A Human resource information system is also called Personnel Information system, and is concerned...
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HRIS A Human resource information system is also called Personnel Information system, and is concerned with activities related to previous, current and potential employees of the organization.
A Human resource information system is also called Personnel Information system, and is concerned with activities related to previous, current and potential
A Human resource information system is also called Personnel
Information system, and is concerned with activities related to
previous, current and potential employees of the organization.
Slide 2
HRIS-Contd.. A human resource information system is a
systematic procedure for collecting, storing, maintaining,
receiving, and validating data needed by an organization about its
human resources. The HRIS is usually a part of the organizations
larger management information system. The HRIS needed not be
complex or even computerized. But computerization has its own
advantage of providing more accurate and timely data for decision
making.
Slide 3
HRIS-Contd.. The areas of application of HRIS are many. Some of
them include training management, risk management turnover
analysis, succession planning, flexible-benefits administration,
compliance with government and legal requirements, attendance
reporting and analysis, HRP, Accident reporting and prevention,
strategy planning, and other related areas
Slide 4
HRIS-Support HRIS supports the strategic, tactical and
operational use of the human resource of an organization. It
supports areas such as: Recruitment, selection and hiring job
placement Performance appraisal Employee benefit analysis Training
and development Health, safety and security.
Slide 5
HRIS-Contd.. HRIS are also designed to support: Planning to
meet the personnel needs of the business. Development of employees
to their full potential Control of all personnel, policies and
programs.
Slide 6
CBIS-Support Originally Computer based information systems
supports: To produce paychecks and payroll reports Maintain
personnel records. Analyze the use of personnel in business
operations.
Slide 7
HRIS-Contd.. HRIS Supports the function of staffing at the
three levels: Strategic systems: HRP, Labor force tracking Tactical
systems: labor cost analysis and budgeting, turnover analysis.
Operational systems: Recruiting, workforce planning/scheduling
Slide 8
HRIS-Contd.. HRIS Supports the area of training and development
at all three levels: Strategic systems: Succession planning, P.A
planning. Tactical Systems: Training Effectiveness, Career
Matching. Operational systems: Skill Assessment, performance
evaluations.
Slide 9
HRIS Contd.. HRIS Supports the area of compensation
administration at all three levels: Strategic systems: contract
costing, salary forecasting Tactical systems: Compensation
effectiveness and equity analysis, benefit preference analysis.
Operational systems: payroll control, benefits administration.
Slide 10
HRM and HRIS HRM is considered as a total system that interacts
with other major systems in the organization such as marketing,
finance, manufacturing and the external environment. Forecasting
and planning the personnel needs of an organization, maintaining an
adequate and satisfactory work force, controlling the personnel
policies and programs of the company are major responsibilities of
HRM. HRIS are the IS, that supports human resource activities such
as recruitment, selection, hiring, job placement, P.A,
T&D.
Slide 11
Steps in implementing HRIS Inception of idea Feasibility study
Selecting a project team. Defining the requirements. Vendor
analysis Package contract negotiation. Training Tailoring the
system. Collecting the data.
Slide 12
Steps in implementing HRIS-Contd.. Testing the system Start up
Running in parallel Maintenance Evaluation
Slide 13
HRIS-Contd.. A properly designed and updated skills inventory
system permits management to readily identify employees with a
particular skills in order to satisfy the changing needs of the
company. The popularity of skills inventories has increased with
the proliferation of computers. Although traditionally most of the
desired information was available from individual personnel
files
Slide 14
HRIS-Contd.. Use of computers for collecting, storing,
maintaining, retrieving and validating HR data was popularly known
as HRIS. It is used for HR Forecasting/Demand Forecasting. Here the
forecasting used can be such as: Managerial judgment Ratio-trend
analysis Regression analysis Work study techniques Delphi technique
Flow models
Slide 15
HRIS-skill Inventories Skill inventories consolidate
information about non- managers in the organization. Because the
information from the skill inventories is used as input for
transfer and promotion decisions, they should contain information
about each employees current job.
Slide 16
HRIS-skill Inventories-Contd.. Seven broad categories of
information are included in each skill inventory. They are:
Personal Data: age, sex, marital status Skills- education, job
experience, training Special qualifications-membership in
professional bodies, special achievements. Salary and job history:
present, past salary, dates of pay rises, various job held. Company
data: benefit plan data, retirement information, seniority.
Capacity of individual- scores on psychological and other tests,
health information. Special preference of individual- geographic
location, type of job.
Slide 17
HRIS-skill Inventories-Contd.. Management Inventories: these
include data such as: Work history Strengths Weaknesses-
identification of specific training programmes needed to remove the
weaknesses. Career goals personal data Number and types of
employees supervised. Total budget managed
Slide 18
HRIS-skill Inventories-Contd.. Previous management duties.
Educational background Current job performance Field of
specialization Job preferences Geographic preferences Anticipated
retirement date Personal history including psychological
assessments.
Slide 19
HRIS- Payroll Data The payroll is one of the important
ingredient of the HRM. It is very essential sub-function of HR,
irrespective of the size of the organization. The payroll data
includes details such: Employee Number Employee Name Designation
Pay details Deductions and other details
Slide 20
E.g. of Pay slip of an employee ABC Company India Ltd N0 15, 30
th Cross, Banashankari-Bangalore-30 Pay Slip for the Month of March
2012 Name: Sri.Mohan Designation: Senior Manager Basic Pay: 12,000
Gross Salary: 34400 DA: 19000 Deductions HRA: 3000 PT: 200 CCA: 400
PF: 780 Personal Pay: 0 IT: 500 Special Allowance: 0 loans: 0 Total
Deductions: 1480 Net Salary: 32920 Signature
Slide 21
Uses of HRIS The uses of HRIS are in the following HR
Sub-functions: HR Planning and Analysis: Consisting of aspects Such
as: Organisation chart Staffing projections Skills inventories
Turnover analysis Absenteeism analysis Restructuring costing
Internal job matching Job Description Tracking
Slide 22
Uses of HRIS-Contd.. Equal employment: Consisting of aspects
such as: Alternative action plan Applicant tracking Workforce
utilization Availability analysis
Slide 23
Uses of HRIS-Contd.. Staffing: Consisting of aspects such as:
Recruiting Applicant tracking Selection Job offer Refusal
Analysis
Slide 24
Uses of HRIS HR Development: Consisting of aspects such as:
Employee training profiles. Training need assessment Succession
planning Career interest and experience
Slide 25
Uses of HRIS-Contd.. Compensation and Benefits: Consisting of
aspects such as: Pay structures Wage salary costing Flexible
benefit administration Vacation usage Benefit usage analysis
Slide 26
Uses of HRIS-Contd.. Health safety and security: Consisting of
aspects such as: Safety training Accident records Material data
record
Slide 27
Uses of HRIS-Contd.. Employee and labor relations: Consisting
of aspects such as: Union negotiation costing Auditing records
Attitude survey results Exit interview analysis Employee work
history
Slide 28
Uses of HRIS-Contd.. Strategic HR Initiatives: Strategies for
managing shortages: Recruit new permanent employees Offer
incentives to postpone retirement Rehire retirees part time Attempt
to reduce turnover Work current staff turnover Subcontract work to
another company. Hire temporary employees Redesign job processes so
that fewer employees are needed.
Slide 29
Uses of HRIS-Contd.. Strategic HR Initiative: Strategies for
Managing Surpluses: Hiring freezing Do not replace those who leave
Offer VR Schemes Reduce work hours Leave of absence Across the
board pay cuts Layoffs Reduced outsourced work Employee training
Switch to variable pay plan. Expand operations.
Slide 30
Other Uses of HRIS E-Recruitments E-selection E-performance
management E-learning E-compensation In all these above cases,
certain types of HRIS Systems, for instance can be programmed to
administer and/or score recruitments, selection assessment,
training etc.
Slide 31
IHRM The domestic and IHRM can be differentiated based upon the
following main differentiators: More HR Activities Need for a
broader perspective More involvement in employees personal lives.
Changes in emphasis as the workforce mix of expatriates and local
vary. Risk exposure More external force.
Slide 32
IHRM-Contd.. IHRM is the interplay among the 3 main dimensions
namely: HR Activities Types of employees Countries of
operations
Slide 33
More Human Resource Activities Each function of HR has a new
dimension in IHRM as shown below: Human Resource Planning:
Difficulty in implementing HR Procedure in host countries.
Difficulty in aligning strategic business planning to HR and
vice-versa. Providing developmental opportunities for international
managers. Employee hiring: Ability to mix with organization
culture. Ethnocentric, polycentric, or geocentric approach to
staffing. Selection of expatriate failure. Coping with expatriate
failure. Managing repatriation process. Training and Development:
Emphasis on cultural training. Language training Training in
manners and mannerism.
Slide 34
More Human Resource Activities- Contd.. Compensation: Devising
appropriate strategy to compensate expatriates. Minimizing
discrepancies in pay between parent, host and third country
nationals. Issues relating to reentry of expatriates into home
country. Performance management: Constraints while operating in
host countries need to be considered. Physical distance, time
differences and cost of reporting system add to the complexity.
Identification of raters to evaluate subsidiary performance.
Industrial Relations: Who should handle industrial relations
problems in a subsidiary. What should be the attitude of parent
company towards union in a subsidiary. What should be union tactics
in subsidiaries.
Slide 35
HR Activities- Contd.. Need for broader perspectives : HRM in
the Asia-Pacific region is as follows: Gender based pay Overtime
Promotions Changes in emphasis Risk exposure External
Influence.
Slide 36
Growing interest in IHRM The following reasons have contributed
to the growing interest in IHRM. Globalization of business. The
effective management of HR. Underperformance or failure in overseas
assignment is costly. The implementation of International
strategies by setting up of subsidiaries. Development of network of
personal relationships. Implementation and control of strategies in
international business.
Slide 37
Managing IHRM Activities Human Resource Planning Recruitment
and selection Training and development Performance management
Remuneration Repatriation Employee relations Multicultural
management.
Slide 38
Managing IHRM Activities-Contd.. The key issues in
International HRP are as follows: Identifying top-management
potential early. Identifying critical success factors Providing
developmental activities. Tracking and maintaining commitment to
individuals in International career paths. Trying strategic
business planning to HRP and vice-versa. Dealing with multiple
business units.
Slide 39
Managing IHRM Activities-Contd.. Recruitment and selection:
Ethnocentric approach: key management positions are held by parent
country nation. Polycentric approach: it requires host country
nationals to be hired to manage subsidiaries, while the parent
country nationals occupy key positions at corporate headquarters.
The geocentric approach: seeks the best people for key jobs
throughout the organization regardless of nationality.
Slide 40
Managing IHRM Activities-Contd. Training and Development:
Cross-cultural training Language training Practical training
Management development and strategy.
Slide 41
Managing IHRM Activities-Contd.. Expatriate : The parent
country and the host country nations extensively rely on use of
expatriate employees working outside their home country with a
planned return to that or a third country. Expatriate play a major
role in the international businesses. MNCs take a great care in
their selection process. It involves the process of determining the
need for an expatriate assignment, identifying, selection, training
etc..
Slide 42
Managing HR-Activities-Contd.. Steps in expatriate performance
management: Linkage to organizational strategy Setting individual
performance goals. Identifying variables impacting performance.
Appraising the performance. Providing regular feedback on progress
towards the goals. Providing opportunities for improvements.
Linkage results with rewards.
Slide 43
Managing HR-Activities-Contd.. Paying the Expat depends on the
following factors/ International compensation strategy: MNC
Internal environment: Goal orientation Capacity to pay Competitive
strategy Organizational culture Internal workforce composition
Labour relations Subsidiary role MNC External environment: Parent
nationality Labour market characteristics Local culture Home and
host country government roles Industry type Competitors
strategies
Slide 44
Managing HR Activities-Contd.. Objectives of paying
expatriates: Attract employees who are qualified and interested in
international Facilitate the movement of expatriates from one
subsidiary to another, from the home country to subsidiaries, and
from subsidiaries back to home country. Provide consistent and
reasonable relationship between the pay levels of employees at the
headquarters, domestic affiliates, and foreign subsidiaries. Be
cost effective by reducing unnecessary expenses.
Slide 45
Managing HR Activities-Contd.. The expat remuneration package
generally comprises of: Salary Benefits Allowances Incentives and
taxes
Slide 46
Managing HR Activities-Contd.. Repatriation: The activity of
bringing the expatriate back to the home country. It has been the
knowledge of practitioners and academics that re-entry into home
country presents new challenges as repatriates copes up with what
has been termed re- entry shock or reverse culture shock.
Managing HR Activities-Contd.. Key Issues in International
labour Relations: Who should handle labour relations: whether the
headquarters, or the subsidiary plant in the concerned country
However the involvement of the MNC Headquarters in host country
labour relations is influenced by several factors: Firstly the
labour relations function is centralized and is coordinated by
headquarters when there is high degree of inter subsidiary
production integration. Nationality of the ownership of the
subsidiary. What should be the union tactics.
Slide 49
Managing HR Activities- Contd.. Multiculturalism: Means that
people from many cultures interact regularly. Global firms are the
repositories of multiculturalism. Multiculturalism management
offers the following benefits: Greater creativity and innovation.
Awareness about the need to maintain sensitivity in dealing with
foreign customers. Possibilities of hiring the best talent.
Creating a super organizational culture. Evolving universally
acceptable HR Policies and practices.
Slide 50
Managing HR Activities The HR Manger needs cross cultural
competence to manage multiculturalism. Specifically the HR Manager
needs to: Possess strong personal identity. Have knowledge of
beliefs and values of different cultures. Display sensitivity to
the affective processes of culture. Communicate clearly in the
language of given cultural group. Cultivate cosmopolitan outlook
and attitudes.
Slide 51
Managing HR Activities Hoafstedes cultural Dimensions: There
are 4 dimensions: Power Distance Uncertainty avoidance
Individualism Masculinity
Slide 52
Cross Culture- Cross culture seeks to foster appreciation for
the host countrys culture. The belief is that understanding the
host countrys culture will help the manager emphasize with the
culture, which will enhance his or her effectiveness in interacting
with host-country citizens. Cross culture should also emphasize in
the host countrys culture history, politics, economy, religion and
social and business practices.
Slide 53
Cross Culture- Contd.. One of the major areas of Cross Culture
is cross culture training i.e. CCT. Many managers are giving more
emphasis to this area. More managers are required to travel around
the globe frequently on business deals. During the late 90s Japan
spent $17 million in business etiquette training. In India firms
which have recognized the importance of CCT are Mafatlal, O.P
Jindal Group, Reckitt and Coleman India and Ranbaxy.
Slide 54
Cross Culture Training- Contd.. Merits of CCT Increases chances
of success in global assignment. Provides a comprehensive global
perspective for managers. Instills a sense of confidence into
people. Foreign employees can be managed better. Reduces cultural
shock.
Slide 55
Cross Culture Training- Contd.. Demerits of CCT Develops a
false sense of confidence among expatriates. May not remove
cultural biases and prejudices. May not make visible difference on
the business volumes. May not be taken seriously by the recipients.
Can never fully prepare an assignee to face real problems.
Slide 56
Cross culture-Contd.. Management Development and Strategy: MNCs
use Management Development strategic tool. This is particularly
true with firms pursuing a multinational strategy which is a Common
feature among firms these days. Such firms need strong unification
of corporate cross culture and informal management networks to
assists in co-ordination and control. In addition MNCs need to be
able to detect pressure to conduct business in a locally-responsive
manner. This obviously demands knowledge about the countrys cross
culture.
Slide 57
Cross culture- Contd.. Management development strategies and
programmes help to build cross culture by encouraging new managers
to socialize and imbibe the values and norms of the firms. In-house
training programmes and intense interaction during off-site
training can foster esprit-de-crops, shared experiences, informal
networks perhaps, a company language of jargons as well as
competencies. These often includes songs, picnics, and sporting
events that promote feelings of togetherness.
Slide 58
Cross culture-Contd.. Ways of forming cross culture: There are
6 ways of forming cross culture: Culture formation around critical
incidents. Identification with the leaders. Property rights.
Organization structure. Organizational ethics. Employee
characterstics.
Slide 59
Cross Culture- contd.. Ways of sustaining culture Selecting and
socializing employees. Action of leaders and founders.
Transformational leaders. Culturally consistent rewards system
Managing cultural networks. Maintaining stable workforce. Credos:
Having Corporate Credos and enforcing it across all employees.
Slide 60
Cross culture-Contd.. The Credo of Johnson and Johnson reads
thus: Our credo which is the guiding star for conducting business
makes J&J a unique and great place to work. We all passionately
live the credo in our day-to-day life. We not talk about our credo,
but we walk the talk. Even at the cost of the business, the right
thing is given importance. The best thing about the organization is
its credo and people are taught to live the credo and after certain
period the credo starts to run in your blood.
Slide 61
Cross Culture- Contd.. The Bangalore Based Software firm Mind
Tree has unique credo of its own Typically named CLASS Caring
Learning Achieving Sharing Social responsibility Every new hire is
initiated into CLASS at the time of his/her joining Mind Tree. All
the employees are alligned to CLASS. The company has also come out
with a booklet, On Integrity that contains behaviours not in line
with the culture. The credo of mindtree is being followed across
the globe. Whether J&J, or Mind Tree or any other company,
credos help sustain culture for decades to come.
Slide 62
Cross Culture- Contd.. Global Differences and similarities in
HR Practices: Personnel selection Procedures. The purpose of the
performance appraisal. Training and development practices. The use
of pay incentives.
Slide 63
Diversity Management The components of diversity are: Race Sex
Culture National Origins Age Religion These factors comprise of the
Demographics.
Slide 64
Diversity- Contd.. Managing Diversity: Managing Diversity means
maximizing diversity potential advantages, while minimizing the
barriers. There are certain activities which include the heart of
diversity, which are as follows: Provide strong leadership Assess
the situation Provide diversity training and education. Change
culture and management systems. Evaluate the diversity management
programmes.
Slide 65
Managing Diversity-Contd.. Employees of organization are
becoming more heterogeneous. In creating diversity management
programs the initiative should be taken by the company or the
employer. For example training immigrants in their native language
can facilitate learning as well compliance with matters such as
safety rules, harassment policies and thereby facilitate entry into
workforce.
Slide 66
Managing Diversity- Contd.. As days go by the diversity is
going to be an important issue for the HR Manager for the following
reasons: The number of young workers in the workforce is
increasing. More women are joining workforce. The proportion of
ethnic minorities in the total workforce is increasing. Workforce
mobility is increasing. International careers and expatriates are
becoming common. International experience is becoming a
pre-requisite for career progression to many top level
positions.
Slide 67
E.g. of Diversity How far ur class contains diversity. How many
of you are boys and girls. Which places you come firm. What
languages do you speak What has been your experience while
interacting with a boy or a girl who hails from some other place
and speaks different language.
Slide 68
Diversity Management- Contd.. Diversity if managed effectively
offers several competitive advantages to the firms such as:
Increase in organizations productivity Problem solving ability
Increase in creativity Manage more diverse workforce effectively.
More flexibility in their policies. Development of skills.
Slide 69
Diversity Management- Contd.. How to manage diversity
effectively? Following are some of the guidelines: Top management
commitment to value diversity. Organize diversity training
programmes that provide diversity awareness. Have a support group
set up by employer to provide nurturing climate for employees.
Accommodate female employee needs such as child care, job sharing
etc. Create mentoring programmes. Have apprenticeship programmes.
Institute diversity audit to review the effectiveness of diversity
programmes. Having proper communication. How Gender bias needs to
be given up.
Slide 70
Diversity Management- Contd.. Example of Firms following
Diversity Management by becoming more cosmopolitan: HUL ICICI IBM
WIPRO INFOSYS
Slide 71
Work Life Integration Balancing work life assumes relevance
when both the husband and wife are employed. Work life
integration/balance is a major challenge for the HR Managers. It
has enabled many firms to be successful because of work life
integration. It is a personal problem rather than a organizational
issue.
Slide 72
work life Integration- Contd.. Programmes aimed at work-life
balance integration includes: Childcare at near the work place. Job
sharing Care for sick children and employees. Onsite summer camps.
Training supervisors to respond to work and family needs of
employees. Flexible work scheduling Sick leave policies.