Changing the role of HR

in support of
High Performance Organization
Market Forces
Shift from the industrial era to the knowledge era
creating a focus on people as the primary
competitive advantage

Companies continue to restructure, downsize,
globalize, develop alliances, acquire and sell
all areas of the business, which creates
constant change for the
entire organization

Growing use of technology is changing where
we work and the way we work


Market Forces
Shorter product life cycles also creating constant
change and innovation

Stronger focus on core business & competencies
- what we do well

Changing composition of our leaders and work
force with different values, beliefs and needs:
- ageing workforce living longer
- role of second income earner
- entrepreneurial work place
- nationalisation and globalisation
- traditional work changes

Key trends
Business turbulence blurring borders and structures
needs flexibility
Growing complexity higher and changing business
demands
Tight labour market growing competition to attract
the best talent
Changing life style balancing work / life becomes a
prerequisite
Changing loyalty developing marketability is
becoming key
Work environment by providing learning
opportunities
Company image using brands to position the
company
Business success behaviour is valued higher than
degrees








So what does this mean?
High Performance Organizations will face
increasing competitiveness
Changing Marketplace

New entries

Investment on:


People Intensive
* Competencies are
key to entry
* Global mindset
* Growth Market
* Seamless organizations


Consequences for Business
* Product Innovation
* Manufacturing and Supply
Chain Management
* E-business initiatives
Implications for HR
* Innovation and CHANGE
* Service mindset
* Value Added results
* New recruiting methods
HR needs to change the way we manage
Individual Market
focus by region
Status Quo
Vertical communication
Success through risk
avoidance
Remain constant
Little change
Global status
Employer of Choice
Constant enhancement
Vertical & Horizontal
communication
Success through leadership,
courage and risk taking
Management processes are
competitive advantage
Speed to react
Entitlement Culture
- little at risk
Results Culture
- we deserve what we earn
New management skills require
new competencies
Commitment
and Competence
Strategic
Alignment
Organizational
Performance


Management
Competencies

HR Leadership
(Individual Leadership)
Entrepreneurship

Driving CHANGE
Crafting Strategy
Knowing the Business
Valuing People
Building Partnerships
Leveraging Functional
Expertise
Planning (For
Business Results)
Seasoned
Judgment
Intuition
and
Believing
Dialogue
Self-
Directed
Learning
Corporate
Values
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Competency Model
Senior
Leadership
Creating redefining
markets
Designing adaptive
strategy
Business
Outcomes






Creating an
adaptive culture
Developing
networks of talent
and capabilities


Working across
organizational
boundaries to build
value
Managing
knowledge as an
organizational
asset
Creating value
through strategic
use of functional
expertise
Building sustained
business success



Make it happen !
How can HR add value to the
Business Process?


By creating culture,
developing teams,
cohesive HR action and . . .
Why HR Matters
Create HR practice
Drives employees &
management
commitment
DELIVERS RESULTS
HR process and
operational structure
Business Management Strategies & Goals
HR Management Objectives & Enabling Transition
HR Operations Targets & Action Planning
Organizational Planning & Effectiveness
People/Skills Sourcing
Competency Development & Realignment
Performance Management & Review
Remuneration & Reward Management
Career/Succession Planning
Employee & Industrial Relations
^ u
+
+
Human Resource Transformation
STEP ONE
Performance Management
Administrative Excellence
PEOPLE GROWTH
BUSINESS IMPACT
HR EXCELLENCE
Human Resource Transformation
STEP ONE


Performance Management
Administrative Excellence
Succession Planning
Workforce Planning
Skills Development
STEP TWO
PEOPLE GROWTH
BUSINESS IMPACT
HR EXCELLENCE
Human Resource Transformation
STEP ONE




Performance Management
Administrative Excellence
Succession Planning
Workforce Planning
Skills Development
STEP TWO
Strategic Business Partner
STEP THREE
CHANGE Initiation/Management
Strategic Labour Relations
Business Process Facilitation
Competency Development
Work Process Improvement
PEOPLE GROWTH
BUSINESS IMPACT
HR EXCELLENCE
HRs BUSINESS INVOLVEMENT
Strategic Planning
Process Management
Business strategy development
HR Capital allocation
Performance Management
Objective/target setting
Operational plans
Business performance reviews
HR Management
Performance appraisals and compensation
Succession planning
Management development
Functional Geographic
Co-ordination
Functional policies
Sharing knowledge and best practice transfer
Sharing business assets/activities
Shared support services
HR Processes to Apply
B B
U U
S S
I I
N N
E E
S S
S S
S S
T T
R R
A A
T T
E E
G G
Y Y
Performance
Management
Succession
Planning
Organizational
Planning
People Sourcing
Employee
Relations
Remuneration
Management
H
I
G
H
P
E
R
F
O
R
M
I
N
G
P P
E E
O O
P P
L L
E E
Competency
Development
HR
Strategy
Organizational learning
HR can play a leadership role
in enabling organizations to meet
the competitive challenges
Globalization
Profitability through growth
Technology
Intellectual capital
. . . but we have to CHANGE!
HRs role IN support of
High Performance Driven Organisation
Building Leadership and HR Capability strength
Performance and Results Driven Culture
Align/Simplify infrastructure and systems
THE HR ROLE MUST CHANGE
FROM TO
GROW
[ Performance auditor/
coach
removing barriers
process steward
benchmark practices
[ Team Leaderships
[ Effectiveness -
company wide view
not funnelled
DEVELOP
[ Human Capital
[ Development of:
Core processes
for business growth
Support team
development
HR Self-renewal
Transfer of knowledge
Retain talent
CONTROL
[ Policies/procedures/
systems
[ Salary & Benefits
Administration
[ Unbalanced interaction
on management issues
Recruit
&
Select
Train
&
Develop
Manage
&
Promote

Redeploy
&
Exit
ADMINISTRATION SUPPORT

STRATEGY

ORGANISATION

INDIVIDUAL
ADMINISTRATION SUPPORT
VALUE ADDED ACTIVITIES
NON VALUE ADDED ACTIVITIES
Value added
10%
Non value
added
30%
Administration
60%
Value added
70%
Non value
added 10%
Administration
20%
And
Beyond
60%
20%
= Re-engineer
= Outsource
= Insource
= Self Service
= Multi Skill
= HRIS
30%
10%

= Do not do!
&
See what happens
10%
70%
= Raise Personal profile
= Build up Skills
= Partnership with Management Team
= Communicate processes
= Secure commitment
MORE PEOPLE WILL UNDERSTAND WHAT WE ARE
TALKING ABOUT IF YOU TELL IT TO THEM,
CLEARLY & IN THEIR LANGUAGE,
THE BUSINESS LANGUAGE - RESULTS DRIVEN
HUMAN
Values such as moral, culture, growth and job satisfaction
PRODUCTION
Values such as efficiency, productivity and results
FINANCIAL
Revenue, profit and cost containment
TO
Senior Managers can create an era
in which HR is focused on results
instead of activities




Communicate to the organization that the human
side effects business results
Explicitly define the deliverables from HR and hold
HR accountable for results
Invest in innovative HR practices
Upgrade HR professionals
How to transform HR Management
SHARED MIND-SET
To what extent does our company have the right culture?
COMPETENCE
To what extent does our company have the required HR knowledge,
skills and abilities?
CONSEQUENCE
To what extent does our company have the appropriate HR measures,
rewards and incentives?
G0VERNANCE
To what extent does our company have the right organisational structure,
communications systems, and policies?
CAPACITY FOR CHANGE
To what extent does our company have the ability to improve work
processes, to CHANGE, and to learn?
HR LEADERSHIP
To what extent does our company have the leadership to achieve its goals?

KEY SUCCESS FACTORS FOR CHANGE



Leading CHANGE (Who is responsible?)

Creating a shared Need (Why do it?)

Shaping a Vision (What will it look like when we are done?)

Mobilising/commitment (Who else needs to be involved)

Modifying systems/structures (How will it be institutionalised?)

Monitoring progress (How will it be measured?)

Making it last (How will it get started and last?)
CHANGE BEGINS BY ASKING WHO, WHY,
WHAT AND HOW!!!
PRIMARY OBSTACLES TO SUCCESSFUL CHANGE INCLUDE:
Resistance to CHANGE
Limitations of Existing HR systems
Lack of Executive Commitment
Lack of Executive Champion
Unrealistic HR expectations
Lack of Cross-functional HR Team
Inadequate team and user skills
Management staff not involved
HR Scope too narrow
20% 40% 60% 80% 100%
WARNING SIGNALS TO
RESISTANCE TO HR CHANGE
#5

In reality HR is only
focused on spending
#4

To tell you the truth, I
dont know what HR does
#3

Everybody knows HR doesnt
know the business
#2

Fact is that HR cannot
add value
#1


Research has shown that HR
is incompetent
Know the current situation

Develop clear picture of where organization going

Set specific goals and dates to achieve that vision get input
from the people affected by the CHANGE

Outline the transition state in detail

Determine action to achieve the desired CHANGE

Develop/execute plan for managing transition
To manage HR transformation well
For management to support the
HR transformation
Expect it will result in some personal gain

Expect a new challenge as a result

Believe that CHANGE makes sense and is right thing to do

Given an opportunity to provide input to the CHANGE

Respect the person who is championing the CHANGE

Believe it is the right time for the CHANGE
Communicating the Transformation

For others to buy into CHANGE communicate vision clearly

Use active listening skills to encourage input and show that
you have heard and understood the comments and concerns
raised by others

Emphasize to employees and management that you will be
available/willing to answer any questions they may have.
Increase your exposure through . . . management by
walking around
Implementing
HR organizational CHANGE
Give same information that made you decide CHANGE
was necessary
Be straightforward/honest/thorough in describing all
aspects of CHANGE process, include both positive and
negative implications
Recognize that if you tell people only what they need to
know, you arent telling them enough. Tell your
employees as much as you can, as as soon as you can,
including the bad news and your concerns, to prevent
them from hearing it through the grapevine
Be more available to your people
Implement formal communication procedures
Making it happen!
Build an intricate understanding of the business

Encourage uncompromising straight talk

Manage from the future. Be all that you can be,
this is not a destination to be reached, but a mind
set to manage from

Harness setbacks

Promote inventive accountability

A genuine transformational employment contract has four
levels:
- the traditional reward & recognition

- employability

- sense of meaning in the work strong enough to generate
intrinsic satisfaction

- understanding where the company is going and have
some say in shaping its destiny
Making it happen!
Understand the quid pro quo. Make sure that members
receive commensurate returns.

Create relentless
discomfort with
the status quo
Making it happen!
Stimulate others to accept HR improvements
Set the expectation that people will make improvements
and initiate CHANGE. Model these behaviors yourself

Welcome and encourage improvements. Discuss good
ideas people have had. Celebrate successes

Dont shoot the messenger who tells you about
problems. Ask for solutions
Stimulate others to accept HR improvements

As part of performance planning, set goals for changes
and improvements that employees will make

Encourage and require measurements of work processes
so that improvements can be charted and seen by others

Help others understand both organizational and
personal barriers to CHANGE
HRs new role
Becoming an influential CHANGE agent
Becoming a effective business partner
Becoming an outstanding functional resource
Becoming an enabler and champion
Understanding the business
Ability to deliver business results
Ability to manage CHANGE and Culture
Value adding
Human Resource
practices
HRS NEW BEHAVIOUR
Personal
credibility &
behaviour
Here are the future competencies of HR

@ Spending time on matters that are most important to
Business

An Effective Business Partner
@ Solid understanding of goals, objectives and profit
dynamics of business
@ Being actively involved in Business Planning Process
@ Developing human resource plans that are clearly
driven off business strategy
@ Understanding legal/regulatory issues which impact
the business

Here are the future competencies of HR

An Outstanding Functional Resource
@ Ensures HR administrative matters are efficiently and
expertly handled
@ Designs high performance HR systems to support and
drive culture
@ Keeping abreast of new developments in the human
resource field
An Enabler and Champion
Here are the future competencies of HR

@ Helping employees get the resources they need to
be successful
@ Listening to/responds to employees so they are
assured their concerns are heard
@ Providing candid feedback and advice to senior
management
@ Develops the people skills in others



Here are the future competencies of HR

@ Explains changes in terms of the business strategies
and priorities
@ Facilitates development of good working relationships
with other members of the business team
@ Being diplomatic - settling differences without damaging
relationships
@ Keeping personal commitments and following up




An Influential Change Agent
Aligning HR and
Business strategy
Executing
HR strategy
Being an effective
business partner
Organisational
diagnosis
Building an efficient
organisation -
shared services
Being an outstanding
function resource
Listening and
responding to needs,
providing resources
Increase commitment
and competencies

Being an enabler
and champion
Managing
transformation,
ensuring capacity
to CHANGE
Creating a dynamic
and ongoing
organisation -
Process Enabler
Being an influential
CHANGE agent
Activity Deliverable Outcome
Role


Strategic
HR Mgt.



Structure



Coaching &
Mentoring



Culture
Change
Management
HR ROLES DELIVERABLES AND ACTIVITIES
Success factors for
implementing new HR role
BUSINESS LEADERSHIP
Managing vision & purpose
Functional excellence
Dealing ambiguity
Strategic with capability
Business acumen
Financial acumen
DELIVERING VALUE
MAKES MONEY
Innovation Management
Timely decision making
Drive for results
Customer focus

PEOPLE AND TEAM
LEADERSHIP
Interpersonal effectiveness
Building effective teams
Withstands pressure
People development
Takes ownership
HUMAN
RESOURCE
SUCCESS
FACTORS
SUCCESS FACTORS
DELIVER
STRATEGIES
HR
LEADERSHIP
PEOPLE
MANAGEMENT
DELIVER
RESULTS
HR
LEADERSHIP
PEOPLE
MANAGEMENT
DELIVER
PROGRAM
HR
LEADERSHIP
PEOPLE
MANAGEMENT
TOP:
MIDDLE:
ENTRY:
This mix of Success Factors change . . .?
Delivering value - Making Money
1. Drive for results
Demonstrating extraordinary levels of energy/effort
2. Timely Decision making
Giving a clear cut decision when they need one on one
3. Customer Focus
Making decisions based on whats best for the customer
and shareholder
4. Innovation Management
Rewarding people for trying new things rather than
punishing them for mistakes

2. Strategic Capability
1. Managing Vision and Purpose
Communicating an exciting vision of the future for the
business
Helping people understand how their jobs contribute
to the overall success of the business
Developing strategies and plans that are responsive
to the long term needs of the business
Understanding the strategic implications of decisions
3. Dealing with Ambiguity
Managing change in a thoughtful & well planned rather
than a reactive manner
HR LEADERSHIP
5. Functional Excellence
4. Business Acumen
Understanding the critical leverage points of the
business and changing industry & market conditions
Keeping up to date with leading edge developments
in your field or function
HR LEADERSHIP
1. Taking Ownership
Accepting responsibility for the consequences of your
decisions and actions

Consistently demonstrating high levels of integrity
in your daily contacts with others
PEOPLE AND TEAM LEADERSHIP
2. People Development
Being supportive & helpful in daily contacts with
others

Working with others to continuously improve their
personal performance
PEOPLE AND TEAM LEADERSHIP
3. Interpersonal Effectiveness
Establishing a climate of openness and trust

Empowering people at lower levels to make decisions

4. Withstanding Pressure
Being willing to speak out on issues even when your
view is unpopular

Responding in a non-defensive manner when others
disagree with you
5. Building Effective Teams
Encouraging people to collaborate with others

Conducting team meetings in a way that builds
trust & mutual respect
PEOPLE AND TEAM LEADERSHIP
HR PROCESSES
must support . . .
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Drive for results
Customer Focus
Timely Decision Making
Innovative Management
Managing Vision/Purpose
Strategic Capabilities
Dealing with ambiguity
Business Acumen
Functional Excellence
Takes Ownership
People Development
Interpersonal Effectiveness
Building Effective Teams
Integrity and Values
Sets High Personal Standards
Withstands Pressure



















SUCCESS FACTORS
OVERALL RATINGS SHOULD BE WORLD CLASS
N HR Plans driven by Business Strategies

N Behaving in a way that leads others to trust HR
N Designs high performing HR processes to support and
drive business culture and performance
N Keeping personal commitments and follow-up - HR Pros

N Communicating views openly, honestly and directly
without fear
The most important HR processes are as follows:
How to Realize
Managing perfomance oriented processes
Promoting and developing entrepreneurial behaviours
Linking rewards to outputs and competencies
Sourcing primarily internally and communicate results
Tracking perceptions of high potentials
Developing people to the best of their ability
Walking the talk in balancing work/life
Making people processes fair and transparent
Emphasising individual and team contribution
HR Priorities for 2000 and beyond
Business Results Orientation
Phase 1

HR Information Systems

Critical Success Framework/Standards

HR Accountabilities

Measurements/KPIs Skills

HR Core competencies

Feedback/Coaching Rewards

Strengthen Performance Linkage
HR Priorities for 2000 and beyond
Business Results Orientation
Phase 2

Full Senior Management Commitment

First Full Year of Implementation versus Results

Audit + Improve Best Practice
Phase 3

Full global coverage

Multicultural emphasis

Deepen Performance related pay

More pay at risk

HR Priorities for 2000 and beyond
HR Leadership/Capability Building

HR Leadership Review/Profiling

Audit/Bench strength

Development Plans/HR Plan to deliver Strategy/Results

HR & Business Capability Reviews

Growth opportunity + Career management

Value for money


HR Priorities for 2000 and beyond
HR Leadership/Capability Building


Ongoing
Assessment Centres
Master skill classes
Cross boundary Value Creation projects
Improve retention
Track growth opportunities
Executive Education enhancement
Leverage skills in a seamless organisation

Focus on
Repeat & improve success . . . Celebrate!

Target on World Class performance

High Performance Team Development

Joint HR & Functional learning
HR Priorities for 2000 and beyond
Simplify Infrastructure/Shared Services

Clarify HR Role/Value added
Realign all HR Services and outsource
Reshape Consultative and change agent framework
Streamline HR processes


Simplify Salary and Benefits administration
Build success factors for HR
Upgrade HR people
Share HR Best Practices
Most important behaviour for HR in the Future
Establishing a climate of openness and trust

Being open and candid with people rather than being
vague or indirect

High levels of integrity in day to day dealings

Honestly and directly confronting conflict

Take personal responsibility for decisions and actions

Establish clear performance goals and standards
HR must be committed to
PEOPLE STANDARDS
R HONESTY OF FEEDBACK
R TOUGHEN UP MANAGEMENT REVIEWS
DRIVE VALUES & RESULTS
Key HR processes
for Management Reviews

Retention Planning
Results & Achievement Driven
Competency Development
The overall objective in
a Results Driven Organization
MAKING MONEY
Training and Development
Career Planning
Rewards and Recognition

Company objective setting
Process/Unit objective setting
Individual objective setting
Performance Review
On-Going Feedback
Corrective actions
Re-setting objectives

High Performance Organizations
Processes in a
High Performance Organization
Retention
Performance
Assessment
Training &
Development
Growth
Planning
Opportunity
Planning
Potential
Assessment
HR Competencies
Mission

Strategies,
Core
Competencies,
Values
Business
Environment
High Performance Organizations

Functional

Business


People

Technical/Professional
HR Processes
The group of competencies related to understanding and being
able to achieve the business objectives in the context of the
market, the competition and the political and social environment.
The group of
competencies needed
to work effectively
with others.
Conceptual/ Strategic
The group of
competencies needed to
deliver the products or
services required.
High Performance Organizations
Function Manager
Team Leader
Individual
Contributor
Self
Managing tasks
Ongoing operation
Managing processes
Business Leader

Strategic Business Unit
Managing
multiple functions
Team
Managing
through others
Behavioural Indicators










Managing the Job
Knowing the Business
Customer Focus
Running the Team
Leadership
Teambuilding
Developing People
Running the Company
Strategic Thinking
Achieving Results
Influencing and Persuading
High Performance Success Factors

KEY TO THE ONGOING
SUCCESS OF THE BUSINESS







Involvement of all levels of the management,
both line and staff & HR processes


Closely co-ordinated HR processes with strategic
business plans
Progress and results achieved
against current business
development objectives and future
thrust & direction
ASSESSMENT OF:

KEY TO THE ONGOING
SUCCESS OF THE BUSINESS



Assessment of short & long term HR strategies
Determine high performance organisations
resource issues
people risks
people opportunities
REVIEW OF:
Management strengths
Areas for improvement and growth
Opportunity planning
Development of high performance managers
KEY TO THE ONGOING
SUCCESS OF THE BUSINESS
KEY ORGANISATION AND MANAGEMENT ISSUES
Summary of HR objectives and plans for business
development
OBJECTIVES AND PLANS FOR COMING YEARS
Address only organizational issues that matter
Identification of significant organisation and
management issues that present risk and/or
opportunity for the business
Identification of people in the organization who
deliver business results
HR MUST ENSURE:

Continuity
Skill Base Management
Excellence & Best Practices
BASIC HR PLANNING
Right People
Right Place
Right People
HR ALIGNMENT TO THE BUSINESS
WHY?
Aggressive Sales
Plans & Market
Competition Growing need for
High Quality
Management
Growing
Complexity of
Jobs
HR MUST BELIEVE THAT . . .
High Performance organisation are the cornerstone
for business excellence and development
Management must take personal responsibility
for developing High Performance Organizations
High Performance Organizations should be a
deliberate process
Requiring absolute commitment to execution
People respond best to challenging objectives,
recognition, freedom to act and contribute and
opportunities to participate and grow in High
Performance Organisation
We have a new generation of managers, they
are team players, who are motivated and
committed to excellence
Executives, managers and supervisors
recognise the companys expectations to keep
learning and developing
Managers should have a plan and communicate
the process for the development of their people
HR MUST BELIEVE THAT . . .
On-the-job training is the most effective method of
development, supported by other forms of training and
education (80-10-10 rule)
A number of cross-roads can be utilised to make on-
the-job training effective experience:
- Series of timely assignments
- Having a variety of bosses as models
- Early experience with adversity, risk-taking or tough
problem-solving

- Multifunction and international exposure
- Well-selected outside education training
HR MUST BELIEVE THAT . . .
LONG-TERM MANAGEMENT REVIEW
OBJECTIVES
SLDE will earn a reputation for:
- Superior Management
- Management continuity
SLDE achieve measurable results:
- 85% selection of executives from our succession
plan
- Internal management promotion rate of 90%
- Carefully planned infusion of high talented people
into organisation (10%)
- 90+% retention rate of key management
- Diversity - Women in Management
What kind of HR
leadership is needed
to manage
HR LEADERSHIP SKILLS
Provides direction
Leads courageously
Influences others
Fosters teamwork
Motivates others
Coaches and develops others
Champion & Facilitate CHANGE
LEAD COURAGEOUSLY
Identify HRs most deeply held convictions. Use those
convictions to guide HR leadership
Give people the feedback they need, even when it may
be difficult or unpleasant
Stand behind HR people and back their decisions
Attack problems, not people - Results and Service
orientation
Prioritize, drive hard on the right HR issues
LEAD COURAGEOUSLY
Believe that HR has the power to make a difference,
and accept the responsibility of trying
Challenge others to make tough HR decisions
Be decisive - No wishy washy & soft HR decisions
Use simple, clear language when communicating

Being a HR manager is not a popularity contest, but
earn respect
HR needs to be driven by LEADERS
Very high aspiration and vision
Demanding and will not accept second best
Effective teambuilding at the TOP
Ability to penetrate to micro-level
Single-minded adherence to simple, clear success
measures - not just financials
Productive fear of failure
Highly motivated, if not inspiring can do attitude

Orientation around best practices

Passionate defenders of core business

Understand how HR works in its detail, what customers
want and what competitors can-do and how market
CHANGES
HR needs to be driven by LEADERS
STRATEGIES & VISION
Persuasive, occasionally pushy

Real and effective follow through on accountability

Aggressively learn from others who are better

Establish a good place to work but not always
comfortable

Performance shortfalls are held accountable

Rewarded by being part of a Winning Team
HR needs to be driven by LEADERS
PERFORMANCE DRIVEN
Strong sense for development of accountability and
performance challenges

Uncomplicated line of communication and approval

Try to develop transparent structures and key business
processes

Regular top-down and bottom-up management meetings
HR needs to be driven by LEADERS
SIMPLE STRUCTURE AND CORE COMPETENCIES
Do many things well but at least 1 function at
World-Class level

Focus on building HR skills as the way to run the
business

View Human Capital as real competitive advantage
HR needs to be driven by LEADERS
BASED ON WORLD-CLASS SKILLS
Clear focus on performance through recognition and
motivation, successful long-term, and developmental
opportunities

HR Leaders have informed view of key business
contributors

Best people/teams in most critical/demanding positions

Bench strength is top priority
HR needs to be driven by LEADERS
DEVELOP PEOPLE as a Priority
SIMPLICITY IS THE KEY!!!
COMPLEX






SIMPLE
COMPLEX SIMPLE
HR
World
HR SYSTEMS