For some time, HR professionals have aspired to create a “paperless office” with automated technology to create, store, and manage all of the employee information necessary to run a business effectively. Today the technology exists to turn this goal into reality with a desirable Return on Investment (ROI). Current business trends toward environmental sustainability provide the additional impetus to make the business case for paperless HR today, to help support the workforce of tomorrow.
Increasingly, reducing the use of paper in business processes will become a necessary step toward corporate sustainability efforts. Some global and regional companies are pushing sustainability initiatives not only within their own operations, but also out into the supply chain, encouraging vendors and partners to implement greener business practices. “Going green” is a competitive response to changes in social attitudes and to the expectations of customers, employees, and stakeholders.
Because of the many paper-intensive administrative processes in the Human Resources department, it is a great area to embrace corporate sustainability objectives by eliminating paper. Going paperless also saves costs and increases the efficiency and accuracy of HR functions. It can even help with recruiting and engagement—many sought-after job candidates and top-performing employees are passionate about environmental causes. This white paper provides information on the benefits of a paperless HR department and the technology for putting it in place.
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
The document discusses employee engagement trends over time and the limitations of existing human capital management (HCM) solutions in improving engagement. It introduces Humantelligence as an innovative cloud-based solution that applies behavioral sciences to drive strategic actions and improve hiring, engagement, and performance across entire workforces. Key points:
- Employee engagement remains low at 30% in the US and 13% globally despite many HCM software vendors. These tools were not designed primarily for engagement.
- Humantelligence provides a comprehensive suite of solutions including self-assessments, talent fit assessments, action management, and analytics to improve hiring, engagement, cultural alignment, and performance at all workforce levels.
- It leverages behavioral sciences
Communicating openly and honestly is the best tactic for dealing with potentially damaging rumors.
Positive employee engagement in the company’s mission, values and goals can support business success and growth. Measuring organizational culture and employee engagement is a vital, first step in making improvements in these areas.
The document discusses the shifting role of human resource management (HRM) from a support function to a strategic partner. Specifically, it explores Dave Ulrich's model of HRM's four roles - strategic partner, change agent, administrative expert, and employee advocate. Recent trends suggest HRM's role is expanding to include participating in strategy development, ensuring employee alignment with organizational goals, facilitating change management, and using metrics to evaluate HR strategies and drive improvement. While this strategic role has benefits, it also faces challenges, such as resistance from management and maintaining operational HR functions.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
The document discusses 21 HR jobs of the future that are emerging due to changes in the workforce brought on by the COVID-19 pandemic. It identifies new roles like the Director of Wellbeing focused on employee health and wellness, and the Work from Home Facilitator ensuring remote workers feel supported. It also discusses roles aimed at ensuring ethical use of data and reducing bias, such as the Human Bias Officer. The document argues that HR must lead organizations in preparing workers for future skills needs through roles like the Future of Work Leader. It maintains these roles will be critical to supporting workers and organizational resilience in the coming decade.
1) The document discusses how Enterprise Social solutions like Yammer, SharePoint, and Office 365 can help HR optimize human capital management by engaging employees, improving internal collaboration, and enabling training and development.
2) It describes how these tools allow employees to connect, communicate, and work together seamlessly across the organization.
3) The document argues that Enterprise Social empowers HR to focus on enabling employee success, building an innovative culture, and attracting and retaining top talent.
The document discusses employee engagement trends over time and the limitations of existing human capital management (HCM) solutions in improving engagement. It introduces Humantelligence as an innovative cloud-based solution that applies behavioral sciences to drive strategic actions and improve hiring, engagement, and performance across entire workforces. Key points:
- Employee engagement remains low at 30% in the US and 13% globally despite many HCM software vendors. These tools were not designed primarily for engagement.
- Humantelligence provides a comprehensive suite of solutions including self-assessments, talent fit assessments, action management, and analytics to improve hiring, engagement, cultural alignment, and performance at all workforce levels.
- It leverages behavioral sciences
Communicating openly and honestly is the best tactic for dealing with potentially damaging rumors.
Positive employee engagement in the company’s mission, values and goals can support business success and growth. Measuring organizational culture and employee engagement is a vital, first step in making improvements in these areas.
The document discusses the shifting role of human resource management (HRM) from a support function to a strategic partner. Specifically, it explores Dave Ulrich's model of HRM's four roles - strategic partner, change agent, administrative expert, and employee advocate. Recent trends suggest HRM's role is expanding to include participating in strategy development, ensuring employee alignment with organizational goals, facilitating change management, and using metrics to evaluate HR strategies and drive improvement. While this strategic role has benefits, it also faces challenges, such as resistance from management and maintaining operational HR functions.
2013 Engagement and Retention in 2013 by TalentKeepersElizabeth Lupfer
- Employee engagement and retention have become strategic priorities for most organizations as the economy stabilizes. Over 80% of organizations now budget for engagement initiatives.
- A "Best in Class" group of top organizations stands out for making engagement a top priority, holding leaders accountable, dedicating formal budgets, and establishing metrics to measure impact on business results.
- Retention is resurfacing as a priority as employees feel more confident. Nearly 60% of organizations expect job and career factors to be the main reason employees leave in 2013, an 11% increase from the prior year.
This document summarizes the findings of a 2013 research study on workforce trends and high performing organizations. Some key findings include:
1. Measures of trust, leadership, and collaboration rebounded significantly from low levels in 2012, especially in high performing companies.
2. Employee involvement and engagement increased dramatically, with nearly 60% of high performing companies reporting engaged, involved cultures.
3. Leaders in high performing companies were seen as more consistently modeling organizational values and walking the talk through predictable transparency.
4. Trust originates from leadership behaviors and a consistent tone at the top, which directly impacts employee engagement and retention.
The document discusses 21 HR jobs of the future that are emerging due to changes in the workforce brought on by the COVID-19 pandemic. It identifies new roles like the Director of Wellbeing focused on employee health and wellness, and the Work from Home Facilitator ensuring remote workers feel supported. It also discusses roles aimed at ensuring ethical use of data and reducing bias, such as the Human Bias Officer. The document argues that HR must lead organizations in preparing workers for future skills needs through roles like the Future of Work Leader. It maintains these roles will be critical to supporting workers and organizational resilience in the coming decade.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
The document discusses several topics related to human resource management. It addresses the importance of a diverse workforce and employee engagement. It also discusses trends in areas like recruitment, selection, and training. The document outlines how human resource information systems, electronic human resource management, and talent management systems can support organizational goals. Additionally, it covers topics such as grievance handling, labor welfare measures, disciplinary actions, collective bargaining, and executive compensation.
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
The Role of HR in Driving Social Media and Business IntegrationElijah Ezendu
How HR should infuse social media into organisational work systems to ensure fitting positioning, placement and processes that would enable effective integration with business.
This document discusses how today's digital teams require new collaboration tools to effectively work together. It notes that teams now include more external partners and remote/mobile workers. Current tools are often too complex, siloed, and not aligned with modern workstyles. A survey found that teams value tools for better communication, external collaboration, and supporting dispersed teams. Experts say tools must be easy to use on any device and integrate different solutions. High-performing teams switch between tools efficiently for tasks. The document advocates aligning tools with business goals like customer experience to boost productivity and results. It concludes that building a culture of collaboration across organizations requires seamless tools for all users.
Many large companies are moving away from annual performance reviews that rank employees and instead focusing on more frequent, informal conversations about performance and development. Research shows this approach improves employee engagement and conversation quality. It works best when companies provide frameworks for regular check-ins, ensure conversations focus on the future, and support the transition through training and messaging. Going forward, some companies are exploring building a culture where employees regularly ask for feedback rather than just receiving it.
Beyond best practice: enhancing results with bespoke HRETS plc
HR professionals can enhance results by developing "bespoke HR" practices tailored to their unique organization rather than solely following industry "best practices". Bespoke HR involves shaping practices and technologies to best fit the organization's culture, needs, and goals. This allows HR to develop competitive advantages through new, differentiated solutions. While best practices provide a starting point, blindly following them can hinder growth by ignoring an organization's specific context. Bespoke HR leads to more successful initiatives by designing practices that truly meet the business's aims.
I researched and wrote this Gartner-style, 1st-of-its-kind multi-sector survey on how organizations are adapting to succeed post COVID-19, from innovation to product development. I developed 16 survey questions utilizing search engine data around the key issues facing corporations during the pandemic; there were 1495 global responses from sectors as varied as maritime, energy, finance, life sciences, marketing and HR.
2013 Trends Report - The State of Employee Engagement by Quantum WorkplaceElizabeth Lupfer
The document is a report from Quantum Workplace on employee engagement trends in 2013. It discusses Quantum Workplace's employee engagement survey methodology and model. The report finds that after declining during the recession in 2008-2010, employee engagement levels among organizations participating in Quantum Workplace's Best Places to Work program have been increasing since 2010 and in 2013 reached 70.6%, approaching pre-recession levels. The report provides an overview of engagement trends and a detailed examination of survey results regarding different engagement factors.
1) Workforce analytics can help companies improve performance, profitability, and human capital investment. Companies using workforce analytics outperform those that do not.
2) HR professionals can use workforce analytics to shift from an operational to more strategic role by identifying patterns of success and failure. Analytics provide insights into areas like turnover, recruiting, and employee performance.
3) Focusing initially on turnover, recruiting, and performance metrics can help HR demonstrate value and improve productivity, while also identifying training and other needs.
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
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
Total Cost of Ownership Pricewaterhouse Coopersummersamuels
The document summarizes a study on the total cost of ownership (TCO) of payroll and human resources administration for organizations. Some key findings include:
1) Organizations often underestimate the true costs of administering payroll, benefits, and other HR functions due to hidden costs.
2) Outsourcing multiple HR functions to a single vendor can reduce costs by an average of 32% compared to using multiple in-house systems.
3) Providing employee self-service reduces the TCO of workforce administration by 50% for large organizations compared to those without self-service.
HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.
This document is a project report on "Green HRM" submitted by Arham Shamsi to Gauri Dhingra at Jagannath International Management School. It includes an introduction defining Green HRM as environmentally friendly HR practices and preserving knowledge capital. It also provides a literature review on recent Green HRM initiatives by companies and a discussion of the importance of Green HRM and sustainability in today's scenario. The report contains 10 sections including the introduction, literature review, objectives, methodology, analysis, findings, conclusion, limitations, and bibliography.
This document discusses the history and roles of human resource management. It provides definitions of HRM as coordinating human talent to accomplish organizational goals. The key roles of HR are as a strategic partner, employee advocate, and change champion. The functions of HR include strategic planning, staffing, talent management, rewards, risk management, and employee relations. HR must address challenges of globalization, profitability, technology, intellectual capital management, and constant change. Emerging trends include personalization, trust issues, development services, employee experience, analytics, innovation, and a focus on culture and people.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
2013 Engagement and Retention in 2013 by AberdeenElizabeth Lupfer
This document summarizes the key findings from Aberdeen's 2013 research report on Human Capital Management trends. It finds that the top pressures on HCM are operating more efficiently, organic growth, and skills scarcity. Best-in-Class organizations align talent strategies with business strategies, foster innovation, and integrate HCM and business data. They achieve greater improvements in metrics like customer retention. Workforce planning is a priority but most organizations are still immature in their efforts. Success requires standardizing processes, combining HCM and business data, and investing in technology.
The document discusses several topics related to human resource management. It addresses the importance of a diverse workforce and employee engagement. It also discusses trends in areas like recruitment, selection, and training. The document outlines how human resource information systems, electronic human resource management, and talent management systems can support organizational goals. Additionally, it covers topics such as grievance handling, labor welfare measures, disciplinary actions, collective bargaining, and executive compensation.
In today’s business landscape, the longstanding functions of human resources are changing. Because employee information processing and compensation coordination are now largely automated, human resources departments in many large organizations now have the time necessary to take on new responsibilities, with duties more aligned to those of a “strategic partner.”
Employee Engagement Capabilities Report by Altus and Red BalloonElizabeth Lupfer
- The document discusses findings from a study on employee engagement conducted over three years with nearly 3,000 survey responses.
- Key findings include that highly engaged organizations have the most capability in areas like culture, purpose, and clear key performance indicators (KPIs). Those with lower engagement scores have less capability, especially in these core areas.
- While benefits and perks are not the main drivers of engagement, highly engaged organizations are more likely to invest in coaching, mentoring programs, and cash bonuses compared to average performers. Simply increasing spending on engagement is not enough without focusing on the right capabilities.
This document discusses high performance work practices (HPWPs) that can improve organizational performance. It describes three distinct "bundles" of management practices: 1) high employee involvement, which encourages empowerment rather than top-down control; 2) suitable human resource practices for recruiting, selecting, and retaining key personnel; and 3) continuous improvement practices like quality circles. Implementing these bundles of practices can increase employee motivation, commitment, and productivity, leading to greater effectiveness and efficiency for the overall organization.
The Role of HR in Driving Social Media and Business IntegrationElijah Ezendu
How HR should infuse social media into organisational work systems to ensure fitting positioning, placement and processes that would enable effective integration with business.
This document discusses how today's digital teams require new collaboration tools to effectively work together. It notes that teams now include more external partners and remote/mobile workers. Current tools are often too complex, siloed, and not aligned with modern workstyles. A survey found that teams value tools for better communication, external collaboration, and supporting dispersed teams. Experts say tools must be easy to use on any device and integrate different solutions. High-performing teams switch between tools efficiently for tasks. The document advocates aligning tools with business goals like customer experience to boost productivity and results. It concludes that building a culture of collaboration across organizations requires seamless tools for all users.
Many large companies are moving away from annual performance reviews that rank employees and instead focusing on more frequent, informal conversations about performance and development. Research shows this approach improves employee engagement and conversation quality. It works best when companies provide frameworks for regular check-ins, ensure conversations focus on the future, and support the transition through training and messaging. Going forward, some companies are exploring building a culture where employees regularly ask for feedback rather than just receiving it.
Beyond best practice: enhancing results with bespoke HRETS plc
HR professionals can enhance results by developing "bespoke HR" practices tailored to their unique organization rather than solely following industry "best practices". Bespoke HR involves shaping practices and technologies to best fit the organization's culture, needs, and goals. This allows HR to develop competitive advantages through new, differentiated solutions. While best practices provide a starting point, blindly following them can hinder growth by ignoring an organization's specific context. Bespoke HR leads to more successful initiatives by designing practices that truly meet the business's aims.
I researched and wrote this Gartner-style, 1st-of-its-kind multi-sector survey on how organizations are adapting to succeed post COVID-19, from innovation to product development. I developed 16 survey questions utilizing search engine data around the key issues facing corporations during the pandemic; there were 1495 global responses from sectors as varied as maritime, energy, finance, life sciences, marketing and HR.
2013 Trends Report - The State of Employee Engagement by Quantum WorkplaceElizabeth Lupfer
The document is a report from Quantum Workplace on employee engagement trends in 2013. It discusses Quantum Workplace's employee engagement survey methodology and model. The report finds that after declining during the recession in 2008-2010, employee engagement levels among organizations participating in Quantum Workplace's Best Places to Work program have been increasing since 2010 and in 2013 reached 70.6%, approaching pre-recession levels. The report provides an overview of engagement trends and a detailed examination of survey results regarding different engagement factors.
1) Workforce analytics can help companies improve performance, profitability, and human capital investment. Companies using workforce analytics outperform those that do not.
2) HR professionals can use workforce analytics to shift from an operational to more strategic role by identifying patterns of success and failure. Analytics provide insights into areas like turnover, recruiting, and employee performance.
3) Focusing initially on turnover, recruiting, and performance metrics can help HR demonstrate value and improve productivity, while also identifying training and other needs.
The document discusses how outsourcing human resource functions, known as human resource outsourcing (HRO), is becoming a key trend that is reshaping the future of HR departments. HRO can help organizations reduce costs while improving HR's strategic impact by standardizing, centralizing, and automating administrative HR processes. The document outlines the benefits of HRO such as cost savings, increased efficiency, and allowing HR to focus on more strategic priorities. It also discusses challenges such as change management and the need for clear communication during the implementation of HRO.
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
Total Cost of Ownership Pricewaterhouse Coopersummersamuels
The document summarizes a study on the total cost of ownership (TCO) of payroll and human resources administration for organizations. Some key findings include:
1) Organizations often underestimate the true costs of administering payroll, benefits, and other HR functions due to hidden costs.
2) Outsourcing multiple HR functions to a single vendor can reduce costs by an average of 32% compared to using multiple in-house systems.
3) Providing employee self-service reduces the TCO of workforce administration by 50% for large organizations compared to those without self-service.
HRD Matrix identifies the interrelationships between HRD instruments, processes, outcomes and organizational effectiveness. HRD instruments include performance appraisal, counselling, role analysis, potential development, training, reward system, and job enrichment. These instruments lead to HRD processes like role clarity, development planning, development climate, and risk-taking in employees. Such HRD processes should result in more competent, satisfied, and dynamic employees, which is likely to make the organization more effective than those that do not emphasize HRD. Organizational effectiveness also depends on other factors like the environment, technology, and competitors. However, an organization with competent employees committed to HRD will be more effective, other things being equal.
This document is a project report on "Green HRM" submitted by Arham Shamsi to Gauri Dhingra at Jagannath International Management School. It includes an introduction defining Green HRM as environmentally friendly HR practices and preserving knowledge capital. It also provides a literature review on recent Green HRM initiatives by companies and a discussion of the importance of Green HRM and sustainability in today's scenario. The report contains 10 sections including the introduction, literature review, objectives, methodology, analysis, findings, conclusion, limitations, and bibliography.
This document discusses the history and roles of human resource management. It provides definitions of HRM as coordinating human talent to accomplish organizational goals. The key roles of HR are as a strategic partner, employee advocate, and change champion. The functions of HR include strategic planning, staffing, talent management, rewards, risk management, and employee relations. HR must address challenges of globalization, profitability, technology, intellectual capital management, and constant change. Emerging trends include personalization, trust issues, development services, employee experience, analytics, innovation, and a focus on culture and people.
The document discusses how emphasizing the human/people side of process changes is important for success. It notes that people are the hardest part of business changes and that stakeholders need to play a role. It provides an example of a company that improved processes by focusing on the user experience and involving process participants in the change.
Green HRM aims to promote sustainable practices and increase employee awareness of sustainability issues. It involves implementing environmentally-friendly HR initiatives that can reduce costs and carbon footprints while improving employee engagement. Some green practices discussed include electronic filing, video conferencing, recycling, and promoting alternatives to travel like telecommuting. The role of HR is to support the company's environmental agenda through policies and programs that align HR practices with sustainability goals. A model is presented comparing outcomes of traditional HR systems versus those implementing green HRM practices.
This document summarizes a research paper on the most critical HR capabilities and competencies needed for the future. It identifies four key areas: business acumen, organizational leadership and navigation, change management, and HR technology and analytics. For each area, it discusses importance, how companies can develop best practices, and organizational case studies. It concludes that today's business environment demands HR professionals who can lead at all levels through knowledge of business and providing integrated HR solutions to key issues.
McKinsey on Organization CHROs and talent managementPeter Allen
This document discusses the future of performance management in organizations. It begins by noting that traditional annual performance evaluations are widely disliked but still commonly used. It then outlines some emerging trends in how top companies are rethinking performance management, such as focusing only on top and low performers rather than trying to differentiate average ones, providing continuous feedback instead of annual reviews, and basing compensation more on team performance and skills development than individual ratings. The document suggests the changes signal performance management practices are overdue for an update to better suit modern job roles and business needs.
HR professionals in small and mid-sized companies face increasing responsibilities but now have access to affordable cloud-based HR solutions previously only available to large enterprises. These solutions can help HR take on a more strategic role through features that consolidate HR tasks and provide people analytics insights. While exciting, selecting an HR solution requires identifying needs, planning, and staying focused on core functionality rather than flashy extras. Ongoing support is also important to choose a stable, experienced vendor.
This document provides a summary of workplace trends for 2012 as identified by Sodexo's research. The top 10 trends identified are: workplaces that promote sustainability, inclusive workplaces, rewards and recognition programs focused on individual employees, growth of virtual workforces, the built environment's role in engagement, evidence-based space design, quantifiable health and wellness initiatives, focus on psychological health, flexible workplaces, and integrating workplace solutions to create higher value. Each trend is briefly described in terms of its drivers and impact on organizations and employees.
This document discusses how HR practices can drive corporate profits. It provides examples from research and case studies of companies that have linked specific HR investments to increased financial performance.
1) Studies show that employee-involvement practices within HR's scope, like training and rewards programs, correlate with higher returns on sales, assets, investments and equity. When employees are involved in goal-setting and understand how their work impacts profits, performance improves.
2) Profitable companies communicate extensively, involve employees in goal-setting, help employees understand how their jobs affect profits and pay, share financial gains with employees, distribute HR responsibilities throughout the organization, and focus on investing in human capital rather than just cost-cutting.
Empowering your customer service talent to meet the level of service customers’ have come to expect can help you differentiate your business, become more competitive and grow revenue.
But in a Ricoh-commissioned Forrester Consulting study, 89% of customer-facing workers, and 79% of customer service decision-makers, said there’s a gap between the experience they can deliver and the experience the customer wants.1
The document discusses 10 HR trends that are changing business, including:
1) The changing role of HR professionals to focus more on strategic contributions and measurable impacts rather than administrative tasks.
2) The "war for talent" as skilled workers become more scarce, requiring innovative talent strategies, employer branding, and focusing on attracting and retaining top performers.
3) The increasing outsourcing of HR functions to reduce costs and allow HR to focus on strategic priorities rather than transactional work.
EN_HCM_EO2_HR and Payroll Harmonization - fundamental strength to business ag...Christine Sauvaget
This document discusses the importance of harmonizing HR and payroll functions for multinational businesses. It notes that a lack of standardized, integrated HR and payroll systems can negatively impact daily operations for companies operating in multiple countries. The document outlines several challenges of international expansion, such as complying with different local employment laws and taxation rules. It argues that harmonizing HR and payroll processes can help businesses adapt more easily to changes, reduce costs, and make reporting and decision-making more effective. Standardizing on an integrated Human Capital Management system with a single provider is presented as an important strategy for multinational organizations to gain efficiencies and support growth.
The document outlines 3 strategic actions for Chief HR Officers in 2022:
1) Navigate changing work trends to improve employee experience and workforce resilience.
2) Adopt consequential accountability for diversity, equity, and inclusion by holding leaders accountable for DEI goals.
3) Develop a more dynamic and flexible HR operating model with skills in areas like agile and diversity recruitment.
Rewiring HR for WFH, Hybrid work & Future of workBrowne & Mohan
Humans working in tandem with automated robots on shopfloors is increasing. Covid 19 induced WFH is here to stay as an economic and resource strategy for many companies. Human resource (HR) departments must therefore rewire themselves to balance work between digital and human associates. HR systems will be driven by intelligence, own change management and design systems for boundary-spanning workflows, collegial support.
Sage HRMS is a customizable HR management system that helps companies optimize HR processes and maximize return on employee investment. It provides tools to automate tasks, engage employees through self-service portals, and provide analytics to support business decisions. Implementing an integrated HRMS solution treats employees as a key investment and helps improve business results by keeping employees satisfied and productive.
It is the perfect time for HR to take a proactive position at the strategic planning table, looking at ways to optimize today’s and tomorrow’s workforce. With payroll as one of the highest line items on the balance sheet, and worker productivity and intellectual property the real lifeblood of business survival, there is an urgent need for renewed efficiency in managing workforce assets.
HR and managers have an opportunity to answer such questions as:
How do we structure ourselves and organize our workforce to be the most effective and productive?
How can we continually align ourselves with our current business conditions and still give our employees confidence and security?
How do we revamp processes to build in agility?
How can we anticipate changing workforce needs?
How do we retain talented, engaged employees?
How do we track and anticipate changing costs?
How do we do all of this with an increasingly complex workforce?
Top Seven Benefits of an Automated Time and Attendance SystemSage HRMS
Increasing information accuracy and reliability are the two paramount reasons a time and attendance system is installed in any organization. Because an organization’s workforce is often its largest expense, impacting production and profitability, inaccurate timekeeping can lead to costly regulatory compliance missteps, among other pitfalls.
On the other hand, it should be noted that employees also represent an organization’s biggest asset with regard to growth and profitability. Thus, maintaining accurate and reliable time and attendance information makes labor management a whole lot more manageable.
At surface level, the immediate time-saving, as well as bottom-line saving, benefits of time and attendance automation are easy to highlight. However, without accurate and reliable time data captured from employees and passed to other parts of the human resources and payroll system, error-prone breakdowns are likely to occur. These can result in employees’ not being paid properly, noncompliance, decreased employee morale, and turnover.
An appropriate time and attendance system that meets your organization’s needs can help to eliminate and even prevent many, if not most, of the negative aspects of inaccurate and unreliable timekeeping.
The following will outline the top benefits of a time and attendance system and the positive effect they can have on your organization.
When making the switch to a new payroll solution, it’s important to carefully weigh your company’s needs and budget when selecting a vendor. Payroll solutions typically fall into one of two types:
Commercial software—Payroll software that runs on your PC or server and allows you to run your own payroll and manage all your payroll processes in-house, including printing checks, reporting, forms, and managing direct deposits and payroll taxes. Commercial payroll software typically involves a one-time software purchase and annual support contract for software enhancements, tax table updates, and technical advice.
Outsourced service—A service bureau processes your payroll, prints checks, handles tax filing, and prints W-2s and other year-end forms. The bureau maintains all payroll data and charges initial and ongoing “per employee” or “per check” processing fees for the service, with additional fees for optional services and reports.
Of these, commercial software typically offers more flexibility and return on investment for midsized companies. Not only is commercial software more cost-effective, it allows you to protect wage and salary information and maintain control over payroll processing to easily handle last-minute changes. With the many commercial payroll software options available, selecting a solution and a vendor can seem like a difficult task. That’s why it’s important to arm yourself with good information, and know the right questions to ask.
The document provides an overview and buyer's guide for selecting an HR management system (HRMS). It discusses recent trends driving increased investment in HR technology, including return on employee investment, paperless workflows, and business intelligence/analytics. It identifies top ten considerations for an HRMS, such as the employee database, ease of use, integration, and total cost of ownership. It provides a checklist of key HRMS capabilities and advises evaluating vendors' support and implementation services. The goal is to help buyers make an informed selection that meets their needs now and for future growth.
Sage Source allows you to streamline business processes and offer employees access to valuable online business tools and benefits at no additional cost as part of Sage Business Care. Requiring no implementation or IT administration, the intelligent, customizable online interface easily leverages existing Sage HRMS on-premise data and combines it with complimentary services from third-party solution providers.
Sage HRMS Alerts and Workflow by Vineyardsoft Feature SheetSage HRMS
Sage HRMS Alerts and Workflow is a software that monitors business data and triggers alerts and automated workflows. It identifies issues across multiple systems, synchronizes data between applications, and pushes information to users. The software automatically delivers forms, documents and reports. It can automate business processes by triggering tasks and updating systems based on conditions.
Sage HRMS empowers the human resources (HR) department to actively support company objectives while improving HR efficiency. Integrate and streamline your HR processes and closely monitor employee records and personnel actions, HR compliance, benefits administration, absence management, reporting (standard and custom), and data import/export actions with Sage HRMS.
Automate your company’s business processes and promote workplace satisfaction by giving employees ownership of their personal information with Sage Employee Self Service (Sage ESS). With workflow capabilities and customizable features, Sage ESS provides a central location for employees, managers, and administrators to view and manage important personal data and company information. Instead of calling the HR department with routine inquiries, employees and managers will feel more self-sufficient when they can access information, such as time off, current benefits, and current job details—anytime, anyplace over the Internet or company intranet.
Cut the costs and complexity of benefits administration by securely automating the communication of employee benefits enrollment data to insurance carriers with Sage HRMS Benefits Messenger. This powerful solution will eliminate the need to submit paper enrollment forms or create and maintain customized electronic file formats. Sage HRMS Benefits Messenger also eliminates the costly errors associated with duplicate data entry and “missed enrollments” both during annual open enrollment periods and for employee changes throughout the year.
Why are some companies thriving while others are struggling to stay in business? What is the distinctive difference between a good company and a truly great company? The answers to these questions can only be found when looking at what defines the company: its people. The people who make up a company are that organization’s unique and biggest asset. For most businesses, the workforce is also its largest expense, or better put, its largest investment.
At Sage, we believe that employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return.
We call that the Return on Employee Investment or ROEI. This white paper looks into investments that can help a company maximize the value of its workforce, and shows how technology can help improve ROEI and build a more profitable and successful business.
A company is only as good as its workforce. A company does not generate ideas, does not give service, and by itself is neither efficient nor productive. People make all of those things happen. In that sense, employees are the most important component in the quest to improve business results. It makes sense to treat employee-related expenses as an investment in the workforce. Like any other investment, this critical company investment must yield a healthy return. At Sage, we call that the Return On Employee Investment or ROEI.
These are not easy times for HR managers. Like other executives, they must do more with less. A viable approach to the consequences of an economic downturn is tighter “strategic alignment” of HR processes to the company’s overall competitive strategy. One way that HR managers might adapt to doing more with less is to develop initiatives that designate HR as a strategic partner to revenue-generating business units and to the executive team.
HR Management by Spreadsheet: Is there a Better Way?Sage HRMS
The Easy Way to Manage HR. A Human Resources Management System (HRMS) can automate the way you maintain and access both current and historical information about Recruiting, Onboarding, Policy Communication, Compensation, H&W Benefits, Payroll, Training, Performance, Evaluation, Promotion, Retirement, and Leave.
Employee Leave Issues: 5 Tips to Navigate the Bermuda Triangle of Employee Le...Sage HRMS
This document provides tips for navigating complex employee leave issues covered by the Family and Medical Leave Act (FMLA), Americans with Disabilities Act (ADA), and workers' compensation laws. It recommends educating managers to properly handle potential leave issues, developing clear leave policies, maintaining open communication with employees, thoroughly documenting all leave, and seeking legal counsel for complicated cases. Complying with these overlapping leave laws can be challenging but is important to avoid penalties and ensure employees receive their legal benefits and protections.
Avoiding Costly Fines: A 2013 Guide to Compliance MandatesSage HRMS
For more than 30 years, Sage has been a leader in the development of Human Resource Management Systems (HRMS) software. Thousands of midsized businesses nationwide have implemented our popular Sage HRMS solutions. From those experiences, we’ve learned that compliance is one of the top challenges facing any human resources department. It can be difficult to stay on top of all of the state and federal workforce laws, regulations, and reporting requirements.
It’s up to HR to ensure that hiring, discipline, and termination practices are compliant with the law. Otherwise, you could put your company at risk of incurring fines, penalties, and employee lawsuits. And mistakes can be costly. More than one-third of private companies surveyed by Chubb Insurance had experienced an employment-law event (EEOC charge filed or employee lawsuit), at an average cost of $74,400 per incident.
Sage created this guide to help you stay informed about the latest workforce compliance laws and regulations that may affect your organization. Staying abreast of current mandates enables you to communicate with and train management and employees so that the company is not at risk of expensive employee lawsuits. As with all issues with legal circumstances, the use of this material is not a substitute for the advice of a lawyer and when in doubt or for advice with respect to any specific human resources mandate please contact your lawyer. Additionally, this material is provided for informational purposes only and not for the purpose of providing legal advice.
15 Factors to Consider When Changing How You Process PayrollSage HRMS
When changing how you process payroll, there are numerous considerations that must be taken into account. You will want to think about the features that are important to your company and decide on a solution that meets your needs within budget. The key to selecting the right payroll solution for your organization is to make certain that all of the vendors you evaluate can meet your needs before you begin to narrow down your choices. As you gather requirements and create your Request for Proposal (RFP), you’ll need to consider the functional capabilities required to produce accurate payroll, the vendor qualities you value most, and finally, how you plan to implement a new solution.
Social media is quite a phenomenon. It’s changing the way we use the Internet, communicate with friends and business colleagues, interact with corporations (or customers), gather information, and make decisions. Social media may still seem like a technological fad that is mainly used by younger people, but in truth, it is rapidly gaining users across generations and becoming a main stream business tool.
From an HR perspective, it can be hard to tell if social media is your friend or your foe. But one thing is clear: The time to adopt social media strategies and policies for your business is right now.
HR Data Management: The Hard Way vs The Easy WaySage HRMS
The Easy Way to Manage HR. A Human Resources Management System (HRMS) can automate the way you maintain and access both current and historical information about Recruiting, Onboarding, Policy Communication, Compensation, H&W Benefits, Payroll, Training, Performance, Evaluation, Promotion, Retirement, and Leave.
HR Managers Guide to Proper Worker ClassificationSage HRMS
The document provides guidance to HR managers on properly classifying workers as employees or independent contractors. It discusses the importance of proper classification and potential penalties for misclassification. The IRS examines behavioral control, financial control and the type of relationship to determine a worker's status. The summary advises routinely reviewing classifications and maintaining documentation to support decisions. Potential future legislation aims to further reduce misclassification issues.
The HR Managers Guide to Employee EngagementSage HRMS
How can your company increase employee engagement and retain top performers? In this guide, we will examine some current statistics about employee engagement, show how employee engagement affects companies’ financial performance, and provide tips to effectively increase employee engagement at your company.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Satta matka fixx jodi panna all market dpboss matka guessing fixx panna jodi kalyan and all market game liss cover now 420 matka office mumbai maharashtra india fixx jodi panna
Call me 9040963354
WhatsApp 9040963354
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Stone Art Hub
Stone Art Hub offers the best competitive Marble Pricing in Dubai, ensuring affordability without compromising quality. With a wide range of exquisite marble options to choose from, you can enhance your spaces with elegance and sophistication. For inquiries or orders, contact us at ☎ 9928909666. Experience luxury at unbeatable prices.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART KALYAN CHART
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
Discover the Beauty and Functionality of The Expert Remodeling Serviceobriengroupinc04
Unlock your kitchen's true potential with expert remodeling services from O'Brien Group Inc. Transform your space into a functional, modern, and luxurious haven with their experienced professionals. From layout reconfiguration to high-end upgrades, they deliver stunning results tailored to your style and needs. Visit obriengroupinc.com to elevate your kitchen's beauty and functionality today.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART INDIA MATKA KALYAN SATTA MATKA 420 INDIAN MATKA SATTA KING MATKA FIX JODI FIX FIX FIX SATTA NAMBAR MATKA INDIA SATTA BATTA
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
The Benefits of Paperless HR
1. Sage HRMS I White Paper
The Benefits of Paperless HR:
Sustainable, Cost-Effective, and
Within Your Reach
2. Sage HRMS
Table of Contents
Introduction................................................................................................................... 1
Going Paperless With a Human Resource Management System......................... 1
Sustainability.................................................................................................. 1
Ease of Access to Key Information............................................................. 2
Lower Costs and Increased Efficiency....................................................... 3
HR Functions Improved by Technology.................................................................... 4
Applicant Tracking and Recruiting............................................................ 4
Employee Administration............................................................................ 4
Automated Forms and Approval Routing................................................. 4
Online Benefits Enrollment......................................................................... 5
Automated Benefits Carrier Connectivity................................................ 5
Paperless Payroll............................................................................................ 5
Conclusion..................................................................................................................... 5
3. Introduction Sage HRMS
For some time, HR professionals have aspired to create a “paperless office” with automated
technology to create, store, and manage all of the employee information necessary to run a
business effectively. Today the technology exists to turn this goal into reality with a desirable
Return on Investment (ROI). Current business trends toward environmental sustainability
provide the additional impetus to make the business case for paperless HR today, to help
support the workforce of tomorrow.
Increasingly, reducing the use of paper in business processes will become a necessary step
toward corporate sustainability efforts. Some global and regional companies are pushing
sustainability initiatives not only within their own operations, but also out into the supply chain,
encouraging vendors and partners to implement greener business practices. “Going green” is
a competitive response to changes in social attitudes and to the expectations of customers,
employees, and stakeholders.
Because of the many paper-intensive administrative processes in the Human Resources
department, it is a great area to embrace corporate sustainability objectives by eliminating
paper. Going paperless also saves costs and increases the efficiency and accuracy of HR
functions. It can even help with recruiting and engagement—many sought-after job candidates
and top-performing employees are passionate about environmental causes. This white paper
provides information on the benefits of a paperless HR department and the technology for
putting it in place.
Going Paperless With a Human Resources Management System
The principal technology tool to help you achieve a paperless HR department is Human
Resources Management System (HRMS) software. This central system is connected to all
HR-related processes. A notable feature is that employees and managers interact directly
with the HRMS through self-service functionality, which eliminates the delay, inaccuracies, and
inefficiencies of a paper-bound system. Moving to a paperless HR department can provide
many benefits for your organization, including the following:
Sustainability and a Greener Reputation
Even a casual observer of social trends would recognize the increased attention given to
environmental issues in the last 20 years. The environment issue is the subject of an ongoing
national conversation, debated daily in the news and in state and federal government. The
Millennial Generation—the next generation of employees, job candidates, and customers—was
raised online and is socially connected. Many of these younger people dedicate themselves to
good environmental stewardship.
1
4. Not surprisingly, companies have made environmental sustainability a part of their business Sage HRMS
plans. Consider the following points made in a 2011 study of global executives:1
• Sustainability spending survived the economic downturn, with almost 60% of
companies increasing their investment in 2010.
• All companies surveyed recognized that a reputation for sustainability grows the value
of their brands.
• Companies from diverse industries uniformly recognized the competitive significance of
sustainability.
• Institutional investors are increasingly looking at sustainability. For example, “The
Carbon Disclosure Project” now represents investors with $64 trillion under
management.
• Corporate green initiatives have become a growing consideration
for job seekers. Intangible Benefits
of Going Green
Additionally, a separate 2011 survey of U.S. companies found that 69%
of the companies surveyed have green programs in place.2 The most
Some benefits of green initiatives are
common green practice was “recycling and paper reduction.”3 Going
hard to measure but may create a
paperless in your HR department is a solid first step toward going
green as an organization. competitive advantage. Enhanced
reputation helps attract key talent, as
Johnson & Johnson’s senior director
Easier Access to Key Workforce Information for of worldwide health and safety, Al
Decision Making
Iannuzzi, acknowledged to the MIT
To be successful, a business must make better decisions than its competitors. Sloan Management Review: “The high-
Better decision-making hinges on the right people gaining access to the right
potential new MBA students coming
information at the right time. As a practical business benefit, an HRMS
out are interested in working for a
empowers your HR team, management, and when appropriate, even
employees, with ready access to key information. All relevant information responsible company. So if we weren’t
about present and past employees is stored electronically, in a secure doing this type of stuff, they would
centralized location. probably be looking elsewhere, at least a
When a decision requires an understanding of the company’s workforce, percentage.”4
self-service functionality in your HRMS can provide key decision-makers
with information about employees, performance, programs, benefits,
and workforce costs. You can access this information in real time and
generate a variety of reports on demand. Further, the HR department
can provide managers, supervisors, and executives with access to specific workforce
information, tailored for their business roles. Employees can also use self service. For example,
employees can access benefit plans, training announcements, company policies, payroll
history, and time-off balances—all without the need for time or resources from HR staff.
1 MIT Sloan Management Review & The Boston Consulting Group, “Sustainability: The ‘Embracers’ Seize Advantage,”
Winter 2011, p.5.a
2 Buck Consultants, a Xerox company, “Green Programs Save ‘Green,’ Buck Consultants Survey Reveals More U.S.
Employers Measuring Cost Savings Stemming From Environmental Efforts,” April 11, 2011.
3 Ibid.
4 MIT Sloan Management Review & The Boston Consulting Group, “Sustainability: The ‘Embracers’ Seize Advantage,”
Winter 2011, p.16. 2
5. Lower Costs and Increased Efficiency Sage HRMS
An HRMS can help your organization lower costs in several ways: reduced supply costs, improved
accuracy, and more efficient routing and approval of electronic forms and requests. Going paperless not
only eliminates the cost of the paper itself, but it also reduces the expense of printing, delivery, handling,
and storage of your documents.
Likewise, time and resources are saved because employees can directly interact with
the HRMS through self-service functionality, which reduces the cost associated with HR Can Be a Leader in
data entry. Employees take responsibility for entering some data, such as a time-off Green Initiatives
request, into the HRMS, which can be immediately reviewed and approved by
According to a survey
managers. Self service delivers the following benefits:
of companies by Buck
• It increases the accuracy of HR data by reducing the typographical data-entry
Consultants, in 47% of
errors common to a paper-bound system.
companies with green
• The increased accuracy means that less time is devoted to detecting and initiatives, the HR department
remedying mistakes.
owns the program.5
• Employees and their managers can complete routine requests and
administration without HR involvement, such as requests for time off,
changes to W-4 information, and updated contact information.
In summary, through the use of electronic, automated forms, the HRMS allows for more efficient routing
of employee requests and management approvals. These are just more examples of how the use of an
HRMS drives companywide efficiency for HR processes and will improve the level of service that HR can
offer to the company.
Green Dollars and Cents
In a recent pilot program in Wisconsin’s manufacturing industry, sustainability projects
generated an average ROI of 485%. A June 2011 report by the Profitable Sustainability
Initiative provided these details:6
Cost Savings: $26.9 million projected over five years
Increased/Retained Sales: $23.5 million projected over five years
Investment: $3.6 million across more than 87 projects
Total Economic Impact: $54 million projected over five years
Return on Investment: Across all projects, ROI averaged 485%. Transportation
sustainability projects achieved an ROI of 1,995%!
5 “Green Company Programs Increase in U.S.,” HR News, April 21, 2010. Accessed at SHRM.org.
6 Manufacturing Extension Partnership, “Wisconsin Profitable Sustainability Initiative First Report,” June 2011. 3
6. HR Functions Improved by Technology Sage HRMS
How many of your current HR processes can be completed without paper? All of them—if you
utilize the right technology. An HRMS is a centralized system that provides a single, reliable tool for
performing each function of a previously paper-based system with increased efficiency, cost savings,
and enhanced analytics. Your organization can strip the paper out of any of these HR functions:
• Online Applicant Tracking and Recruiting: HR managers can locate and recruit better qualified
candidates for open positions. Positions are posted online, and resumés and applications are
also received electronically. In that format, they can be searched and filtered for the
appropriate skill set. Resumés and applications can then be routed to management for further
review. Some systems can even help schedule candidate interviews and, if approved,
transmit the offer letter. If the candidate is employed by the company, the resumé
and application are then stored in the new electronic personnel file.
• Employee Administration: The employee self-service feature of the system, described above,
performs many routine HR functions while keeping sensitive employee data safe and secure.
The HR manager can determine how workforce data is distributed based on the security profile
of each user. With these security protocols in place, the system allows employees to initiate
requests for time off and training, review their payroll history, see what benefits they signed up
for, access company policies, and much more.
• Automated Form Delivery and Approval Alerts: In addition to monitoring HR activities, tools
exist to go beyond monitoring to help the approval workflow process. These tools auto-fill,
generate, and deliver forms based on specific business events and then help expedite them
through the approval process. For example, a new employee entered into the HRMS would
trigger the delivery of onboarding forms, a request for orientation training, a form to get the
employee into the payroll system, and so on. These forms would be automatically sent to the
correct people and alerts would ensure their quick routing through the entire approval process,
all without ever having to say, “Are you done with that?”
Ways to Go Green in HR
In 2010, Buck Consultants found that the companies they surveyed were embracing
paperless HR practices.
78% have internal green communication programs to reduce paper usage.
72% use online HR communications.
58% have internal communication programs that offer employees tips and
information on being environmentally friendly.
57% use online summary plan descriptions.
4
7. • Online Benefits Enrollment: Empowering employees to learn about benefits and make their Sage HRMS
selections online can significantly shorten the enrollment cycle. Online benefits enrollment
provides complete and timely information about benefits without the use of costly paper
packets. Employees can then input their information and selections and even update that
information in the event of future life changes. Benefit managers can quickly handle open
enrollment, through a simple review and approval of submissions, without the need for
time-consuming data reentry.
• Automated Benefits Carrier Connectivity: This technology gathers,
formats, and electronically transmits data about enrolled employees Greener Pay
to benefits providers. This automated system avoids the costly errors
typical of a paper-based system, including duplicate data entry, In 2009, Walmart transitioned to entirely
typographical errors, and “missed enrollments.” paperless payroll, using direct deposit
and payroll paycards only to deliver pay to
• Electronic Payroll: Integrating an automated payroll component into
an HRMS system empowers the company to pay employees over 1.4 million U.S. employees.7 Green
electronically. Direct deposits and payroll debit cards save the costs payroll practices can also contribute to the
associated with processing and issuing paper paychecks while bottom line at much smaller organizations.
providing employees with more convenient ways to receive their pay. According to HR Magazine, the
comptroller of the currency estimates that
employers save about $2 per paycheck
when they pay electronically. Employers
Conclusion
The concept of improving efficiency by using an HRMS to go paperless save another $8 to $10 for each check
is not new to HR professionals. What’s evolving is the increased corporate they do not have to cancel and reissue—
focus on sustainability and green initiatives. Recent studies suggest this approximately 4 million paper paychecks
issue will be a persistent component of future business plans. As are lost or stolen each year.8
companies respond to the demands of their customers, investors,
employees, and other stakeholders, green practices will become a
regular way of doing business.
For the HR department, using your technology to go paperless is a great way to support company
objectives and set a positive example for the rest of the organization. The benefits are clear: lower
costs, a better corporate image, and improved productivity in the HR department. Equally clear is the
feasibility of implementing an HRMS—going green is definitely within your reach.
7 Aliah D. Wright, “Wal-Mart Eliminates Paper Paychecks,” SHRM website.
8 Cathy S. Beyda, “A Greener Wage,” HR Magazine, Vol. 55, No. 3, March 2010. 5