Different stages of e-HR
The usual scenario though, is not one where the HR department makes the quantum leap from traditional HR functionality to becoming the 慸riving force behind corporate interactivity and knowledge management? Rather, the HR department is far more likely to have evolved its e-solutions over a period of growth stages, such as: 2 P$ w- T1 o! K# A4 Z
Information publishing
" W5 N/ b# A; W7 Q7 `5 s! |Database enquiry 3 h6 m E @! x. P5 w8 L% D
Simple HR transactions
/ H0 ]& G- F5 i+ K4 H$ xComplex HR transactions
0 Z+ r0 c, v. X! T! x: Y6 OHR workflow via the web * H& ?" K; N" M( _
Information publishing reflects the first evolutionary stage of the e-HR revolution. At this stage, applications provide one-way communication of general company information to employees. Typical applications in this category include:3 R" ^) c; X. A, t! P
2 J& _9 F! ~/ v0 L3 b. L u/ E0 f
policies and procedures, % I5 Q8 N9 s$ B
explanations of benefits, * o: m; }& _% K9 K- k
company histories, 8 G! |& S3 E1 s9 p
executive who抯-who listings,
- H$ n O! o- \. q1 w0 N5 ?directories of services, and
# |! |/ v! S+ V) ? ]7 M( \& _ tnotices of current events. ; F* c5 k3 @ q! x3 H4 w
?/FONT>Database enquiry applications provide one-way communication to employees, who can access a back-end database that provides employee-specific data in response to user inquiries. Examples include: / [) S/ V0 P$ b" _. |7 s7 Q
inquiries about paid-time-off accruals and balances,
" f) A4 Z1 j r/ `3 P/ ycurrent benefit coverages,
3 \' W/ U4 b, i4 h& ?/ G( _( J" qpersonal demographic data, U* Z( @" S% T& Q2 t" e* |- e' p
work schedules, : w4 u1 w$ f7 h7 [
retirement plan balances, and
" K9 C! N; d! h* celectronic pay stubs
}$ [; e7 T8 b* j; ^9 l: r' NSimple HR transactions - applications replace paperwork with transactions using electronic input. They combine the inquiry functions of Database enquiry with employee updates of personal information on HR databases. Such applications include: 3 E$ X5 i' E. L4 l( Z
update of personal information,
8 D; X" G0 n( W0 _dependent and beneficiary designations, 0 b s( A# d% e5 b
direct deposit setup
3 H8 y% Y5 }7 Z; b4 _Complex HR Transactions - applications involve: 1 L* o4 D4 U! _( H% K/ O
application branching based on user input or employee file data, & [3 l& o/ r3 d9 W; S3 _! c3 q
calculations or other internal processing of data, and
1 L( z9 \8 I1 }! t" M; Vmultiple-output transactions
, t, p2 }) X2 T( x! Z( y7 W! mFully-fledged HR Workflow applications walk users through all of the steps necessary to complete whole processes rather than just discrete transactions:
4 c, O* L k) t; RGives employees and managers a way to administer their own HR data and processes without paperwork or administrative support
A5 b# A8 h$ A8 ]a mix of capabilities including information publishing, HR transaction processing and extranet access
9 |$ g! N) O, W' z, |, Q9 xESS (Employee Self-Service) applications 2 c9 @8 M, t4 E2 }
e-HR applications in action
$ l+ f! y# V( Q) F" k" l: b" dSo what are the key HR deliverables that are migrating towards interactive real-time delivery? Some of the answers might surprise you:# |" }: z- M- t+ b& c! R
e-Recruiting & Selection( l9 D4 k5 ^' n- k Z: W
e-Induction
: H6 {$ b& b% p4 O( R7 \1 Y/ n0 Je-Learning, Development and Assessment
9 g% R0 v; U" z% ~# o$ me-Performance Management Systems7 h2 P$ J4 o( k" W
e-Payroll" z/ `8 u& Z$ r+ G0 `3 o
e-Comp and Benefits Administration- B V" ~4 {: T& F
e-Job & Competency Profiling- e7 N5 R2 o5 a' O2 G
e-Career Coaching
1 B8 p) a+ m9 A- S% Ye-Career Path Planning
$ q* G; j; [9 S5 ie-HRIS
( u( R) T' o$ c' L" X+ M4 I+ c, q" A0 R$ _7 Y% K- v2 c
This is by no means an exhaustive list ? organisations who have embraced the e-initiative have continued to expand their horizons towards loftier goals, such as integrated e-HR systems, transacted via personal portals within the broader context of ESS. And it won抰 stop there. As the old saying goes, change is the only constant, and the imperative for HR is to proactively identify and develop solutions for present and future business needs, without sacrificing the fundamentals of good HR professionalism.?/FONT>, [2 m h* r8 L3 J: V
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How will you know what you need?
8 K* j+ N9 W3 j- hHere抯 some key questions to ask of your company and of the HR function:( Q% t8 K9 G7 U& B7 n
Excerpt from "Measuring Up: HR Keeps Score", Society of Human Resources Magazine, January 200
