It Strategies for Hr Transformation

• Today multinational corporations can automate the entire “recruit to retire” process and in so doing align the workforce to the corporation’s strategic objectives

• Studies have shown a direct co-relation between operating income growth of companies across a wide range of industries and the successful use of such applications as competency management, workforce planning, learning management systems and HR oriented help desks to improve workforce management

• Outsourcing of HR technology and processing is the single largest trend in business process globalization in 2006, with over 80 % US companies slated to take the outsourcing route to provide improved employee experience to their global workforce

HR morphs from Support to Strategic advantage:

In the past year HR organizations worldwide have graduated to becoming savvy technology users- evolving from a largely service delivery organization to one that focuses on strategic HR programs. HR staff is freed from repetitive and mundane administrative tasks to concentrate on human resource development programs that emphasize employee productivity, performance and retention. Companies are today maximizing the value of their most important asset --employees -- aligning their skills, activities, and incentives with business objectives and strategies.

Over the last 15 years the HR function in corporations has been investing a great deal into technology without realizing a significant ROI. Frequently, HR technology projects don’t deliver the expected results. A key factor in this is a failure to define functional requirements clearly. By not basing these requirements in a solid HR strategy, organizations spend too much money on ad hoc software purchases or, even worse, under-use multi-million dollar HR software suites by not implementing modules that could be of significant value. The modules most likely to be left on the shelf are those considered key to operational human capital management, including competency and career development, recruitment, performance management and succession planning. Along with the right software, clean data and tight integration are critical success factors which are often overlooked. Key stakeholders must have access to accurate, consistent, integrated data which cannot happen unless HR and IT objectives are fully aligned. This successful alignment requires an understanding that changing technology alone will achieve little. Change starts to deliver its value only when supported by and integrated with other elements of the infrastructure, which are part of an explicit HR strategy.

Operate global act local

For the global corporation, a unified data model provides a single, accurate view of HCM parameters. For example, such a model for payroll would support worldwide payroll processing with BPO, maintenance, global deployment and management across borders. Choosing the right service provider with requisite domain knowledge will allow installation and operation of payroll that fully complies with local requirements on a worldwide basis.

Portals are the key

Through the use of intuitive web interfaces companies can use portals to communicate HR information to employees across the company-not just knowledge workers but mobile workers, maintenance, field and ground staff. Lack of standard conventions, standardization and compliance for content and graphics has been the primary challenge of corporate portals. However, increasingly, portals require integration with packaged or custom applications, such as an ERP, recruiting software, expense management or travel software, etc. As integration with these solutions becomes more seamless, the line where portal standards begin and end will become less clear.

Self help is the best help

By using personalized self services- web based transactional tools employees can self manage their HR information for updating their payrolls and benefits selection and skill profiles. HR professionals can now move from being transaction processors to consultative partners. A new trend in Self Service systems include MSS or Manager Self Service Systems in which managers can carry out administrative tasks surrounding employee payroll changes, job transfers and scheduling of training.

In school yet on the job: e-learning makes headway

There is a direct correlation between an organization's investment in training and its performance in the marketplace. Companies are using enterprise learning Management initiatives to turn learning into a business advantage. Through the selection and deployment of effective tools, companies can couple effective knowledge transfer and efficient learning techniques with corporate strategy and business objectives.

E-Learning will serve as the only effective way of training a widely dispersed staff in a consistent manner. Combined with personalization, e-learning will become targeted, just-in-time help that is available 24 x 7. Corporate guidelines and standards will have to evolve to handle e-learning and other types of online, multimedia tools.

In Hexaware’s experience the following corporate requirements need to be met in order to implement an effective Elearning solution.

• The solution must be very responsive to changing business needs

• The solution must be ubiquitous and easy to use

• The delivered training should match the quality of one-on-one training

• The solution developed must be open, flexible and expandable

• It must be designed to support both backward and forward compatibility with existing and future systems and standards

• The deployed solution must be designed to communicate with other enterprise systems

Its your data working for you: Analytics for global HR decisions

Questions like, how far in advance of hiring should you begin recruiting for new hires? How can you reduce hiring lag times? With HR Analytics, you can analyze your hiring cycle to ensure you have the people you need, when you need them.

HR Analytics provides the tools for policy development and decision-making. Design, implement, and monitor corporate strategies, analyze workforce data, and continuously evaluate how various scenarios affect business goals.

Typically HR Analytics will help gain visibility by providing best-practice methodologies in hiring, training, benefits, and performance analysis, KPI (key performance indicator) benchmarks, metrics and analysis techniques. These provide the power and path to root-cause analysis across the Enterprise. – Answers to hundreds of key business questions providing a complete view of employee resources and costs across all areas of your organization.

Deploying such systems involves bringing disparate data sources together and feed them back to answer your business questions. No longer confined to a limited, silo view of your data, HR analytics integrates data with other views transforming operational data into powerful and actionable information designed for the agile corporation.

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