HRIS

1. 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.

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 organization’s 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.

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

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.

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.

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.

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

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.

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.

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.

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.

12. Steps in implementing HRIS-Contd.. • Testing the system • Start up • Running in parallel • Maintenance • Evaluation

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

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

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.

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.

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

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.

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

20. E.g. of Pay slip of an employee ABC Company India Ltd N0 15, 30th 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

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

22. Uses of HRIS-Contd.. • Equal employment: Consisting of aspects such as: • Alternative action plan • Applicant tracking • Workforce utilization • Availability analysis

23. Uses of HRIS-Contd.. Staffing: Consisting of aspects such as: • Recruiting • Applicant tracking • Selection • Job offer • Refusal Analysis

24. Uses of HRIS HR Development: Consisting of aspects such as: • Employee training profiles. • Training need assessment • Succession planning • Career interest and experience

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

26. Uses of HRIS-Contd.. Health safety and security: Consisting of aspects such as: • Safety training • Accident records • Material data record

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

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.

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.

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.

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.

32. IHRM-Contd.. • IHRM is the interplay among the 3 main dimensions namely: • HR Activities • Types of employees • Countries of operations

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.

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.

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.

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.

37. Managing IHRM Activities • Human Resource Planning • Recruitment and selection • Training and development • Performance management • Remuneration • Repatriation • Employee relations • Multicultural management.

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.

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.

40. Managing IHRM Activities-Contd. • Training and Development: • Cross-cultural training • Language training • Practical training • Management development and strategy.

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. • MNC’s take a great care in their selection process. • It involves the process of determining the need for an expatriate assignment, identifying, selection, training etc..

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.

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

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.

45. Managing HR Activities-Contd.. • The expat remuneration package generally comprises of: • Salary • Benefits • Allowances • Incentives and taxes

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.

47. Managing HR Activities-Contd.. The Repatriation Process: • Preparation • Physical Relocation • Transition • Re-adjustment

48. 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.

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.

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.