remove unnecessary processes to improve efficiency and customer satisfaction. Arthur Yeung provided a six-step model for HR reengineering that includes critically analyzing current conditions, creating models of current and desired future processes, defining target processes for reengineering, implementing and propagating changes, and measuring impacts. HR plays a key role in successful reengineering by implementing new team structures, empowering jobs, shifting from training to education, and focusing on results over activities.
Many organizations fail to get the most out of their Payroll systems. While the system may work its clear there is significant room for improvement. Most blame the software however in many cases the problem is the result of a flawed implementation and organization changes after the implementation.
The reality is the software you already own and have installed has functionality that is not being used, is being misused and/or is not appropriately married to your processes. This presentation will discuss why your inefficiencies exist and what can be done to resolve them.
The document discusses how human resource professionals can achieve excellence through applying Six Sigma methodologies to improve HR processes. It argues that HR needs to understand business metrics and apply tools like process mapping and cost analysis to identify inefficiencies. Implementing DMAIC (Define, Measure, Analyze, Improve, Control), HR can measure current performance, analyze where processes can be improved, make changes to remove obstacles, and standardize processes. This will help demonstrate HR's value and make it a strategic partner instead of just focusing on transactions.
The document discusses management information systems (MIS) and how they are used to support operations, management, and decision-making in organizations. An MIS integrates people, processes, and technologies to collect and analyze data across departments. It provides accurate and timely information to various management levels for human resource and other business decisions. The document also outlines some common HRIS systems used in organizations and challenges that can arise when implementing an MIS.
Role Based Design - A practical way to build organisational e-Learning design...Steven Parker
The document introduces Role Based Design (RBD), a model for developing organizational e-learning design capacity. RBD focuses on creative capacity building and collaboration. It uses a team-based approach where individuals are trained in specific roles within the e-learning design process. Key roles include designer, developer, and facilitator. Training involves one-on-one tutoring, flipped tutorials, and mentoring of team leaders. The goal of RBD is to enable scaling of e-learning design capabilities through sparking innovation and responding to challenges.
HR Best Practices for Conducting Process Improvement ProjectsTom Sonde
BPM, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather than define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Learning Objectives
1. What are the key attributes of successful projects?
2. How do you approach a process improvement project?
3. How do you marry best practices, process and technology?
Tips and Pointers for Conducting Process Improvement Projects in HRTom Sonde
1. Implementing new technology alone does not guarantee process efficiency; a flawed implementation can cause issues rather than solve them.
2. When reviewing processes, look for clues like manual forms, duplicate data entry, unnecessary approvals, and long cycle times that indicate opportunities for improvement.
3. It is important to understand the end-to-end process by mapping it, following the data/paper trail, and questioning stakeholders at each step to identify root causes of inefficiencies.
Management information systems (MIS) provide organizations with tools to efficiently manage departments and make decisions. MIS involves people, technology, and information. It refers broadly to computer-based systems that supply managers with past, present, and predictive information through software, databases, hardware, and other computerized processes. Within companies, the MIS department is responsible for computer systems and information services. Human resource information systems (HRIS) merge human resource management processes with information technology, using standardized software packages to program routine data processing for functions like staffing, training, compensation, and governmental reporting. An HRIS provides outputs like manpower forecasts, standing government reports, and performance/training evaluations.
Japanese HRM 101: Understanding the Japanese Way of People ManagementHR Central K.K.
This document summarizes a presentation on Japanese HR management. It discusses the traditional Japanese model which focuses on long-term employment, seniority-based promotion and compensation, company-driven training programs, and cooperative labor unions. It also notes recent changes in Japan towards shorter employment tenure, performance-based compensation, and a more flexible and diverse workforce. Finally, it suggests Japanese practices are converging with Western-style HR approaches over time.
This presentation discusses human resource management practices in the United States. It is presented by four group members and covers the following topics:
Part 1 discusses American national culture, describing characteristics like individualism, future orientation, and a can-do attitude.
Part 2 covers basic HRM practices in the US, including recruitment based on interviews and experience, training expenditures of $724 per employee annually, and a performance-based reward system.
Part 3 provides graphical comparisons of HRM metrics like training systems, labor costs, and hours worked in various countries including the US, Korea, Sri Lanka, and Germany.
The presentation concludes with a snapshot summarizing key cultural aspects of US business, including a performance-oriented
The document is a report on Total Quality Management in HRM written by a group of students for a university course. It includes an introduction to TQM, how TQM relates to HRM, job involvement and organizational commitment. It then discusses how TQM impacts various HRM functions such as job design, recruitment and selection, training and development, employee empowerment, teamwork and leadership, and employee participation. The report aims to demonstrate how applying TQM principles can help align HRM functions and improve organizational performance.
Hrm practices at marriott internationalShubham Jain
This document summarizes best HRM practices at Marriott International. It discusses Marriott's culture of putting people first and treating customers and employees well. Some key practices include promoting from within, providing training and development programs to help with retention, and having a people-first philosophy. The conclusion is that treating people well through guidance and training can transform an organization and gain support.
The document discusses HR scorecards, which measure HR's contribution to business results and strategy alignment. An HR scorecard has four perspectives: financial, customer, internal, and learning. It is implemented in seven steps: clarify strategy, develop HR architecture, create a strategy map, identify HR deliverables, align architecture, design the scorecard, and execute. The scorecard links HR goals to company objectives and defines key performance indicators to measure strategic objectives across recruiting, productivity, development, and talent management.
The document discusses several aspects of human resource practices that are important for business success. It emphasizes that talent is a critical resource for innovation, world-class processes, and building strong brands. It also discusses the need for world-class HR practices to win the "war for talent" and compete in today's global market where customers demand continuous improvement. Finally, it outlines several domains of HR capability that are required, including strategies aligned with business goals, developing skills and engaging employees, compensation practices, and delivering excellent service.
The document discusses an SAP R/3 implementation presentation. It covers the purpose and key components of the implementation, which includes multiple sites and countries. It then discusses various topics including the implementation methodology, technical infrastructure, program approach, and challenges of organizational change required for the implementation.
This document discusses how to get more value from HR systems by improving processes, applying best practices, and better utilizing existing system functionality. It notes that many system issues are caused by flawed implementations that did not properly address processes. The document recommends conducting process reviews to identify opportunities for improvements that can increase efficiency and deliver the promised return on investment from HR systems.
Improving Inefficient Accounting Systems By Tom Sonde CPATSONDE
Many organizations fail to get the most out of their accounting systems. While the system may work its clear there is significant room for improvement. Most blame the software however in many cases the problem is the result of a combination of a flawed implementation and organizational changes that occurred after the implementation.
The reality is the software you already own and have installed has functionality that is not being used, is being misused and/or is not appropriately married to your processes. This presentation will discuss why your inefficiencies exist and what can be done to resolve them.
Learning Objectives
How can you get more from your accounting system?
How can you improve both your system and related processes?
How do you marry process, technology and best practices?
What are the key areas to focus on?
Significant improvements can be accomplished by:
Properly utilizing built-in functionality
Implementing unused functionality
Marrying day-to-day processes to the system
Applying the appropriate process best practices
What You Need to Know Before Implementing a New HR System Tom Sonde SilverR...Tom Sonde
Implementing new technology does not guarantee efficiency. There’s a lot more to a successful system implementation then simply letting your IT department hire a system implementation firm to install your new software.
Surveys have reported that up to 90% of organizations are dissatisfied with their HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation.
Whether you are implementing a traditional HR system, one of the new cloud based systems or an add-on such as an online recruiting solution there are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for conducting a systems implementation.
What You Will Learn:
Why system implementations fail, who is to blame and how to avoid them.
What are the key areas to focus on and how to address them.
How to marry process with technology and apply best practices.
How to take advantage of delivered system functionality
Prodigo Webinar Series: Your eProcurement Playbook: 5 Must Have Strategies f...Prodigo Solutions, LLC
Prodigo Webinar - Thursday June 24, 2010
Your eProcurement Playbook: 5 Must Have Strategies for Driving Real Savings
In addition to 5 key strategies, you will come away with deeper understanding of:
-3 ways to get your CFO jazzed about supply chain
-Why search is so important and why punchout projects fail
-How to think differently about content management
-Why "googling" your GPO catalog is critical for driving compliance
-How to uncover hidden costs in telecom and service areas
The document summarizes a study on best practices in procure-to-pay (P2P) cycles based on perspectives from suppliers and industry experts. The study identified six key findings to improve the P2P cycle: robust processes and training, onsite relationship managers, robust technology using a single supplier portal, improved forecasting and flexibility for emergencies, reduced catalog complexity, and top management support. A recommended approach for improvement involves mapping processes, understanding user needs, redesign workshops, technology solutions, training, and ongoing updates.
The document summarizes a discussion on improving healthcare supply chain operations through eProcurement strategies. It identifies three key components of a winning strategy: 1) improving data management through item master management, 2) driving automation through eProcurement and touchless transactions, and 3) appointing an eProcurement MVP. The discussion provides examples from UPMC of realizing cost savings and other benefits through improved compliance, reduced exceptions, and rapid supplier enablement using these strategies.
Insurance new business process diagramabhinayverma
This slide gives a high level overview of the New Business Acquisition process for Insurance companies. Exact process may vary based on firm, line of business etc. but at a high level, this process overview should suffice.
The document describes the Teletrips Management System, which helps organizations transition to more flexible work arrangements. It provides tools to effectively manage this transition, improve employee effectiveness, and enhance environmental efficiency. The system guides individual participation decisions, ensures proper approvals and training are in place, and allows organizations to track implementation status. It also provides real-time performance monitoring and quarterly impact reports.
Forcelink is a mobile workforce management software that allows organizations to electronically issue work to field staff and receive updates. It increases productivity, improves cash flow and customer service, and reduces costs and administration. Key benefits include real-time status updates, accurate reporting, and high configurability. Forcelink operates on various mobile devices and integrates with other systems. Case studies demonstrate benefits for security, utility, and IT companies.
This document discusses analyzing an organization's existing business processes and logically redesigning them. It outlines the organization's mission to be an innovative trading enterprise and vision to integrate people, processes, and technologies for a modern trading environment. The analysis will identify gaps and map a business process reengineering model to establish a high performing organization with trading excellence, efficient logistics, integrated systems, technology dominance, rationalized resources, and a strengthened customer/product base. It provides examples of business process flows for order fulfillment management and organizational activities.
The document discusses drivers prompting financial executives to review company assets. It identifies factors like M&A activities, cost cutting measures, and inefficiencies in manual processes. The document then outlines the acquire-to-retire life cycle and key processes involved, including pre-acquisition, acquisition, monitoring and tracking, and reporting. It notes processes require significant data collection and manual intervention due to multiple sources and lack of automation.
Purchasing, Procurement, Vendor, Contract and RFP Process Management with Sha...Optimus BT
Using the Document management, Collaborative and Self service features of SharePoint to implement a turn key procurement management business solution, that will streamline the procurement process, help you comply with regulations, enable you manage contracts, empower self service and participative procurement, aid in informed procurement decisions, in executing an effective procurement strategy and make your procurement function hassle free. Optimus BT is a leader in providing Procurement software and other turnkey solutions using SharePoint.
Similar to HRIS Optimization:Methods to Improve your HR System Capabilities (12)
Successfully Implementing New HR System SilverRoad Solutions - Tom SondeTom Sonde
One of the selling points of online based HR software is that it’s easier to implement. It’s certainly true for the IT department. The same cannot be said for HR.
The IT department’s role is greatly diminished as they no longer have to worry about procuring hardware or installing and testing new software. The result is minimal IT involvement leaving HR to take a leadership role in the implementation.
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
What You Will Learn:
• Why online HR System implementations are different
• Why implementations fail, who is to blame and how to avoid them.
• What are the key areas to focus on and how to address them.
• How to marry process with technology and apply best practices
• How to take advantage of delivered system functionality
This presentation will benefit anyone planning a future systems implementation including senior HR management, HR staff and members of project team.
Hr technology systems best practices for successful implementation silver r...Tom Sonde
One of the selling points of online based HR software is that it’s easier to implement. It’s certainly true for the IT department. The same cannot be said for HR.
The IT department’s role is greatly diminished as they no longer have to worry about procuring hardware or installing and testing new software. The result is minimal IT involvement leaving HR to take a leadership role in the implementation.
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
What You Will Learn:
• Why online HR System implementations are different
• Why implementations fail, who is to blame and how to avoid them.
• What are the key areas to focus on and how to address them.
• How to marry process with technology and apply best practices
• How to take advantage of delivered system functionality
This presentation will benefit anyone planning a future systems implementation including senior HR management, HR staff and members of project team.
Best Practices, Tips and Pointers for Conducting an HR Systems Implementation...Tom Sonde
Surveys have reported that up to 70% of organizations are unhappy with their new HR system. While some of the blame should rightfully be directed at the software provider a significant portion of the issues can be traced directly back to an inadequate implementation. There’s a lot more to a successful system implementation then simply letting your software vendor configure your new software. There are a host of things you, as the HR practitioner, should address.
This session will identify and discuss the keys to a successful implementation. It is non-technical and is designed to provide the HR practitioner with practical tips for implementing a new system.
Why Doesn't Your HR System Work Properly? Tom Sonde - Silver Road Solutions Tom Sonde
Many organizations fail to get the most out of their HR systems. While the system may work its clear there is significant room for improvement. Most blame the software however in many cases the problem is the result of a combination of a flawed implementation and organizational changes that occurred after the implementation.
The reality is the software you already own has functionality that is not being used, is being misused and/or is not appropriately married to your processes. This presentation will discuss why your inefficiencies exist and what can be done to resolve them.
Learning Objectives
• How can you get more from your HR system?
• How can you improve both your system and related processes?
• How do you marry process, technology and best practices?
• What are the key areas to focus on?
Tips and Pointers for Conducting Process Improvement Projects in Payroll S...Tom Sonde
Tips & Pointers for Conducting Process Improvement Projects, Tom Sonde, Silver Road Solutions -
BPM, TQM, EPM, process mapping, continuous improvement, modeling, change management, and lean are just some of the buzz words currently in vogue.
Rather than define buzz words this session is designed to provide practical every day tips for successfully implementing process improvement initiatives in your organization.
The skills needed to be a good practitioner are not necessarily the same skills required to be successful in performing process improvement work. While some easily transition into process improvement project leaders other find it more difficult. This session will provide helpful tips for both you and your staff.
Improve HR System Capabilities SilverRoad SolutionsTom Sonde
The document discusses improving HR system capabilities through process improvement methodologies. It notes several common inefficiencies that occur like simple tasks taking too long, too much manual data entry, and information not being easily accessible. It states that many issues stem not from the software itself, but from a flawed implementation. The presentation aims to unlock the hidden value in systems without disruption or high costs by achieving a positive return on investment.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Organizational Change Leadership Agile Tour Geneve 2024
HRIS Optimization:Methods to Improve your HR System Capabilities
1. HRIS Optimization
Methods to Improve your HR System Capabilities
The HR SouthWest Conference
Oct 31, 2011
Tom Sonde
2. Why Isn’t the System Delivering on it’s Promises?
Is this Occurring in your Organization?
Simple tasks take too long to complete
Too much time is spend validating data
Employees constantly complain
Too much paper is being used
There is a significant amount of manual data keying and
rekeying
Backlogs exist
3. Why Isn’t the System Delivering on it’s Promises?
Is this Occurring in your Organization?
There is an excessive use of spreadsheets
Senior management information requests result in
constant fire drills
Information is not easily accessible
Time consuming system workarounds
External databases / data warehouses supplement the
system
Does senior management even realize
how many of the inefficiencies exist?
4. There is a Gap Between what the Software
Developers Intended and what you End Up With
“The System Can’t do That”
“The system can’t do that” may mean:
The software does not offer that functionality
- or -
“It can, but it would require some effort to make the changes
and I have more important things to do”
- or -
“I don’t have a clue if it’s possible”
5. Unlock the Value Residing in your System
Unlock the Hidden Value
Unlock the hidden value hidden
– Without creating the upheaval of an
implementation
– Without bringing in an army of consultants
– Without spending millions of dollars
Achieve a positive Return on Investment
6. Why isn’t your System Working the way it’s
Supposed to?
System Not Delivering
Many system issues are not the result of the software.
7. Why isn’t your System Working the way it’s
Supposed to?
System Not Delivering
Many system issues are not the result of the software.
They were caused by a flawed implementation.
8. Implementing new technology does not guarantee
efficiency
Teacher
After data is Based on the type Custodial - Plant
completes Principal or Dept. School clerk
entered, Non site-based budget of purchase, Operations
requisition form or Head approves enters data into
requisition will be purchases goes to an requisition is
fills out pre-printed and signs system from Teacher
funneled into the approver initially routed to one of Exceptional After data is Based on the type Custodial - Plant
list for items requisition requisition completes Principal or Dept. School clerk
following the following:(1) Children Division entered, Non site-based budget of purchase, Operations
needed requisition form or Head approves enters data into
requisition will be purchases goes to an requisition is
fills out pre-printed and signs system from
Site-based budget purchases Applied funneled into the approver initially routed to one of Exceptional
list for items requisition requisition
go directly to Finance Technology following the following:(1) Children Division
needed
Career
Purchases from a contract Development Site-based budget purchases Applied
Type A
company or pre-printed list go directly to Finance Technology
Finance Dept. (2) Career
Library Services Purchases from a contract
Purchases not from a contract Type A Development
company or pre-printed list
Type B company or pre-printed list Finance Dept. (2)
regardless of price Chief Academic Library Services
Purchasing Dept/ Officer-Textbooks Purchases not from a contract
Senior buyers Type B company or pre-printed list
Senior buyers
review requisition regardless of price
receives Chief Academic
proof, checks for Teaching &
purchases in Purchasing Dept/ Officer-Textbooks
errors (4) Type 2 Learning Assmt. Senior buyers
"requisition proof" Senior buyers
review requisition
receives
proof, checks for Teaching &
purchases in
errors (4) Type 2 Learning Assmt.
Interscholastic "requisition proof"
Buyer requests Requisition proof
Other purchases
quotes/bids from is generated from
are routed to a Buyer receives
New Technology
vendors (fax, mail, information
buyer - based on buyer's copy Supplemental Interscholastic
or phone) Request entered into Buyer requests Requisition proof
assignment Funds-Budget & Other purchases
for Quotation form system quotes/bids from is generated from
Management (3) are routed to a Buyer receives
If errors Type 1 vendors (fax, mail, information
buyer - based on buyer's copy Supplemental
If no errors found are found or phone) Request entered into
assignment Funds-Budget &
on requisition proof for Quotation form system
Management (3)
If errors Type 1
If no errors found are found
Purchase order is Senior buyers will on requisition proof
generated from the correct errors and
requisition proof another proof is
the next day Brown/yellow copy generated Purchase order is Senior buyers will
Finance Dept. generated from the correct errors and
sent to school Vendor receives
matches invoice to requisition proof another proof is
(brown copy is PO and ships
receiver's report the next day generated
receivers report) order to school Brown/yellow copy
Purchases orders Finance Dept.
Buyer signs and sent to school Vendor receives
printed at Senior buyers matches invoice to
Blue copy sent to dates PO; sends (brown copy is PO and ships
Southside location separate POs (5 receiver's report
Controllers Office to vendor by mail receivers report) order to school
and delivered to copies) Purchases orders
or fax Vendor sends Buyer signs and
Admin Bldg. System generates printed at Senior buyers
invoice to Finance Blue copy sent to dates PO; sends
payment when Southside location separate POs (5
White PO copy Dept. Controllers Office to vendor by mail
both invoice and and delivered to copies)
routed back to or fax Vendor sends
receiver's report Admin Bldg. System generates
original buyer invoice to Finance
are entered into White PO copy payment when
system Dept. both invoice and
Orange copy kept School confirms routed back to
original buyer receiver's report
on file at purchase by
are entered into
purchasing office sending receivers
system
report to Finance Orange copy kept School confirms
Dept. (5) on file at purchase by
purchasing office sending receivers
report to Finance
Dept. (5)
Inefficient New Inefficient
Old Process Technology New Process
9. Successfull Implementations Address both Process and
Best Practices in addition to the Technology
Best Practices
Technology
Process
The Foundation of a Successful System Includes Process and Best Practices
10. Who’s to Blame?
Why Doesn’t your System Perform as Promised?
1 Project Implementation Team
2 Process Owners
3 Training
4 Consultants
5 Other
11. Why Doesn’t your System Perform as Promised?
Team not adequately represented by process owners
Project Project team didn’t have a true understanding of the underlying processes
Team Team assumed “built-in” Best Practices were all that was needed
Project lead was an external consultant who focused on the technology
Process owner requirements were based on the old system
Process Process owners had limited experience with large IT projects
Owners
The end-to-end process was not adequately addressed during the system design
Inadequate training was provided
Training Training was technology focused and excluded process issues
Training manuals and related documentation were inadequate
12. Why Doesn’t your System Perform as Promised?
Consultants understood technology, not your business
Consultants System knowledge resided with the consultants and was lost when they left
Consultants viewed the IT department rather then the end-user as their client
The project was sold on a fixed fee
Scope creep occurred
Other Not enough resources were available
Common The wrong resources were involved
Issues Resources were diverted to unexpected issues
There was an aggressive “go-live” date
Issues were addressed by postponing them - “It will be addressed during the
next phase or upgrade”
13. Improvements are can be Achieved Across your
Organization
Human Resoures Processes
Benefits
Payroll Administration
Compensation
Processes
Training
Talent
Management Recruiting
Time & Sucession
Attendence Planning
14. How Can you Improve your System and Related Processes?
To be effective
a system must
address: HR
• Process
• Technology Systems
• Best Practices
TECHNOLOGY
15. Addressing the End-to-End Processes is the
Key to Success
AP and
Disbursement
transactions
Payroll - Salary and Benefits Expenses General Fund
Salary and Quarterly
Benefit Summary Report
Expense (2)
available for
Payroll System
transfer VAC
system Excel Spreadsheets
Risk Management - Life, Health, Dental Expenses are turned into a text RollOver Monthly
file then transferred Report sent to
Report of all Departments Changes are input into the VAC departments
enrollment is sent Spreadsheet VAC System is
return hard copies on Excel Disbursement System (5)
Health Enrollment to departments for is sent to updated
to Risk Spreadsheet
Database with all update/correction Controllers
Management for which calculates
employee health, office
changes chargebacks
life and dental data
Telecommunications - Phone MOD Budget
Expense Report used to
Telephone bills are Total for each Each department Department prepare MQ
received from Nynexl, receives an Any disputes are
department is sends (1)
Nextel, Sprint, Arch itemized list of reported to the
entered on Excel spreadsheets
wireless, and Ameritech charges to their Telecommunication
Spreadsheets. to the Controller net
(3) department s dept. and a credit
One sheet per of any
is granted.
company adjustments
( 1) Report shows MTD and YTD Expenses,
Encumbered-unpaid expenses, $ Free
Fleet Management - Gas and Maintenance
Expenses
Balance, and % Free Balance. This report is
Work Orders are One copy is sent to John Murphy uses used to create MQ.
At month end, Printed report is
generated as work is the department, the report to record (2) Report shows General Funds
work orders are sent to each expenses and transfer
done in Fleet other is used to Departments, account #, recommended
summarized by department and funds between
Management record expense/ budget, current appropriations, YTD
department and Controllers office departments
(4) billing
entered into Excel expenses, and YTD % budget used.
Attachment also includes Outside General
Payroll - Mileage Expense Funds with all categories plus estimated
Department
revenue, YTD revenue received, and YTD
Departments Report is returned Payroll inputs Green Bar Report
completes mileage printed from
% collected. Report generated by
Specials receive blank by 9th of month to mileage, system
and total calculates Specials Database Controllers office and given to John
Account report listing Payroll
department reimbursement. The data from these Murphy (12th Floor room 1243) for
maintains
mileage
reimbursement reports are manually review. The report is reviewed with the
entered into an CFO by the staff and Controller.
Payroll - Medicare Expense Excel spreadsheet, (3) Other daily phone bills are sent through
Medicare Expense Report printed by
Medicare Expense on an AP voucher to be paid
adjustments are department/
from Payroll (4) Fleet Management supports 3
posted after account
Payroll System departments and generates approximately
payroll run
100-150 work orders each month.
Central Supply - Xerox, Postage, and Supplies Expenses (5) This report shows monthly receipts and
Departments Postage, and expenses by departments. Any request for
Manual log of copy Supply Expense adjustments are sent via hardcopy to the
request supplies Postage machine
requests by report sent bi-weekly Controllers office.
via phone/fax and tracks postage by Supply and postage
department (+10%
they are tracked Department expenses per
surcharge)
via VAC system department are entered
into VAC system
16. How Can you Improve your System and Related Processes?
To be effective
a system must
address: HR
• Process
• Technology Systems
• Best Practices
TECHNOLOGY
17. How Can you Improve your System and Related Processes?
To be effective
a system must
address: HR
• Process
• Technology Systems
• Best Practices
TECHNOLOGY
18. How Can you Improve your System and Related Processes?
To be effective
a system must
address: HR
• Process
• Technology Systems
• Best Practices
TECHNOLOGY
19. Best Practices and System Functionality Knowledge
How do you obtain knowledge of Best Practices and
System Functionality?
Best Practices System Functionality
Professional organizations User manuals
Conferences Vendors web site
Other companies Books
Books Consultants
Consultants
20. Understanding System Functionality
System Functionality - What You Need to Know
You don’t need to become a technology expert
– You don’t need to understand the nuts & bolts
– You simply need to understand what it is capable of
You need to be able to speak intelligently with a systems
expert
– Is what your are asking for possible?
– How long will it take to complete?
– What will it cost?
– Will it impact other users?
21. Key Steps when Sitting with a Process Owner -
Question Every Activity
Always Ask Why Don’t Assume
End-to-End
Processes
Understand the Need
for all Inputs and
Outputs
22. Key Steps when Sitting with a Process Owner -
Question Every Activity
Always Ask Why
What is the activity trying to accomplish?
End-to-End
Processes
Is it is necessary
Does it add value?
Question why
Always ask and then continue to ask
Why a process or procedure is being
performed?
Why isn’t the system performing it?
Why an output is needed?
23. Key Steps when Sitting with a Process Owner -
Question Every Activity
Don’t Assume
Don’t assume anything
End-to-End
Processes
Ask “dumb” questions
Politely challenge
Validate what you have been told
Compare it to the data or paper trail and/or
documentation
Check with other process owners /
departments
Check with other staff performing the
same or similar tasks
24. Key Steps when Sitting with a Process Owner -
Question Every Activity
Understand the Need for All Inputs and Outputs
Review all inputs and outputs
End-to-End
Processes
Question what the data is needed for
Determine it’s accuracy
Question what users or other departments
do with the data
Ask the user what they would like in the
ideal world
Question if the frequency is appropriate
25. Key Steps when Sitting with a Process Owner -
Question Every Activity
Question Every Activity
End-to-End
Processes Identify the root cause of problems rather than
the symptoms
Question whether the activity is necessary
Question if the frequency is appropriate
Determine if the activity could be
accomplished in another fashion
Always question why a manual process is not
being performed by the system
27. HR System Improvement Methodology
Understand
System
Functionality
Understand
Best
Practices
28. HR System Improvement Methodology
Understand Conduct
System Process
Functionality Reviews
Understand
Best
Practices
29. HR System Improvement Methodology
Understand Conduct
System Process
Functionality Reviews
Understand
Best Identify
Practices Opportunities
30. HR System Improvement Methodology
Understand Conduct Quantify /
System Process Prioritize
Functionality Reviews Opportunities
Calculate ROI
Understand
Best Identify
Practices Opportunities
31. HR System Improvement Methodology
Understand Conduct Quantify /
System Process Prioritize
Functionality Reviews Opportunities
Calculate ROI
Understand Develop
Best Identify Future
Practices Opportunities State
32. HR System Improvement Methodology
Understand Conduct Quantify / Obtain
System Process Prioritize Agreement /
Functionality Reviews Opportunities Funding
Calculate ROI
Understand Develop
Best Identify Future
Practices Opportunities State
33. Improvements are Easier to Address then an
Implementation
The Time Required For Improvement Varies
Improvements can be accomplished within a day or can
take months
– Quick hits
– System adjustments / Process realignment
– Significant changes
Usually the system work can be performed by in-house
staff or using contract labor
Implement quick wins to gain credibility and traction.
34. Return on Investment - ROI
A Positive ROI is Essential to Obtaining Project Approval
Clearly Articulate Benefits Quantify Savings
The better you can articulate Quantify potential savings in
benefits and real dollar savings order to: Free up resources
the more support you will (e.g. process owners, IT staff)
receive Gain executive buy-in and
obtain funding
ROI
Focus on Savings Justification
Focus on savings, not cost At a minimum on a small project
you want to justify the need for
dedicated resources to focus on
your project
35. Improvement Opportunities - What to Look For
Employees should utilize system self-service functionality whenever possible
Self
Employees should take advantage of vendor provided self-service capabilities
Service
Question why every piece of paper in a process is necessary
Paper Wherever possible replace paper with an electronic solution
Fully integrate all systems
Integration
Require large volume vendors to provide electronic feeds
36. Improvement Opportunities - What to Look For
Obtain a through understanding of the process before developing training
Training Training should incorporate both process and technology
Training should be developed with the process owners skill sets in mind
Anyone that requires access to data should have the appropriate access
Ideally access should be provided electronically rather then on paper
Access to Data
Access to data should be timely
Reports should be developed with the user in mind
Review how process owners are using their reports
Reporting
Identify user needs that are not being met by current reports
Reports for routine activities should include all required data on a single report
37. Improvement Opportunities - What to Look For
User Manuals, Develop user manuals, policies and procedures that cover the entire process
Policies & rather then a “How to use the software” solution
Procedures
Ideally all data should be fed to the system electronically
Data Manually input data should never be keyed more then once
Input Eliminate manual forms by requiring staff to complete electronic forms via the
web or directly into the system using self-service functionality
38. I Challenge You to Try This!!
You’ll be Amazed at What You Find!
Set aside five to ten hours over the course of a week or
two
– Select a simple process area
– Sit with the process owners and review the process in detail
– Review the system documentation to understand the
systems functionality
– Identify best practices
39. Free White Paper
Unlock the Hidden Value in your
HR Systems
What You Should Know
Tom Sonde, Principal
(973) 722-9304
tsonde@silverroad.net
SilverRoad.net
40. Thank you for
your attention!
Any Questions?
Tom Sonde, Principal
(973) 722-9304
tsonde@silverroad.net
SilverRoad.net