The document discusses how HR systems have evolved from traditional manual systems to more advanced digital systems. It provides examples of key processes like recruitment, compensation, and training that have been transformed. Traditional systems relied on paper-based tasks and in-person interactions, while modern HRIS systems allow electronic processing and self-service online. The integrated HRIS provides improved data access, lower costs, and helps HR contribute more strategic value to organizations.

2. HR Software Applications

3. ERP - Information Flow
Planning
Planning
Assets
Production
Finance
Finance
Database
HR
Portal
Logistics
Logistics
JFK
Connected through internet provided by
IT Unit
Sales
-
Programs/
Departments
HRIS Unit
15 County Health
End Users
Team
VerticalBank
Programs
Externals
Externals

4. Key
HR Traditional HR Systems
HRIS
processes
-Electronic resume and internet posting
Performance
Evaluation
-Paper resume & paper posting
-Position filled in month
-Limited by geographical location
-Cost directed at attraction
-Manual review of resume
-Supervisor evaluation
-Face to face appraisal
Compensation
and Benefit
-Time spent on paperwork (benefit changes)
-Emphasize on salaries & bonuses
-Change made by HR
Training &
Development
-Standardized classroom training
-Development process is HR driven
-Time spent on assessing market salary
-Emphasis on ownership and quality of life
-Knowledgeable employee
-Change made by employee online
-Flexible on line training
-Development process employee driven
-HR lays out career paths
-Reactive decision
-Personal networking (local area)
-Focus on employee-management relations
-Strong Union presence
-Equal employment opportunity
-Task performance monitoring
-Employee manage their career with HR
-Proactive planning with technology
-Electronic and personal networking
-Focus on employee-employee relations
-Weak Union presence
-Intellectual property & data security
-Use of technology monitoring
Recruitment
Selection
Career
Management
Employee
Relations
Retention
Strategy
Work/Family
balance
-Not a major focal point
-Not a major focal point
-Positions filled in weeks or days
-Unlimited access to global applicant
-Cost directed at selecting
-Electronic review of resume (scanning
-360 degree evaluation
-Appraisal software
-Online employee opinion survey
-The critical HR activities currently
-Cultivating effective company culture
-Development & monitoring of program
-Erosion of work/home boundaries

7. How can HR professionals allocate their efforts to
contribute value for the organization?

9. ERP -ENTERPRISE RESOURCE PLANNING
Integrated
Solution
SD
Sales
FI
Designed
for all
types of
business
Financial
Acctg.
MM
CO
Materials
Mgmt
Controlling
PP
AM
Production
Planning
Asset
Mgmt
Database
Client / Server
QM
PS
Project
System
Quality
Mgmt
PM
WF
Plant
Maint.
Workflow
HR
Client/Server
Architecture
IS
Human
Resources
Industry
Solutions
Open
System
03

10. Manual HR System

11. Manual ….cont’d

12. Definition of Some Terms
 EMPLOYEE/MANAGER SELF SERVICE
A program that allows employees and/or managers to handle many job-related tasks normally
conducted by HR departments including benefits enrollment, and updating personal information.
Employees and managers can access the information through the company's intranet, kiosks, or
other Web-based applications.
 HRIS (HUMAN RESOURCE INFORMATION SYSTEMS)
Software-based systems that manage all or part of the human resource function for an
organization.
 HRMS (HUMAN RESOURCE MANAGEMENT SYSTEM)
The entire process of managing an organizations resources.
 ERPS (ENTERPRISE RESOURCE PLANNING SYSTEM)
Large computer applications that integrate multiple operations of a company or business unit.
 SOFTWARE-AS-A-SERVICE (SaaS)
Software hosted by a third party, usually accessed via a web browser, wherein you pay a monthly
fee that covers licensing, system maintenance, and upgrades.
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14. HR Information System Value
% of Employers successfully satisfying objectives
Improve Data Access/Accuracy
86%
Superior Service
80%
Enable HR to Serve More Strategically
78%
Administrative Cost Savings
Make Better Decisions
76%
65%
Enable Recruiting of Key Talent 55%
Source: 2009 Cedar Crestone HR Self-Survey Results – includes HR
Managers and Directors for Small to Large Companies

15. HR Information System Value
Process Savings
Salary Change
$33.50
$18.26
45%
Approve Promotion
$36.48
$14.01
62%
Create Job Requisition
$27.67
$11.11
60%
Performance Appraisal
$59.73
$47.60
20%
Enroll in Benefits
$30.06
$4.59
85%
Enroll in Training
$9.58
$2.31
76%
Change of Address
$1.58
$0.36
78%
Apply for job
$11.55
$6.09
47%
Source: Cedar Crestone 2009Value Report
15

17.  Succession planning is a process for identifying and developing internal
personnel with the potential to fill key or critical organizational positions.
Succession planning ensures the availability of experienced and capable
employees that are prepared to assume these roles as they become available.
 Career planning involves matching an individual’s career goals with
opportunities existing in the organization.
The organization should identify its own requirements and opportunities,
and offer training and career information to its employees.
The individual should recognize his goal, aptitude, and recognize what
training, and development is essential for a specific career path.

22. Training Subsystem