Category Archives: Human Resources Management
Human resource management (HRM, or simply HR) is the management of an organization’s workforce, or human resources. You will find anything related with a Human Resource Management System (HRMS) or Human Resource Information System (HRIS), refers to the systems and processes at the intersection between human resource management (HRM) and information technology.
When you have dealt with an angry customer, you may have asked yourself, “what does this person want from me?”. It is an important question with a number of answers. Knowing the answers will help you calm down an angry person and reduce hostile behavior directed at you. Learn what angry customers need and want. Customers want what they want. When we can’t give them what they ask for, there are some psychological needs that you can address. Fulfill these needs and you will reduce hostile behavior.
Dealing with abusive or difficult customers involves using a number of techniques, many of which are small, and easy to use. What you want to do is send a message that you are working with the customer, and not working against the customer. When the customer sees you as being on the same side, the customer is less likely to be aggressive or obnoxious, and tends to be more cooperative. You may find that replacing the words “you” and “I” with WE can give the impression you are on the same side as the client.
Here are the basic six-step process that can help you through trying times with difficult customers. The six steps are as follows:
1. Let the customer vent.
2. Avoid getting trapped in a negative filter.
3. Express empathy to the customer.
4. Begin active problem solving.
5. Mutually agree on the solution.
6. Follow up.
Letting the customer vent
When your customers are upset, they want two things: They want to express their feelings, and they want their problem solved. Some service providers view the customers’ venting as a waste of time because they want to move on and solve the problem. However, trying to resolve the situation without first listening to the customers’ feelings never works. Only after your customers have vented can they begin to hear what you have to say.
Nothing heats up customers with a problem faster than being told to calm down while they are venting. The best plan is to stay quiet and not make matters worse by interrupting the customer. Let the customers know that you are listening to them by doing these three things while they vent away:
- Nod your head frequently.
- Say uh-huh from time to time.
- Maintain eye contact.
Even though the customer’s anger may appear to be directed at you, remember that you are simply the person they are venting to and don’t take it personally.
Evading negative filters
The friction between you and a difficult customer is often worsened by how you interpret his or her behaviors. Take a moment and think of some of the names that you call your difficult customers — not to their face, but privately, under your breath. You may even want to jot a few of your favorites down in disappearing ink.
As soon as you pin one of these labels on a customer, it becomes a negative filter that dramatically changes how you see, speak, and listen to the other person. If left unchecked, negative filters can get out of control and spread like wildfire, creating a situation where positive communication with a customer is extremely difficult, if not impossible.
Inevitably, you’ll have negative filters about some of your customers, some of the time. The idea is to avoid getting stuck in these negative filters by switching to a service filter. You do so by asking yourself the question: “What does this customer need and how can I provide it?”
This question provides you with an alternative filter because as soon as you ask it, your focus changes. By changing where you aim your attention, you illuminate the issues that need to be addressed — rather than your personal feelings about the customer’s behavior.
If you give customers a chance to vent, they will eventually run out of steam; then you can begin to participate more actively in the conversation. Giving a brief and sincere expression of empathy works wonders to calm a difficult customer. By letting customers know that you understand why they are upset, you build a bridge of rapport between you and them.
Empathy is not sympathy. Sympathy is when you over-identify with the other person’s situation.
Empathic phrases are a simple and easy way of conveying that you understand your customer’s situation. The types of phrases that best express empathy to a customer include the following:
- I can see why you feel that way.
- I see what you mean.
- That must be very upsetting.
- I understand how frustrating this must be.
- I’m sorry about this.
Some service providers feel uncomfortable apologizing to the customer because they see it as an admission of guilt. Saying “I’m sorry” to a customer does not imply that you or your company did anything wrong; it simply conveys that you are genuinely sorry that the customer has had a bad experience. By using a genuinely warm and caring tone, you enhance the meaning and effectiveness of empathic phrases.
Actively problem solving
Begin active problem solving by asking questions that help clarify the cause of the customer’s problem. As you ask the customer questions, be sure to listen to everything she says and don’t jump to conclusions.
Mutually agreeing on the solution
After you gather all the facts, you need to work with your customer to come up with an acceptable resolution. If you haven’t already discovered what will make him happy, ask. You may, at this point, find it necessary to take a brief time-out from the customer so that you can do the behind-the-scenes work necessary to solve the problem. In this case, be sure that the customer knows exactly why you are asking him to wait and how long it will take for you to get back to him. Finally, when you both agree on how to resolve the problem, explain the steps that you will take to implement the solution.
Don’t promise what you can’t deliver. Be honest and realistic when telling the customer what you will do.
You can score big points on the service scoreboard by following up with your customers — by phone, e-mail, or letter — to check that the solution worked. If you contact the customer and find out that he or she is not satisfied with the solution, continue to look for another, more workable solution.
Effective follow-up also includes fixing the procedures that are causing the problem to begin with. By spending time solving internal service delivery problems, you prevent them from occurring in the future.
Perhaps most important is that don’t lose your self control. If you lose your self control you also lose control over the situation, and in the worst case scenario, the situation can escalate into verbal threats, or even personal violence. Physical violence from customers occurs when things get out of control, and the best way to protect yourself is not to lose control of your self.
Sources: Many References on internet..
The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.
Kaplan and Norton describe the innovation of the balanced scorecard as follows:
The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an adequate story for industrial age companies for which investments in long-term capabilities and customer relationships were not critical for success. These financial measures are inadequate, however, for guiding and evaluating the journey that information age companies must make to create future value through investment in customers, suppliers, employees, processes, technology, and innovation.
The balanced scorecard suggests that we view the organization from four perspectives, and to develop metrics, collect data and analyze it relative to each of these perspectives:
- The Learning & Growth Perspective
- The Business Process Perspective
- The Financial Perspective
- The Customer Perspective
- Does the strategy deliver the required financial result?
- What will we use to measure success – profitability, return on capital employed, economic profit, growth..
- What do the owners expect?
- What outcomes will the strategy give to our customers? We can measure new customers obtained, existing ones retained, customer satisfaction. Without customers there is no business. What will the strategy deliver for them?
- The internal processes of the organisation are often critical to the success of a strategy. The organization should do these well, improve them, work on them. Whereas the financial and customer perspective are outcomes, the process perspective is a driver. What happens here determines the outcomes achieved.
- What new processes must be done to achieve the outcomes desired?
Innovation perspective (or learning and growth / renewal and development)
- What skills do you need that you haven’t got, or that need improvement, to achieve your long-term goals. This perspective requires thinking of people skills, and system capabilities like what other systems do you need to achieve your strategies?
- What must the organization do to ensure its long-term success? What can it do to sustain the processes so that financial outcomes continue to be achieved in the future?
Examples of Financial objectives for a Balanced scorecard:
- Ensure the project is Economic Value Added positive
- Identify cost drivers
- Achieve cost savings of…
- Increase stock turnover from 4 to 6
- Minimise re-work to reduce costs by…
- All new customers must be Economic Value Added positive
Examples of Customer objectives for a Balanced scorecard :
- Increase the number of high quality customers over the next 12 months
- Add value to existing clients
- Deliver right the first time
- Deliver on time at the customers’ designated location
- Be the supplier the client considers first
- Be the preferred organisation for delivering customer support
- Identify alliance opportunities, joint ventures
- Identify existing markets at risk
Examples of Process objectives for a Balanced scorecard :
- Improve availability of raw materials
- Reduce turnaround time
- Deliveries on time
- Minimize the number of rework and reject products
- Product is ready when required
- Customize products to customers requirements
- Maintain software at latest revision level
- Review of departments IT needs
- Improve system availability
- Appoint a new sales consultant
- Implement staff training program to improve the production process
- Make staff aware of the importance of customers
Examples of Innovation objectives (learning and growth):
- Collect information on acquisition opportunities
- Identify new product opportunities
- Identify new technology advantages to our process
- Find suitable production planning software
- Obtain benchmarking data for the industry
- Develop a new technique
- Find and implement new technology to reduce expenses
- Maintain skill level of IT staff
- Provide a caring and supportive work environment for employees
- Develop and assess the implementation of an executive health program
- Develop a market intelligence system
- Document the vision, mission and strategic plan and communicate with staff and stakeholders
- Re-engineer processes
- Training on the effective use of Activity Based Costing for all managers
- Analyse customer database to find opportunities
- Identify and evaluate existing research
Balanced Scorecard Benefits:
- Better Strategic Planning – The Balanced Scorecard provides a powerful framework for building and communicating strategy. The business model is visualised in a Strategy Map which forces managers to think about cause-and-effect relationships. The process of creating a Strategy Map ensures that consensus is reached over a set of interrelated strategic objectives. It means that performance outcomes as well as key enablers or drivers of future performance (such as the intangibles) are identified to create a complete picture of the strategy.
- Improved Strategy Communication & Execution – The fact that the strategy with all its interrelated objectives is mapped on one piece of paper allows companies to easily communicate strategy internally and externally. We have known for a long time that a picture is worth a thousand words. This ‘plan on a page’ facilities the understanding of the strategy and helps to engage staff and external stakeholders in the delivery and review of strategy. In the end it is impossible to execute a strategy that is not understood by everybody.
- Better Management Information – The Balanced Scorecard approach forces organisations to design key performance indicators for their various strategic objectives. This ensures that companies are measuring what actually matters. Research shows that companies with a BSC approach tend to report higher quality management information and gain increasing benefits from the way this information is used to guide management and decision making.
- Improved Performance Reporting – companies using a Balanced Scorecard approach tend to produce better performance reports than organisations without such a structured approach to performance management. Increasing needs and requirements for transparency can be met if companies create meaningful management reports and dashboards to communicate performance both internally and externally.
- Better Strategic Alignment – organisations with a Balanced Scorecard are able to better align their organisation with the strategic objectives. In order to execute a plan well, organisations need to ensure that all business and support units are working towards the same goals. Cascading the Balanced Scorecard into those units will help to achieve that and link strategy to operations.
- Better Organisational Alignment – well implemented Balanced Scorecards also help to align organisational processes such as budgeting, risk management and analytics with the strategic priorities. This will help to create a truly strategy focused organisation.
The balanced scorecard is not a piece of software. Unfortunately, many people believe that implementing software amounts to implementing a balanced scorecard. Once a scorecard has been developed and implemented, however, performance management software can be used to get the right performance information to the right people at the right time.
source: balancedscorecard.org and other sites
First of all, i have to apologize for the following article was written in Bahasa Indonesia, because most of the procedure is applied to the private sectors in Indonesia.
Kegiatan Keuangan Pada Akhir Bulan
Gaji para karyawan yang ada disetiap perusahaan, pada umumnya akan dibagikan pada setiap akhir bulan. Dengan demikian, kesibukan ataupun kegiatan yang dilakukan oleh bagian bagian keuangan pada saat itu adalah sebagai berikut :
1. Mengumpulkan Formulir Lembur dan Hutang.
Data lembur dari setiap karyawan yang tertulis pada formulir lembur, pada setiap akhir bulan akan dikumpulkan guna diperhitungkan dengan pembayaran yang harus dibayarkan oleh pihak perusahaan. Disamping itu, formulir yang ada sangkut pautnya dengan hutang-piutang karyawan juga dikumpulkan guna diperhitungkan secara bersama-sama.
2. Menghitung Rupiah Lembur Masing-masing Karyawan.
Berdasar data yang tertulis didalam formulir lembur, bagian keuangan kemudian menghitung nilai rupiah yang harus dibayarkan kepada karyawan pada bulan yang bersangkutan. Dikarenakan standart lembur untuk masing-masing karyawan tidaklah sama, maka bagian keuangan perlu mencari keterangan lain yang dalam hal ini akan diambil dari kartu induk karyawan. Seperti diketahui, pada Kartu Induk Karyawan terdapat keterangan mengenai berapa besar gaji pokok karyawan yang bersangkutan dan berapa besar rupiah yang harus dibayarkan untuk 1 (satu) jam lemburnya.
3. Menghitung Hutang-piutang Karyawan.
Hutang bulan lalu ditambah dengan hutang bulan ini yang kemungkinan bisa timbul dengan adanya formulir pengeluaran uang dalam bentuk Kasbon, akan menghasilkan hutang baru. Hutang baru ini kemudian dikurangi dengan jumlah pelbagai kewajiban yang harus dibayar, pada akhirnya akan menghasilkan sisa hutang
4. Membuat Rekapitulasi Gaji
Hasil perhitungan lembur dan potongan dari setiap karyawan yang dipadukan dengan gaji pokok, pada akhirnya akan menghasilkan gaji bersih yang akan diterima pada bulan yang bersangkutan. Hasil perhitungan semacam ini kemudian ditulis diatas selembar kertas, dan diulangi lagi sehingga seluruh gaji bersih untuk setiap karyawan bisa dilaporkan diatas selembar kertas.
5. Membuat Slip Gaji Untuk Masing-masing Karyawan.
Setelah rekapitulasi gaji bisa dihasilkan, maka langkah berikutnya adalah membuat slip-gaji untuk masing-masing karyawan. Slip gaji ini dibuat rangkap 2 (dua), dimana satu lembar akan diserahkan kepada karyawan bersama-sama dengan uang yang mereka terima, dan satu lembar berikutnya akan disimpan oleh bagian penggajian sebagai arsip keuangan.
6. Mengambil Uang Dari Bank
Berdasar data keuangan yang muncul dan tertera pada rekapitulasi gaji karyawan, pihak direksi kemudian membuka Cek dari Bank yang bersangkutan guna diuangkan secara tunai. Uang inilah yang pada akhirnya digunakan untuk membayar gaji karyawan diperusahaan yang bersangkutan.
7. Memasukkan Uang Kedalam Amplop.
Setelah uang tunai didapatkan dari Bank, tugas berikutnya adalah memasukkan uang tersebut kedalam amplop gaji karyawan yang besarnya sesuai dengan apa yang tertulis pada slip gaji karyawan.
8. Membagi Uang Kepada Setiap Karyawan.
Karyawan kemudian dipanggil satu demi satu untuk menerima gaji mereka, dan diminta untuk menanda tangani kedua buah slip-gaji yang telah disediakan. Satu lembar slip bersama amplop gaji kemudian diserahkan kepada karyawan, dan satu lembar sisanya disimpan bagian keuangan yang akan digunakan sebagai arsip.
Secara ringkas dapat di asumsikan sebagai berikut:
|SETIAP AKHIR BULAN||Proses|
|Tahap pertama proses penggajian. Diperlukan untuk persetujuan pembayaran gaji.|
|2.||Daftar Transfer Bank,||Entri|
|untuk karyawan yang pembayaran gajinya dilakukan melalui transfer bank, atau pemasukan data ‘take home pay’ ke dalam program transfer bank yang disediakan oleh bank.|
|3.||Daftar Pembayaran Tunai,||Entri|
|untuk karyawan yang gajinya dibayar secara tunai.|
|untuk setiap karyawan. Mencakup seluruh mata penghasilan dan potongan, serta Pajak dan Jamsostek.|
|untuk karyawan yang diperhitungkan lembur dan kehadirannya dalam perhitungan gaji.|
|Laporan Potongan Dana Pensiun, Koperasi, SPSI, dan sebagainya.|
|6.||Laporan Pemotongan Pajak,||Entri|
|untuk peyetoran pajak PPh-21 dan pengisian SPT Masa, tanggal 10 bulan berikutnya.|
|Form 1-A, 1-B, dan 1-C, tanggal 15 bulan berikutnya.|
|SETIAP MENJELANG TANGGAL 31 MARET||Proses|
|setiap karyawan, untuk keperluan laporan akuntansi, audit dan perpajakan.|
|2.||Pencarian sumber “selisih”||Diper-lukan|
|antara laporan kumulatif Biaya Tenaga Kerja dengan Laporan Akuntansi / Buku Besar.|
|3.||Penyesuaian kembali laporan Biaya Tenaga Kerja||Diper-lukan|
|4.||Penghitungan kembali pajak karyawan,||Diper-lukan|
|karena ke-tidak-akurat-an perhitungan pemotongan pajak bulanan. Terutama untuk karyawan yang penghasilan bulanannya berfluktuasi, atau keluar/masuk pada pertengahan tahun.|
|Pengembalian kelebihan atau penarikan kekurangan pemotongan pajak dari karyawan.|
|Bersiap menghadapi pemeriksaan instansi pajak jika terdapat kelebihan setor.|
|5.||Laporan SPT Tahunan:||Entri|
|Formulir 1721-A1, 1721-A|
|6.||Laporan Tahunan Jamsostek:||Entri|
|Formulir DUMTK (seperti yang disyaratkan oleh Perum Jamsostek)|
What is Human Resources Management Analysis (HRMA) ?
Human Resources Management Analysis is a tool that can provides integrated reporting, analysis, and monitoring software that helps leading organizations make better in human resources business decisions.
Steps in developing HRM strategy :
Step 1: Get the ‘big picture’
Understand your business strategy.
* Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
* What are the implications of the driving forces for the people side of your business?
* What is the fundamental people contribution to bottom line business performance?
Step 2: Develop a Mission Statement or Statement of Intent
That relates to the people side of the business.
Do not be put off by negative reactions to the words or references to idealistic statements – it is the actual process of thinking through the issues in a formal and explicit manner that is important.
* What do your people contribute?
Step 3: Conduct a SWOT analysis of the organization
Focus on the internal strengths and weaknesses of the people side of the business.
* Consider the current skill and capability issues.
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.
* What impact will/ might they have on business performance?
* Consider skill shortages?
* The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department – consider in detail the department’s current areas of operation, the service levels and competences of your personnel staff.
Step 4: Conduct a detailed human resources analysis
Concentrate on the organization’s COPS (culture, organization, people, HR systems)
* Consider: Where you are now? Where do you want to be?
* What gaps exists between the reality of where you are now and where you want to be?
Exhaust your analysis of the four dimensions.
Step 5: Determine critical people issues
Go back to the business strategy and examine it against your SWOT and COPS Analysis
* Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy.
* Prioritize the critical people issues. What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and resources.
Step 6: Develop consequences and solutions
For each critical issue highlight the options for managerial action generate, elaborate and create – don’t go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:
* employee training and development
* management development
* organization development
* performance appraisal
* employee reward
* employee selection and recruitment
* manpower planning
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.
Step 7: Implementation and evaluation of the action plans
The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.
There is very little value or benefit in training people only to then frustrate them through a failure to provide ample career and development opportunities.
Culture, organization, people, systems (COPS), checklist :
- Do your staff identify with the organization and ‘the success of the organization’ as being of direct benefit to themselves?
- Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
- Is work allocated on the basis of individual expertise rather than position in the organization?
- Are there sufficient skills / power bases in the organization?
- Are there appropriate leadership skills within the organization?
- Are your staff encouraged to say what they think about the organization?
- Does your organization encourage innovation and creativity amongst staff?
- Do your staff feel a sense of personal responsibility for their work?
- Is quality emphasized in all aspects of the organization?
- Does the structure of your organization encourage effective performance?
- Is the organization structure flexible in the face of changing demands?
- Is the structure too complex? If so in what areas?
- Do your staff have clear roles and responsibilities?
- Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
- Do your procedures and management practices facilitate the accomplishment of tasks?
- Do you constantly seek to challenge your organization structure?
- Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
- Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
- Do your staff have a customer service orientation?
- Are people with potential spotted and developed for the future?
- Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
- Do your people know what their expected performance standards are?
- Do your organization’s systems (e.g. employee selection and recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?
- Are these systems consistent across the organization?
- Are there clear rewards for effective performance within your work group?
- Does the organization review its systems frequently and ensure they mutually support each other?
References Sources : from many sites..
Competency-based human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Competencies are defined as observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for successful job performance.
Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.
For example technical competencies for the job of systems engineer might include the following:
1) Design complex software applications, establish protocols, and create prototypes
2) Establish the necessary platform requirements to efficiently and completely coordinate data transfer.
3) Prepare comprehensive and complete documentation including specifications, flow diagrams, process patrols and budgets.
The model builds from the vision, values and strategic business priorities of the organization and includes the following competency layers:
Core Competencies – The Core competencies includes very general/generic competencies that all employees must possess to enable the organization to achieve its mandate and vision (e.g., Teamwork).
Job Family Competencies – Job Family competencies are those competencies that are common to a group of jobs. They often include General Job competencies that tend to be required in a number of Job Families (e.g., Partnering), as well as Job Specific competencies that apply to certain job families more than others (e.g., Project Management). These tend to be related more to knowledge or skill required for certain types of jobs (e.g., Accounting for jobs involving financial administration)
Technical / Professional Competencies – The technical/professional competencies tend to be specific to roles or jobs within the Job Family, and include the specific skills and knowledge (know-how) to perform effectively (e.g. ability to use particular software; knowledge in particular professional areas such as finance, biochemistry; etc.). These competencies could be generic to a Job Family as a whole, or be specific to roles, levels or jobs within the family.
Leadership Competencies – These are the key competencies for roles in an organization that involve managing, supervising or influencing the work of others in some way. Some organizations view “leadership” to be a part of every job of the organization in that employees are expected to contribute and offer new or better ways of working regardless of their level or role in the organization. Leadership is required in teams, project management, as well as at the managerial, executive and board levels.
Human resource information system, is a software solution for businesses to help automate and manage their HR, payroll, management and accounting activities. A HRIS generally should provide the capability to more effectively plan, control and manage HR costs; achieve improved efficiency and quality in HR decision making; and improve employee and managerial productivity and effectiveness.
Typically, the better The Human Resource Information Systems (HRIS) provide overall:
- Management of all employee information.
- Reporting and analysis of employee information.
- Company-related documents such as employee handbooks, emergency evacuation procedures, and safety guidelines.
- Benefits administration including enrollment, status changes, and personal information updating.
- Complete integration with payroll and other company financial software and accounting systems.
- Applicant tracking and resume management.
2. Work Time
3. Appraisal performance
4. Benefits Administration
5. HR management Information system
6. Recruiting/Learning Management/TrainingSystem
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports.
The work time module gathers standardized time and work related efforts.
The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs.
The training module provides a system for organizations to administer and track employee training and development efforts.
The Employee Self-Service module allows employees to query HR related data and perform some HR transactions over the system. Employees may query their attendance record from the system without asking the information from HR personnel.
Some of the most popular modules are:
- Recruiting (applicant and resume management)
- Attendance (Manage incident based and regular time off, track accrual pay and all attendance plans, create reports easily)
- Organization charts (Create professional looking, dynamic organization charts)
- Alerts (automatically notify personnel of performance reviews, benefits enrollment, compliance requirements and other key events)
- Employee self service (Employees can update personal information and view benefits elections, absence transactions, time-off balances and payroll information)
- Benefits Administration (Save paper and postage, take weeks off the benefits open enrollment period, reduce administration time, and improve data accuracy)
- Produce reports in minutes
- Succession plans
- Track training for employees
An effective HRIS provides information on just about anything the company needs to track and analyze about employees, former employees, and applicants. When the company decide to buy or outsourcing to help automate and manage their HR, payroll, management and accounting activities to a vendor, remember “Selecting the right HRIS is important”. Your company will need to make sure that they can customize the system to meet its specific and unique needs and that it is a system that will grow with your company.