Different stages of e-HR

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The usual scenario though, is not one where the HR department makes the quantum leap from traditional HR functionality to becoming the 慸riving force behind corporate interactivity and knowledge management? Rather, the HR department is far more likely to have evolved its e-solutions over a period of growth stages, such as:
6 J2 P) j+ Q- a1 E/ h0 @3 l- J( [9 EInformation publishing
% I; @- h2 R) Q0 vDatabase enquiry
# O# O5 {9 \6 j. y+ vSimple HR transactions
Complex HR transactions
HR workflow via the web
, f/ n9 k& H# NInformation publishing reflects the first evolutionary stage of the e-HR revolution. At this stage, applications provide one-way communication of general company information to employees. Typical applications in this category include:

policies and procedures,
! G# Z, G' c" B! k9 K: q' v3 e- Lexplanations of benefits,
company histories,
/ `3 y4 R( K, e3 ]6 |. ]6 k, m9 Q9 Xexecutive who抯-who listings,
3 D* o. A+ J, E1 X+ L; C  o( M, O# zdirectories of services, and
" T* `7 R9 X' }9 j0 k# [9 A$ S6 snotices of current events.
3 _0 d7 G  ~7 b7 L( }$ v0 t?/FONT>Database enquiry applications provide one-way communication to employees, who can access a back-end database that provides employee-specific data in response to user inquiries. Examples include:
inquiries about paid-time-off accruals and balances,
: w' [. o: ]( h% k$ G7 x5 Hcurrent benefit coverages,
# G# i; @3 E4 h1 O# Q/ hpersonal demographic data,
' ^0 z, R$ u' y, C+ [/ twork schedules,
6 r1 H+ [$ Z9 S( a) H8 {0 [, Pretirement plan balances, and
electronic pay stubs
5 ]5 s% S" G) G6 iSimple HR transactions - applications replace paperwork with transactions using electronic input. They combine the inquiry functions of Database enquiry with employee updates of personal information on HR databases. Such applications include:
update of personal information,
dependent and beneficiary designations,
direct deposit setup
- x2 x3 e# ~5 nComplex HR Transactions - applications involve:
( g: L$ ?1 o, O6 C+ ~application branching based on user input or employee file data,
4 v3 d# C" @1 e5 Dcalculations or other internal processing of data, and
( P% X" E; W- h& s1 e: J) Mmultiple-output transactions
Fully-fledged HR Workflow applications walk users through all of the steps necessary to complete whole processes rather than just discrete transactions:
9 P: K9 A& j) u" v. b. r% iGives employees and managers a way to administer their own HR data and processes without paperwork or administrative support
7 b; A+ T8 @4 J' A" T) J4 R+ Ka mix of capabilities including information publishing, HR transaction processing and extranet access
' r- |3 o" v+ ^5 AESS (Employee Self-Service) applications
e-HR applications in action
( S: F+ C; r# t8 f* JSo what are the key HR deliverables that are migrating towards interactive real-time delivery? Some of the answers might surprise you:
e-Recruiting & Selection
e-Induction
e-Learning, Development and Assessment
& y/ B( b3 i9 P7 Te-Performance Management Systems
e-Payroll
e-Comp and Benefits Administration
' F$ r/ b, [+ b7 T3 ?4 ue-Job & Competency Profiling
e-Career Coaching
e-Career Path Planning
e-HRIS

* l5 e, I0 g( OThis is by no means an exhaustive list ? organisations who have embraced the e-initiative have continued to expand their horizons towards loftier goals, such as integrated e-HR systems, transacted via personal portals within the broader context of ESS. And it won抰 stop there. As the old saying goes, change is the only constant, and the imperative for HR is to proactively identify and develop solutions for present and future business needs, without sacrificing the fundamentals of good HR professionalism.?/FONT>


How will you know what you need?
Here抯 some key questions to ask of your company and of the HR function:
2 x1 j/ H) D% Y8 u* W  |Excerpt from "Measuring Up: HR Keeps Score", Society of Human Resources Magazine, January 200

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Do we have the talent we need to be successful in the future?
" V2 t( ^1 r$ G9 G( mDo we have the leadership bench strength we need to be successful?
How is HR helping the company position itself to meet the needs of our external customers?
Is HR creating an environment that encourages integration and shared vision?
Are we investing in growing our HR capabilities?
Customer perspective
Is the company viewed as a great place to work?
, H; ~# ]  z+ ~+ Y- l& j0 \Is the company creating an environment that engages people?
; B2 b( N: r# N: P8 X4 _$ n- A- GIs HR viewed as an enabler to attracting and retaining top talent?
) v- G/ v6 w3 y) k+ X, sIs HR viewed as providing effective support systems to employees?
Operational perspective
Are our staffing support systems fostering better recruiting and selection?
Are our other HR processes/ transactions efficient and effective?
% r; k7 J+ T( \, y3 m* oAre we using technology to improve HR efficiency?
Financial perspective
  N) p% M0 O, n+ B0 p. zAre we managing the cost of turnover/churn?
  s" u1 n8 w2 h) B* \Are the company抯 HR plans and programs competitive?
' c. X, C: b' X0 dIs our HR service delivery cost effective?
Are we managing financial risk?
# W7 j& i( n; c# A% ?) RWhat is the company抯 return on investment in people?
- @  q4 Z8 k5 ~8 }If this list of questions raises issues in your mind about the ability of your organisation to attract, retain and build human capital, then the chances are that you will need to invest in appropriate e-solutions and start the process of organisational transition. As always, your own internal culture is the key to the success of such initiatives, which translates to mean: "Don抰 rely on technology to change who you are, organisationally ?rather, develop the culture to embrace such change and the means by which change will be delivered." When should you start all of this? Yesterday ?your internal customers are waiting.
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作者： 　来源：MONSTER.COM