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ASSIGNMENT ON

ELECTPONIC- HUMAN
PESOUPCE
MANAGEMENT




E-HPM

E-HPM IS THE FLANNING, IMFLEMENTATION AND AFFLICATION OF
INFOPMATION TECHNOLOGY FOP BOTH NETWOPKING AND SUFFOPTING AT
LEAST TWO INDIVIDUAL OP COLLECTIVE ACTOPS IN THEIP SHAPED
FEPFOPMING OF HP ACTIVITIES.



E-HPM IS NOT THE SAME AS HPIS HUMAN PESOUPCE INFOPMATION
SYSTEM WHICH PEFEPS TO ICT SYSTEMS USED WITHIN HP DEFAPTMENTS.
NOP IS IT THE SAME AS V-HPM OP VIPTUAL HPM - WHICH IS DEFINED BY
LEFAK AND SNELL AS "...A NETWOPK-BASED STPUCTUPE BUILT ON
FAPTNEPSHIFS AND TYFICALLY MEDIATED BY INFOPMATION TECHNOLOGIES
TO HELF THE OPGANIZATION ACOUIPE, DEVELOF, AND DEFLOY
INTELLECTUAL CAFITAL."

E-HPM IS IN ESSENCE THE DEVOLUTION OF HP FUNCTIONS TO
MANAGEMENT AND EMFLOYEES. THEY ACCESS THESE FUNCTIONS
TYFICALLY VIA INTPANET OP OTHEP WEB-TECHNOLOGY CHANNELS. THE
EMFOWEPMENT OF MANAGEPS AND EMFLOYEES TO FEPFOPM CEPTAIN
CHOSEN HP FUNCTIONS PELIEVES THE HP DEFAPTMENT OF THESE TASKS,
ALLOWING HP STAFF TO FOCUS LESS ON THE OFEPATIONAL AND MOPE ON
THE STPATEGIC ELEMENTS OF HP, AND ALLOWING OPGANISATIONS TO
LOWEP HP DEFAPTMENT STAFFING LEVELS AS THE ADMINISTPATIVE
BUPDEN IS LIGHTENED. IT IS ANTICIFATED THAT, AS E-HPM DEVELOFS
AND BECOMES MOPE ENTPENCHED IN BUSINESS CULTUPE, THESE CHANGES
WILL BECOME MOPE AFFAPENT, BUT THEY HAVE YET TO BE MANIFESTED TO
A SIGNIFICANT DEGPEE. A 2007 CIFD SUPVEY STATES THAT "THE INITIAL
PESEAPCH INDICATES THAT MUCH-COMMENTED-ON DEVELOFMENT SUCH
AS SHAPED SEPVICES, OUTSOUPCING AND E-HP HAVE HAD PELATIVELY
LITTLE IMFACT ON COSTS OP STAFF NUMBEPS".









Electronic Human Resourse Management System
(E-HRM System) is a web-based solution that takes
advantage of the latest web application technology to
deliver an online real-time human resource
management solution. It is comprehensive but easy
to use, feature-rich yet flexible enough to be tailored
to your specific needs


E-HRM System is able to meet the demands of
today's Human Resource Management.










FEATUPES



Web based HRM application


Customizable work flow flexibility


Access control and multi site capability


Online leave application, auto routing
and approval capability


Integrated with Time Management
System


Integrated with Payroll System


Web reporting features using Crystal
Report




r Side







Systems Requirement
Client Side
Operating System: Win98 or above


IE5.0 or above


Display: 800 x 600 pixels


Memory: 32MB or above


CPU: Pentium II or above

Server Side


Operating System NT 4.0 SP6.0 or above


IIS 4.0 or above


SQL Server 7.0 or SQL 2000


Crystal Report 8.5 Professional (Single User License)


ASP Simple Upload


ASP Mail Components


MDAC 2.6 Components


Memory: 256 MB or above


CPU: Pentium III or above




Intranet to Internet Migration




Business solution for human resources
management

eHRM business solution provides a complete on-line
support in the management of all processes, activities,
data and information required to manage human
resources in a modern company. It is an efficient,
reliable, easy-to-use tool, accessible to a broad group of
different users.
Once implemented eHRM covers all aspects of human
resource management:
y corporate organisation
y job descriptions
y personnel administration
y career development
y education and training
y annual interviews with employees
y hiring process
y employee's personal pages
The ability to disseminate information in connection
with different relevant activities and to generate
overviews, reports and analyses could very well
position eHRM as the most important link in the
corporate management chain. Corporate management
can easily obtain up-to-date and reliable information
forming the basis for strategic decision-making.
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e-HRM Model:



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Purpose
The function of Human Resources departments is generally administrative and
common to all organizations. Organizations may have formalized selection,
evaluation, and payroll processes. Efficient and effective management of
"Human Capital" has progressed to an increasingly imperative and complex
process. The HR function consists of tracking existing employee data which
traditionally includes personal histories, skills, capabilities, acc omplishments
and salary. To reduce the manual workload of these administrative activities,
organizations began to electronically automate many of these processes by
introducing specialized Human Resource Management Systems. HR executives
rely on internal or external IT professionals to develop and maintain an
integrated HRMS. Before the clientserver architecture evolved in the late
1980s, many HR automation processes were r elegated to mainframe computers
that could handle large amounts of data transactions. In consequence of the high
capital investment necessary to buy or program proprietary software, these
internally-developed HRMS were limited to organizations that possess ed a large
amount of capital. The advent of clientserver, Application Service Provider,
and Software as a Service SaaS or Human Resource Management Systems
enabled increasingly higher administrative control of such systems. Currently
Human Resource Management Systems encompass:
1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/Learning Management System
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. Data is generally fed from the
human resources and time keeping modules to calculate automatic deposit and
manual cheque writing capabilities. This module can encompass all employee -
related transactions as well as integrate with existing financial management
systems.
The work time module gathers standardized time and work related efforts. The
most advanced modules provide broad flexibility in data collection methods,
labor distribution capabilities and data analysis features. Cost analysis and
efficiency metrics are the primary funct ions.
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The benefits administration module provides a system for organizations to
administer and track employee participation in benefits programs. These
typically encompass insurance, compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects
from application to retirement. The system records basic demographic and
address data, selection, training and development, capabilities and skills
management, compensation planning records and other related activ ities.
Leading edge systems provide the ability to "read" applications and enter
relevant data to applicable database fields, notify employers and provide
position management and position control. Human resource management
function involves the recruitment , placement, evaluation, compensation and
development of the employees of an organization. Initially, businesses used
computer based information systems to:
y produce pay checks and payroll reports;
y maintain personnel records;
y pursue Talent Management.
Online recruiting has become one of the primary methods employed by HR
departments to garner potential candidates for available positions within an
organization. Talent Management systems typically encompass:
y analyzing personnel usage within an organization;
y identifying potential applicants;
y recruiting through company-facing listings;
y recruiting through online recruiting sites or publications that market to
both recruiters and applicants.
The significant cost incurred in maintaining an organized recruitment effort,
cross-posting within and across general or industry-specific job boards and
maintaining a competitive exposure of availabilities has given rise to the
development of a dedicated Applicant Tracking System, or 'ATS', module.
The training module provides a system for organizations to administer and
track employee training and development efforts. The system, normally called a
Learning Management System if a stand alone product, allows HR to track
education, qualifications and skills of the employees, as well as outlining what
training courses, books, CDs, web based learning or materials are available to
develop which skills. Courses can then be offered in date specific sessions, with
delegates and training resources being mapped and managed within the same
system. Sophisticated LMS allow managers to approve training, budgets and
calendars alongside performance management and appraisal metrics.
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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. The module also lets supervisors approve O.T. requests from their
subordinates through the system without overloading the task on HR
department.






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Technological optimistic voices assume that, from a technical
perspective, the IT possibilities for HRM are endless: in
principal all HR processes can be supported by IT. E-HRM is the
relatively new term for this IT supported HRM, especially
through the use of web technology. This paper aims at
demystifying e-HRM by answering the following questions:
what actually is e-HRM? What are the goals of starting with e-
HRM? What types can be distinguished? What are the outcomes
of e- HRM? Based upon the literature, an e-HRM research
model is developed and, guided by this model, various
organizations have been studied that have already been on the
'e-HR road' for a number of years. The major goals of e-HRM
are mainly to improve HR's administrative efficiency/to achieve
cost reduction. Next to these goals, international companies
seem to use the introduction of e-HRM to
Standardize/harmonize HR policies and processes.
Finally, e- HRM hardly helped to improve employee
competences, but resulted in cost reduction and a reduction of
the administrative burden.
Wright and Dyer (2000) present a similar line of reasoning: e-
business is emerging, and therefore HR and HR professionals
are faced with the challenge of performing in ways that are in
line with the business. In their view 'HR functions [can]
become critical partners in driving success, but to do so
requires that HR changes its focus, its role, and its delivery
systems' (Wright and Dyer, p. 52). According to them, in e-
business, the application of intranet technology for HR is
inevitable.
Before starting to define e-HRM, it is important to identify
terms that possibly carry similar meanings to the term e-HRM.
There is a fundamental difference between HRIS and e-HR in
that basically HRIS are directed towards the HR department
itself. Users of these systems are mainly HR staff. These types
of systems aim to improve the processes within the HR
departments itself, albeit in order to improve the service
towards the business. With e-HR, the target group is not the
HR staff but people outside this department: the employees
and management. HRM services are being offered through an
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intranet for use by employees. The difference between HRIS
and e-HR can be identified as the switch from the automation
of HR services towards technological support of information on
HR services.
In our view it concerns the following: e-HRM is a way of
implementing HR strategies, policies, and practices in
organizations through a conscious and directed support of
and/or with the full use of web-technology-based channels. The
word 'implementing' in this context has a broad meaning, such
as making something work, putting something into practice, or
having something realized. E-HRM, therefore, is a concept - a
way of 'doing' HRM.
The e-HRM business solution is designed for human resources
professionals and executive managers who need support to
manage the work force, monitor changes and gather the
information needed in decision-making. At the same time it
enables all employees to participate in the process and keep
track of relevant information.


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The e-HRM business solution excels in:
y modularity
y the solution can be accessed and used in a web
browser
y security of data, protected levels of access to
individual modules, records documents and their
component parts
y parametric and customizability
y access to archived records and documents
y user-friendly interface
y connectivity with the client's existing information
system (payroll accounting, ERP, attendance
registration, document systems)
y multi-language support
Advantages of the e-HRM business solution:
y gradual implementation
y adaptability to any client
y collection of information as the basis for strategic
decision-making
y integral support for the management of human
resources and all other basic and support
processes within the company
y prompt insight into reporting and analysis
y a more dynamic workflow in the business process,
productivity and employee satisfaction
y a decisive step towards a paperless office
y lower business costs


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Companies already implemented e-HR Strategy:
y Dow Chemicals
y ABN-AMRO
y Ford Motor Company
y IBM


A Human Resource Management System (HRMS, EHRMS),
Human Resource Information System (HRIS), HR Technology or
also called HR modules, or simply "Payroll", refers to the systems
and processes at the intersection between human resource
management (HRM) and information technology. It merges HRM as
a discipline and in particular its basic HR activities and processes with
the information technology field, whereas the programming of data
processing systems evolved into standardized routines and packages
of enterprise resource planning (ERP) software. On the whole, these
ERP systems have their origin on software that integrates information
from different applications into one universal database. The linkage of
its financial and human resource modules through one database is the
most important distinction to the individually and proprietary
developed predecessors, which makes this software application both
rigid and flexible


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Small and medium sized business realities
One of the biggest sources of frustration for small and medium sized business
has been the inability to easily and cheaply use electronic technologies to better
manage their business resources. Enterprise Resource Planning (ERP) solutions
that rely on expensive mainframes, and high-level programming skills are
simply unaffordable by HR functions in small and medium business.
Human resource functions have struggled for well over a decade to shift their
focus from administration to more strategic contributions. From interactive
voice response systems and multimedia kiosks to implementing an enterpr ise-
wide HR/payroll system, people management professionals in large
organisations have invested heavily in reducing the administrative load on HR.
Until recently, costs were high and progress was slow.
The sudden explosion in Internet technology, however , has dramatically
accelerated the transition to a more strategically orientated HR function. New
resources are appearing that enable todays employees and managers IN ANY
SIZED COMPANY to complete HR- and benefits-related transactions on their
own. E - HR liberates human resources from its administrative shackles and
provides the foundation for a collegial, flexible workplace where employees
have easy access to communication tools.
In the meantime, the general comfort level using the web has increased so
steadily that it has become the preferred media in the workplace making the
introduction of E - HR a relatively painless and cost efficient welcome event
in almost any organisation.
The use of Internet and Web technology has also liberated management to re-
assume its abdicated role of day-to-day people management without the endless
wait for HR to eventually process requests for information, and/or provide vital
reporting information needed to make swift people management decisions.
Hopefully this will lead to the extinction of the old type of HR practitioner
who publicly proclaim the need to outsource HR Administration because it is
too complex and arduous to handle in-house (see article in Engineering News of
March 29 - April 04 2002, P 50, where the head of HR at Labour Assist, a
medium sized outsourcing company, appears to support this view). The smart
thing to do would be to invest in upskilling line managers with the ability to use
the new HR technologies to take on their strategic HR role, and t o outsource
non value-adding HR Administration.
. Getting from here to there
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To successfully make the transition from HR being an administrative cost HR
becoming an E - HR strategic partner of line managment, human resource
professionals must rethink their strategy for transforming the delivery of
information and services to managers and employees. New, evolving standards
such as extensible mark-up language (XML) are dramatically increasing the
ease with which HR can integrate various systems and databases into an E - HR
environment. These technologies also help present information in a user -
friendly manner that is available to employees and managers at all times and
from all locations.
Watson Wyatt, a USA based eHR company advocates that for companies to
become E HR focussed they need to move their HR communications and
transactions to the Web and Internet.
The Internet provides HR with the ability to transfer information and many
common administrative tasks to employees freeing HR personnel to pursue
more strategic initiatives. Benefits information, employee data changes and
other transactions that monopolized an HR department's time can now be
quickly handled via the Internet.
Employees and managers are embracing this "self -service" direction. The
functionality of the web is appealing for many reasons beyond cost:
>> A more mobile workforce needs access to HR information at various
locations and times (e.g. electricity line construction crews working in the
sticks)
>> Changes in work style resulting from the proliferation of more functional
wireless devices (phones, pagers, handsets, laptops and palmtops)
Companies that are ready to adopt an E - HR Strategy and realise improved
communications, reduced costs and fewer redundancies can start with the
following action steps:
>> Establish solid executive support for an E HR Strategy. Whether a
company is small, medium, or mega, there is an initial investment of money and
resources required to be successful. Be sure your business case states the return
on the investment.
>> Understand how far the core HR systems extend today. A technology audit
will help determine the effectiveness of your HR systems and databases.
>> Know the companys IT direction and limitations in areas such as a
corporate Internet, and remote computing strategy
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>> Develop a formal strategy for your HR web that: improves and integrates
existing content and provides a framework for seamlessly providing access to
users of the systems(s).
>> Get the most effective specialised support possibl e (from the IT function and
vendors) to deal with complicated issues such as legal, communications, and
data integrity and data security.
>> Finally, build early impact into the service delivery plan by scheduling clear
milestones and achieving them. Early returns on your global service delivery
initiative can only help build support at all levels within your multinational
organization.




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