HRIS Applications I. Major HR Functions l Organizational design & HR planning l Staffing l Employee...
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Transcript of HRIS Applications I. Major HR Functions l Organizational design & HR planning l Staffing l Employee...
![Page 1: HRIS Applications I. Major HR Functions l Organizational design & HR planning l Staffing l Employee & organi- zational development l Compensation & benefits.](https://reader035.fdocuments.net/reader035/viewer/2022081512/56649e055503460f94af0ff0/html5/thumbnails/1.jpg)
HRIS Applications IHRIS Applications I
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Major HR FunctionsMajor HR Functions Organizational design &
HR planning Staffing Employee & organi-
zational development Compensation & benefits Performance management Quality of work life & compliance Communications & public relations
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Organizational Design & Organizational Design & Human Resource PlanningHuman Resource Planning
HR planningHR planning Job analysis Job design Work teams Information systems
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HR Planning ISHR Planning IS
To assess future supply and demand HRIS applications:
– Turnover analysis– Personnel planning– Succession planning– Labor relations planning– Organizational charting
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HR Planning - Work Force HR Planning - Work Force Profile ReviewProfile Review
Reports, standard & ad hoc examples– Average age and length of service by division– Average age by function and job type– Age bands of over 55, under 30 for turnover
Interpretations– Identify factors that affect how HR supports
strategic direction– Answer questions to identify current problem
areas & anticipate future problems, opportunities
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Work Force Dynamics Work Force Dynamics ReportingReporting
Data requirements, examples– historical data– promotion– demotion– transfer– turnover– retirement– job type division– time frame
– average salary, benefit costs– anticipated growth or decline
rate– anticipated salary growth rates– turnover reason– length of service– performance rating
Focuses on employee movements over time
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Example: Turnover Example: Turnover AnalysisAnalysis
PercentageExempt 95
9410.502.0
17.812.5
Voluntary Non-exempt
9594
10.910.5
7.16.6
PercentageExempt 95
945.22.1
1.00.0
Involuntary Non-exempt
9594
3.03.6
4.22.2
Avg Performance 9594
2.72.7
2.52.8
Avg Length of Service 9594
5.05.4
7.65.2
Profile of People Leaving the Company:
Categories of Turnover Year Home Int’l
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Transition MatrixTransition Matrix
Un-skilled
Semi-skilled
Skilled Prof &Tech
Mana-gerial
Retention rate % 55.99 73.13 69.32 72.18 70.86
Demotion rate % 1.02 0.75
Promotion rate %
To semiskilled 20.93
To skilled 7.82 12.40
To prof/tech 0.25 1.03 5.11
To managerial 0.38 1.55 6.95 12.30
Turnover % 14.63 11.89 17.59 15.04 29.14
Historical Transition Information (1993-1994)
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Flow Projection: Attrition Flow Projection: Attrition ReportReport
Short Excess Short Excess Short Excess
Unskilled 389.70 589.75 680.93
Semiskilled 48.26 16.76 39.79
Skilled 40.25 78.70 114.42
Prof & Tech 55.25 89.72 110.93
Managerial 14.84 22.01 23.15
Attrition Report (no hires or reductions)1989 1990 1991
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Personnel Planning Personnel Planning AnalysisAnalysis
Year: 1994 Begin.HeadCount+
Proj’dHires
Proj’dEndingHead Ct
TotalSalaryCosts
T Costswith FringeBenefit
Unskilled 521.66 308.05 829.71 8,990,757 11,490,187
Semiskilled 461.53 12.77 474.30 7,425,402 9,838,658
Skilled 493.28 26.92 520.20 11,612,423 15,595,484
Prof &Tech 257.35 44.57 301.92 7,928,569 10,862,139
Managerial 222.43 -4.15 218.28 7,347,959 10,176,924
Totals 1956.26 388.15 2344.41 43,305,110 57,963,393
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HR Planning SummaryHR Planning Summary Decision support systems, “what if” analyses Stimulate thinking about policies & programs Data collection, analysis, and evaluation to
summarize information Offers information, not interpretation or
decision Used to:
– identify gaps and surpluses– evaluate policy compliance– determine implications of implementing new
programs
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StaffingStaffing
Recruiting, interviewing, hiring Employee selection methods Induction, orientation Affirmative action, EEO planning Promotion, transfer, separation Outplacement services
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Staffing/Employment ISStaffing/Employment IS
Identify, attract, select prospective employees within budgetary & legal guidelines
Maintain pertinent employee data over time HRIS applications:
– Applicant tracking– Recruiting analysis– Selecting: tests and
evaluation
–Basic employee information–EEO/AA–Position control–Scheduling
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Applicant Tracking Applicant Tracking ExampleExampleApplicant
NameRace Sex Job Title
Appliedfor
JobGroup
Refer-ralsource
StatusDispo-sition
Michaels, Jill C F MarketingRep
10 2 4
Donson, John H M MarketingRep
10 1 5
Race:C. CaucasianB. BlackO. OrientalA. American IndianH. Hispanic
Referral Source:1. Walk-in2. Ad3. Agency4. Referral5. File search
Status Disposition:1. Another chosen2. No opening3. Declined interview4. Declined job5. Hired
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EEO ReportingEEO Reporting
Title VII and other laws Prohibit discriminating File reports of employment patterns Data maintenance, manipulation,
analysis, reporting Applicants & employees Selection rates in hiring, promotion, other Adverse impact (4/5 rule)
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Impact Ratio: M-F Impact Ratio: M-F PromotionPromotion Data from HRIS:
– # in job group, begin AA planning period»Male: 60, Female: 20
– # promotions during AA planning period»Male: 20, Female: 4
Compute rate of selection– 20 male promotions/60 potential male promotees
= .33– 4 female promotions/20 potential female promotees
= .20 Compute impact ratio
– .20 female rate/.33 male rate = .61 Is there adverse impact?
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Affirmative ActionAffirmative Action
Who: Government contractors & organizations found with illegal hiring
Utilization analysis: compare employment of women and minorities in the work force with their availability in the labor market
Establish goals & timetables to eliminate any instance of underutilization of women and minorities in the employer’s work force.
Plan action steps to be taken by management to reduce underutilization, attain goals & timetables.
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Employee & Employee & Organizational Organizational DevelopmentDevelopment
Attitude surveys Career planning, development Employee assistance, counseling Skill training, non-management Retirement preparation programs Management, supervisory
development
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Training & Career Training & Career Development ISDevelopment IS Training needs analysis Formal education needs Training administration Computer-based training Training evaluation Career profile Future development Career planning
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Training AdministrationTraining Administration Data requirements
– Employee ID– Current job– Previous jobs with firm– Other work experience– Education
reimbursement– Course title– Educational degrees– Apprenticeships
– Training class lists– Training location– Training cost– Formal education
experience– Skills acquired– Certifications– Education
completed– Training
evaluations
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Training Administration Training Administration ReportsReports Employee development a major
cost/value Cost/benefit analyses Standard individual or summary
reports: Employee job history, employee training report, career profile.
As turnaround documents Ad hoc inquiries
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Citibank’s JobmatchCitibank’s Jobmatch
Overall Specific Generic Grade Position MissingTasks
81.32 74.73 87.91 07 WindowClerk
02 24 44 7071
75.44 68.14 82.74 09 Book-keeper
44 47
73.21 65.82 80.60 08 PayrollClerk
02 44 48 71
Candidate Matched to Requisitions Distribute to PSOptions--Same Group only: No Grades 7 to 9 Min Salary: 319CCandidate: Staffmember, John Q Per No: 0190025 Grade 07 TellerBanking Group: Consumer Services Performance Rating: FSpecial Qualifications: Prefer Wall St Assignment- - - - Scores- - - - -
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Training EvaluationTraining Evaluation Data Requirements
– Same as training administration– For DSS, add: training outcome measures:
exam scores, trainer evaluations, and job performance changes after training, an information on training participants.
Reports– DSS with statistical model– Air force Technical Training Impact Model
(TTIM)