Category Archives: e-HR

Drive HR and worker efficiency with portals

Many companies are deploying human resources portals to evolve human resources into e-HR and to improve the overall productivity of the organization.

A portal is a personalized view of information presented in a Web browser. The volumes of human resources forms, data, applications and processes can present a great opportunity for centralized viewing in a portal. These HR-focused portals are quite often the cornerstone and starting point for organization-wide portal implementations that provide comprehensive productivity gains to all lines of business.

 Portals can help human resources control which information is presented to each individual employee and when it is displayed. By providing role-based viewing of human resources information, a worker sees information according to his or her role, preferences and profile. An individual’s profile can vary based on job function or title, department, income or years of employment and security level. The amount and type of information needed—much of which requires security—varies significantly according to the values and data in the employee’s profile. In addition, a single portal sign-on can provide an employee with access to multiple applications and data sources.

 Portals also can improve efficiency by helping to reduce errors. Portals can validate the data employees input to benefit forms, verifying that numeric values are correctly entered and that the entered number falls within a valid range. Fields requiring names can be checked for text inputs, and benefit forms can even be pre-populated with names, addresses and values from the employee’s records.

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MIGRATING TO E-HR

Organizations in Pakistan are seeking e-HR solutions that can help automate tasks and streamline workflow, and improve the efficiency of the workforce by providing self-service tools, training and information. By automating processes, HR can better align itself with the business objectives of the enterprise and focus on higher value business services and employee needs, such as training and development.

 With a single point of access to people, processes and applications, organizations can deliver self-service support to employees, automate processes and manage the complexity of administering benefits, and focus on developing and delivering new productivity-enhancing services to increase the overall efficiency and productivity of the business

 Because a business is only as good as its workforce, organizations are seeking ways to retain and improve their workforce by providing high-value services, such as self-service capabilities, training and education— but at a low cost to the enterprise. To help further reduce costs, they also recognize the need to automate many manual, paper-based processes and transactions, such as tax, payroll and benefits. Currently, many organizations administer a multitude of programs and tasks that require employees to input reams of data—a process that is not only prone to error and time-consuming for employees, but prevents human resources from focusing on higher value business activities such as training and recruiting.

Delivering services and tools to employees

 Providing self-service and self-support capabilities to employees, such as access to benefits information, and expense and travel systems, can free HR from handling time-consuming, low-business-value information requests.

Instead, HR can focus on supporting the evolving needs of the enterprise and more business-critical activities, such as training and recruiting, while reducing costs and increasing efficiency.

 Streamlining processes and workflow

Businesses everywhere are investing in automation to streamline costly manual human resources processes—with mixed results. Well-designed solutions that take usability into consideration and integrate legacy data to

accomplish specific tasks can produce measurable savings. Poorly conceived islands of automation may only compound the problem and poison the waters for automated human resources solutions. The best human

Resources productivity solutions go a step beyond increasing productivity for both the human resources department and all employees. They arm the organization with new benchmarks and measures of competitiveness

Aligning with business objectives

 Businesses are asking their human resources departments to provide more bottom-line impact as they seek new efficiencies and competitive advantages.Competition increasingly hinges on knowledge, and human resources

Organizations are being asked to deliver highly specialized training and information to equip employees to better compete in the global marketplace. Complying with regulatory mandates requires human resources to administer new types of training and document awareness programs. Increased focus on recruiting, performance and retention can help build a more agile corporate culture that increases employee productivity and profitability

REDESIGNING THE HR FUNCTION IN PAKISTAN THROUGH e-HR

e-HR is defined as:

the application of conventional, web, and voice technologies to improve HR administration, transactions and process performance.

It is linked to the broader concept of B2E that embraces a wider range of applications than simply HR ones. Technology has only recently developed in a way that enables eHR to make its mark, especially the introduction of corporate intranets and web-enabled HRIS. The nature of the development path, however, varies considerably from organisation to organisation. There is a direction of travel from static information provision to dynamic interactive functions. There is also typically a move from single project-based initiatives (on recruitment, for example) through web-enabled self-service models, to advanced B2E solutions that seek to influence employee relationship management.

Organisations in Pakistan are  adopting  e-HR for reasons that include:

  • the aim of HR service improvement, making it more strategic and business focused. This may be facilitated by e-developments.
  • the objective of cost cutting and aiding operational efficiency
  • the desire of the HR function to change the nature of its relationship with employees and line managers
  • the transformation of HR into a customer-focused and responsive function
  • the offer of services that fits the new world of work and is attractive to current and future staff
  • the ability to produce comprehensive and consistent management information.

Before embarking on eHR, organisations should review and optimise their business processes. This may be a case of major process redesign, or a more tactical exercise tackling areas of concern. Following a process review, a common next step is to introduce a form of self service. This is likely to involve employee self service, where staff can access their personal record and update it or add new information. Manager self service is usually a logical development, allowing the sign-off of various decisions or proposals. Organisations can then avail themselves of a wide range of other applications:

  • e-recruitment
  • e-learning
  • e-performance management
  • e-reward.

In considering eHR, organisations have a number of design decisions to make:

  • What proportion of services will be delivered through employee and manager self service?
  • What are the best means of delivery — voice, web or call centre technologies, for what circumstances?
  • How do the above delivery mechanisms link up with generalist HR ‘business-partners’, specialist advisers, centres of excellence etc.?
  • Where do you locate call and service centre(s)? How important is co-location, or can you support a dispersed delivery of services?
  • Which services will be delivered via a shared service centre? What kind of shared service — separate entity, internal cost or profit centre, outsourced?

Redesigning the HR function will impact on the roles and skills of HR staff. There will be many areas of upskilling as the move away from transactional work gathers pace. This will stretch the capability of staff, not just in terms of technological facility but also in customer and relationship skills.

A number of challenges face those moving to eHR.

  • There is an imperative to align any investment in eHR with the strategy of the business.
  • The design of eHR should take account of the needs of a varied workforce, their access to, and familiarity with, technology.
  • It is desirable to customise your eHR offering wherever possible (within reasonable costs). This could be by location or activity
  • Resistance to change is likely, especially within the HR function. Users are also likely to be uncertain, unless their requirements are acknowledged at an early stage.
  • Information overload — managers and employees may get weighed down by the volume of communication in a way that they may perceive as more intrusive than in the past.
  • Will eHR actually improve organisational performance, and what is the best way to measure this?

 

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