e-HRM: Should We Adopt or Ignore?

Strohmeier (2007) defined e-HRM as a composite application of Information Systems using both networking and supporting actors for planning, implementing and performing HR activities. e-HRM is the system where the users are not only the HR personnel within the organization, rather the line managers also use it for various activities of operational, relational HRM. Furthermore job seekers, prospective clients or even accidental web surfer may find it useful in a lot of sense. E-HRM, can be used as a tool for HR branding for organization too. For instance, a job applicant may attract to the organization if s/he find the career page nicely designed, user friendly and full of insides  with organizations HR policy, career support etc.

In present era it may sound impetuous, if anyone said that e-HRM or HRIS (Human Resources Information System) enables HR personnel to complete basic HR tasks faster with its automated processes. Nothing new by talking it saves time and cost or it generates compiled and needed reports. Rather, e-HRM has been used for higher end analysis, making the HR personnel more competent and enable the HR function as a strategic partner for the organization.

My two cents with the reader is: if your management or CEO/MD doesn’t feel interested about e-HRM or poised that its just wastage of money, please download one of the free version of close to e-HRM from any of the bellow company, install it and run. Then you may find it useful and go for your own customized e-HRM. People Soft, SAP or something similar is not advised in my write-up due to high expense related issue.

Use e-HRM and become a STAR. Cheers!!!

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2013), Candidate of PhD in HRM, UUM

Employee Performance Appraisal and Corrective Measures

The end of each year HR and line managers become so active with the assessment of performance of employees. However this appraisal is not a year end process rather needed to be carried out throughout the year as a continuous HRM proses. The job not finished when a talent or pool of talent recruited in any organization. It is uncommon to see that few of those talent becomes unprovoked, the poor performer after a certain period. Research shows that employees become de-motivated for various causes and among them few are:

1. Lack of Recognition of Competence: Employees expected that organization will give proper value of their knowledgeable, skill and experience. If not, only perk and benefits can not keep their competence high for a longer tenure.

2. No autonomy at all: After a certain period of engagement with the work and organization, employees seeks the exercise self-regulation, within the guidelines, to achieve business goals. If they just monitored and instructed all the time, they lose their motivation to achieve innovative and wonderful new business ideas.

Pic Source: http://www.e3050.com

3. No clear career path: Only increment or raise of salary can not able to keep employees' morale high in the organization. They want to see that after 5 years where they can reach if they perform really well aligned with organization business goal and vision. A better succession plan is mandatory as well as the crystal clear career path for each level.

4. Proper training and development plan: Employees deserve to get training to attain further development of their career. If an organization failed to provide proper training to them and a good training plan is missing there, certainly it is tough for HR to keep the employee on track.

Based on the above points in any business organization may find that, their employees tend to turn in work late, lack of commitment, missing of seriousness, lack of focus on assignments, missing deadlines as well as no longer act as a team player as they were earlier. So, corrective measures with proper actions need to be adopted to overcome this situation. And this the time to do so. Year end is here and performance appraisal system has to be very scientific. Those companies already implemented e-HRM, its high time for them to use the database. All the best in each single employee throughout the world. HAPPY NEW YEAR 2013!

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

e-HRM for Academic Institution for Better Performance Management!

Managing performance is one of the crucial responsibilities not only for the HR personnel as well as all head of departments or line manager. The way performance managed and supervised in the corporate world in present challenging global market is really impressive. However, in my observation Academic Institution (Universities) is far behind of this trend and somehow academicians are not properly judged or even less utilized. My point is not against to the academicians nor even raising my finger to them, but the main reason is still we may see that registrar department doing the recruitment work for the university, no proper HR department or practices there. Even worst there always very badly visible two stream. One academician and another one is administrative staffs, even the rules, policies, etc. also significantly different which caused huge grievances.

Pic Source: brihaspathionline.com

To resolve this issue, again I am requesting to the management of academic institution to implement e-HRM. Various researchers have shown that online performance appraisal systems reduce costs and increase the speed through the process. Additional advantages of those systems include the shortage of previous year’s data that helps top management to compare the employees’ results and evaluations for the last years in an easier way. Across the world, we have seen that requirements for talented scholars as academicians rapidly growing. So, there is always the presence of local as well expat academicians in academic institutions. Some create different performance management system for local and international academic staff. Honestly speaking it just creates more trouble in a long run. No parties will feel ownership for the institution then. Creating a challenging performance management system for the academic staff will push them to think out of the box, and for sure they won’t stick up only the textbook then. University’s need to employ a lecturer only those who at least have one or two-year corporate experiences. Thus, it will ensure the fine mix of knowledge both from academic text books and real-life experience.

As we knew that business leaders are counting on academic institutions: schools, colleges, universities and other training establishments for infusing well-qualified fresh talent into industry. In turn, academic institutions are continually determined for improving their output both in terms of numbers, and the quality of talent offered for varying jobs in different types of organizations. The excellence of output from an academic institution depends on the quality of their faculty, support services and infrastructure. Attaining these higher levels of excellence, institutions need to set high-performance goals for their academic and non-academic staff. These goals should be effectively measured at frequent intervals to bridge performance gaps, if any. Institutions which can efficiently manage the performance of their faculty, and other employees can leave their mark on industry.

Thus, having the best from class performance management system which only can be ensured through implementing e-HRM is not only a need of the hour but an enabler of excellence in an academic institution. Think about it and put your comments.

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

From The Court Of HR: Why Employees Leave Organizations?

Numerous reasons are behind for leaving current workplace. Each new day HR starts fighting with posting job advertisement in Website(s), LinkedIn, Twitter, Newspaper, Head-hunters and so on. Question is why? Why employees leaving even though the work environment is superb, perk and benefits market standard etcetera. Much has been claimed that, employees leave because of poor HR policies. If anyone sticks too long to a company s/he is taken for granted that s/he won't leave and also perceive that perhaps not getting a job outside. In addition to that organization culture and environment plays crucial role to retain the employees.

Let me give my own example. I quit from one reputed organization earlier in my life because of my bad manager. I tried a lot to cop-up with that manager style of work, attitudes but still unable to keep myself motivated in the long run. Even though that person completed his Masters from USA but still lack of positive attitudes like giving right recognition, provide adequate facilities and never appreciate for good work. However, he is the Head of HR for that organization. I do believe many of you had the same experience.  

Some of you already raised you eye-brew that I am pointing my fingers to that poor fellow without saying about my lack of skills or others. Trust me Manager(s) is one of the main reasons for employees’ drives away from the company. Allow me to share one of the largest studies undertaken by the Gallup Organization. That study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules." The survey result not surprising me as it said if you're losing good people, look to their manager. Manager is the reason people stay and thrive in an organization as well as manager is the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition. According to that book authors, Marcus Buckingham and Curt Coffman: "People leave managers not companies," Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue. Talented men leave. Dead wood doesn't.

Allow me to share another case happened in the corporate world. ‘S’, got an offer as a senior HR executive from a reputed business giant located at Malaysia. Previously, he was working as HR officer in a Singaporean company based in Jurong, Singapore. He was thrilled by the offer as the salary is good with re-location benefits, company had all the right systems in place with employee-friendly HR and e-HRM system, a state of art new office premises, healthy and renowned caterer for employee canteen and the CEO is very popular for his awesome charisma. ‘S’ seems happy to get the offer but within six months he quit from that Malaysian company. He walked out because of his immediate supervisor’s racial attitudes with him. ‘S’ leaves the company not for better pay or profile but for the manager.

What HR Can Do To Tackle Such Situations:

1. Ensure good ‘Exit Interview’ practice for every level of employees.

2. Strict and well circulated ‘Sexual Harassment’ policy.

3. Proper and regular ‘Employee Rewards and Recognition’ practices.

4. Follow-up meeting with every department with HR at least twice in a year, better in each quarter.

5. Well articulated policy for ‘Grievance Handling’ and have online option for HR service desk.

6. Ensured career path for everyone with succession planning and training.

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

e-HRM for Green HR Towards Green World!!!

e-HRM for Green HR Towards Green World!!!

Green awareness is not a new topic from last few years. Most interesting thing is HR professionals in the organization are not only aware about this rather they start working for it. As mentioned one of the article before how e-HRM can assist or organization’s to be greener through paperless office and others, this time few new points added in this article.

HR professionals in organization can develop a powerful social conscience and green sense of responsibility internal and external customers, stakeholders, partners etc. Recent times, consumers demand ethics and environmental credentials as a top priority. Society and business see their agenda align. HR department have to drive corporate behavior towards more environment friendly path. HR professional cannot wait for others like production or supply chain department or the engineering team will initiate the program. Its part of CSR and HR has to launch it now. The environmental lobby is so pervasive that organization, especially the HR department must be quick to react to consumer concerns about any aspect of their business which could be deemed unethical. Clear communication and clarity about products and services is essential. 

Pic Source: http://thegreenitguy.files.wordpress.com/2011/08/human_resources.jpg

Apart from above HR need to assist their SCM team to have strong control over their supplier networks to ensure that corporate ethical values are upheld across the supply chain, and be able to troubleshoot when things go wrong. This has led to many organizations taking greater ownership of key components of the supply chain through vertical integration. Rigid contractual obligations are in place covering every eventuality.

Green Audit by HRM: 

HR professional need to implement the green audit process within their organization. The audit process and quarterly organization reports are characterized by a focus on measuring greenness detailing carbon emissions ratings, and carbon exchange activity, as well as the more traditional company valuations. This is an indication of the importance shareholders and investors place on these issues which are reflected in the share price. They need to alarm others about big corporate fines. Brands can rise and fall on the basis of perceived green credentials, with government imposed corporate fines for bad behavior in this highly regulated world. Corporate responsibility is not an altruistic nice to have, but a business imperative.

How HR will Manage Human Capital in the Green World:

- HR Folks, your current human capital (employees) are expected to uphold corporate values and targets around the green agenda. Most are given carbon credit tokens which are used like ration books to be cashed in for printing documents in hard copy, company travel and other anti-societal activities. So, be cautious and start campaign about no print, less utility and stationary as well as toiletries e.g. toilet paper, napkin consume.

-  To attract fresh blood in your talent pool note the followings: new graduates look for employers with strong environmental and social credentials; in response HR departments play a key role in developing the corporate social responsibility programme. Failed to do so, for sure you’ll lose some talents.

-  Be proactive. Manage your top management to allocate fund for virtual social and work network. Make the office fully equipped with latest technology like internet, informative and interactive website, skype, linkedIn, FB, Twitter and others. So that the sales, marketing team can communicate and give demonstration about the products. Less travel will not only save carbon emission as well as big amount of travel budget and time.

- If your organization have the budget please don’t hesitate to provide company transport between work and home to minimise the need for car use. This has led to many organizations choosing to relocate parts of their operation to where people are based and out of big cities.

Last but not least, if the world becomes unhealthy to live, there is no value of our Talent, Competency, Skill, Know ledges and Experiences. So, start your war now and say e-HRM for Green HR Towards Green World.

P.S: Any of my articles/write-ups can be shared, modified, used anytime for better Human Capital Management, with or without giving credentials. I do believe: Sharing is Caring :)

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

KPI for HR: How, When and Where?

Key Performance Indicators (KPI) also known as KSIs which stand for Key Success Indicators are not specifically linked only to HRD, but has to do with the entire organization. Since HR is the heart of any organization usually HR is assists other department also to set and identified their KPIs, which are measurable and quantifiable in nature so as to measure the success of the organization in terms of the organization's mission and goals. Hence KPIs can be defined as measurements for an organization's success.

For example, HR Department could have Employee Turnover as one of its KPIs. The goal for setting this KPI would be to reduce employee turnover. It could be defined numerically for better definition such as to reduce employee turnover by 5% every year. This KPI could be defined as the total of the number of employees separated from the organization for reasons of resignation or termination divided by the number of employees at the beginning of the year. It could be measured on a fixed time schedule like every month or every quarter. For HR Department other KPIs can be following: Recruitment KPI, Training KPI, Health and Safety KPI, Performance KPI, HR Efficiency KPI, Working Time KPI, Compensation KPI, Labor Relation KPI, Employee Satisfaction KPI, Employee Loyalty KPI, HR Budget and Accounting KPI etc.

Sample Explanation:

Frequently used HR KPIs include:

FTE = Full Time Employees

Revenue per Employee (FTE) 

Assets per FTE 

Training Hours per FTE 

Training Costs per FTE 

HR Department Cost per FTE 

FTEs per HR Department FTE

Acceptance Rate 

Average Cost per Hire 

Absence Rate

Turnover Rate

Resignation Rate 

Human Investment Ratio 

Compensation & Benefits/Revenue 

Average Remuneration

Time taken per recruitment

Cost per recruitment

The choice of HR KPI will vary from year to year, subject to organization’s strategic planning, corporate strategies and objectives which in turn affect HR’s strategic planning, HRM strategies and objectives. Bellow, I am providing only one KPI’s in details here. If anyone needs the details of other metrics, please do email me.

Training KPIs include key performance indicators as follows:

1. Training courses

• Number of courses offered

• Number of courses implemented.

2. Training costing

• Organization training expenditure (% of salaries and wages)

3. Training certificates

• Number of employees completing sponsored education programs

4. Training hours

• Average number of training hours per employee

5. Training budget

• % of HR budget spent on training

• Average training costs per employee

6. Training satisfaction

• Employee satisfaction with training.

7. Training results

• % of employees gone through training

• Average time to competence. That is average time it takes until expected competence level is reached.

• % & employee reach competence after training.

8. Training penetration rate

It measures the percentage of employees completing a course compared to total number of employees employed.

9. E-learning training

• e-learning courses utilized

• % of e-learning pass rate

And indeed e-HRM is the key tool to measure all the metrics successfully with 0% error.

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

SAP HR in Bangladesh: Now or Never.....

What are the main modules of SAP HR? Is it really needed for better Human Capital Management? If you still don’t know what SAP HR is and whether it is needed for better HCM in your organization, I am sorry to say, you are far behind of modern HRM. Basically the solution for SAP HR included the entire process of workforce process management with sub module employee administration, individual time management and evaluation, organizational management, benefits management and payroll calculation.

SAP HR is effective tool for talent management. In talent management the sub modules are recruiting, career management, succession management, enterprise learning, compensation and benefits management and ofcourse the performance management.

SAP HR Sub Modules

Organizational Management

Personnel Administration

Recruitment

Payroll

Benefits

Compensation Management

Personnel Cost Planning

Time Management

Cost to Company (CTC) and Budget Management

Personnel Development

Training Management

Travel Management

Occupational Health and Safety

The beauty of integrating ICT in HRM is simple enormous and can bring the satisfaction and optimum output from the employees. HR Manager in Bangladesh, now its up to you. Love it or keep sitting in the backbench.

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM

Back to Basic!!!

In any organization, Human Resource Management (HRM) is one of the mostly needed departments now a day. Forget about Personnel Management. That is a Stone Age concept. The function of any organization which is responsible for recruitment, provide job descriptions, assess performance in tenure, doing need assessment for required training for further individual and organizational development, working strategically aligned with the management and offer direction to the human capital time to time is HRM. In the present age HRM is not only the task for HR department rather HRM can also be performed by line managers.

As Susan stated in about.com that HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. I would like to add one more point and that is innovation. And that innovation must be tagged with Information System like e-HRM, HRIS.

Pic Source:www.adroitglobalnetwork.com.my/photo_53.gif

HRM manage people within and beyond the organization. HR personnel have to have the mentality that they are the spokesman of any organization so that they have to be more trained in customer services both internal and external. Managing people from a different race, culture, religion, beliefs and gender as well as disabled is one of the core issues of HRM. For sure, friendly and considered HRM can bring more success and keep the work place environment breathy. Effective HRM certainly accelerate the employees motivation level and that contribute significant input to any organization to achieve optimum productively and the accomplishment of the organization's goals and objectives.

If you or you’re the management of your organization still believe in traditional personnel, administration, and transactional roles, my write-ups are not for you. We are in the year of 2012 now e-HRM with bio-metrics, RFID, chips are widely using. HR start adding value strategically to the organization from the last decade and it’s a profit centre and measurable.

Last but very important basic in my view about HRM is: please do not choose your career in HR, if you do not love to mingle with people. HR is truly by the people, of the people and for the people. Chiao!

© Shaki, Ahmed R (2012), Candidate of PhD in HRM, UUM