HRIS Ch-10 Group 2
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Transcript of HRIS Ch-10 Group 2
8/14/2019 HRIS Ch-10 Group 2
http://slidepdf.com/reader/full/hris-ch-10-group-2 1/38
Page 1
HUMAN RESOURCE
PLANNING
GROUP – II
Gyanadev Boxi (18)Biraja Prasanna Dash (12)Pragyan Paramita Sahoo (31)Shweta Choudhury (48)Sailaza Praharaj (40)
8/14/2019 HRIS Ch-10 Group 2
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AGENDA
• Strategic HR Planning
• Forecasting Demand & Supply
• Planning Resourcing :- Talent Management
- Human Capital Metrics & Analytics
• SummaryGyanadev Boxi (18)
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GYANADEV BOXI (18)
FRAMEWORK FOR STRATEGIC HR
PLANNING
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HR PLANNING
IT IS THE PROCESS THROUGH WHICH
ORGANISATIONS MISSION & VISSIONS
STATEMENTS ARE DEFINED.
MAIN OBJECTIVE OF HRP-
RIGHT KIND & NUMBER OF
PEOPLE,RIGHT PLACE& RIGHT TIME
TO FULLFILL THEORGANISATIONS
GOAL.
Gyanadev Boxi (18)
8/14/2019 HRIS Ch-10 Group 2
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HR PLANNIG(SCHEMATIC
VIEW)INVESTIGAT
ION
FORECASTIN
G
PLANNING
IMPLEMENTA
TION
ILM ELMORG.AS
S
COR.
STG
D&
SWORKING
PATTERNS,T&D,RECRUITMENT,SELECTION,PERFO
RMANCE MGMT,COMPENSATION,ORG STR
&DEVLOPMENT
DEVLOPING HR POLICIES,UTILISATION OF HRIS&DIFFERENT HR TECHNIQUE.
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DEMAND FORECASTING
Biraja Prasanna Dash (12)
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DEMAND FORECASTING
TECHNIQUE• MANAGERIALJUDGEMENT
• RATIO-TREND ANALYSIS
• REGRESSION ANALYSIS• WORK STUDY TECHNIQUES
• DELPHI TECHNIQUES
• FLOW MODELSBiraja Prasanna Dash (12)
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MANAGERIALJUDGEMENT
Managers estimate future human resourcesrequirements using their experience and judgments to good effect.
Simplest way
Based on managerial judgement
Managers / Supervisors give their
requirements. Can be a “bottoms up” or “top-down” approach.
Most suitable for small organizations.
Biraja Prasanna Dash (12)
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RATIO-TREND ANALYSIS
This is the quickest forecasting technique.
The technique involves studying the past
ratios.
Study the ratio of personnel to sales of the
organization
Then forecast future ratios, making some
allowances for changes in the organization
or processes
Biraja Prasanna Dash (12)
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WORK STUDY TECHNIQUES
Can be used when it is possible to apply
work measurement techniques.
It helps in the calculation of the length of
the operations and amount of labour
required.
Biraja Prasanna Dash (12)
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DELPHI TECHNIQUES
It solicits estimates of personnel needs from a
group of experts, usually managers.
The HR personnel act as intermediaries,
summarizes the various response and reportsthe findings back to the experts.
The experts are surveyed again after receive thisfeed back.
Summaries and surveys are repeated until theexperts’ opinions begin to agree.
The agreement reached is the forecast of thepersonnel needs.
Biraja Prasanna Dash (12)
8/14/2019 HRIS Ch-10 Group 2
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Page 12
FLOW MODELS
Flow models are frequently associated with
forecasting the personnel needs.
The simplest one is the Markov analysis.
The forecaster will determine
Time should be covered.
Establish categories.
Count annual movements. Estimate the probability of transaction from one
state to another.
Biraja Prasanna Dash (12)
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SUPPLY FORECASTING
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SUPPLY FORECASTSupply forecast measures the number of
people likely to be available from within
and outside an organization.
The supply analysis covers-
3.Existing human resources
4.Internal sources of supply5.External sources of supply
Pragyan Paramita Sahoo (31)
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EXISTING HUMAN RESOURCES
Analysis of present employee is greatly
facilities by HR audit. The audits of non
managers are called skill inventories and
those of management called management
inventories.
Pragyan Paramita Sahoo (31)
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INTERNAL SOURCES OF
SUPPLY• Turnover rate =
(No. of separations during one yr/ Avg. no.
of employees during the yr) *100
• Conditions of work and absenteeism-
working hours,overtime,shiftsystem
Absenteeism -(No. of persons – Days lost)/(Avg. no. of
persons * no. of working days) *100
Pragyan Paramita Sahoo (31)
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Cont…..• Productivity level - Any change in
productivity would affect the no of persons
required per unit of output.
• Movement among jobPragyan Paramita Sahoo (31)
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EXTERNAL SOURCESSUPPLY
• College and university
• Consultants
Pragyan Paramita Sahoo (31)
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PLANNING & RESOURCING
Shweta Choudhury (48)
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• Resourcing – establishment of HRM
function within the organisation
• Planning & Resourcing refers to the
integration of HR tactics and operational
work areas
Shweta Choudhury (48)
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Strategic
HRM
Strategic
Management
System
Business
Plans &
Goals
HR
Goals
HRPrograms
HRIS
IT KnowledgeHR
Knowledge
HRPrograms
Evaluation
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CURRENT HRIS USAGE
( CIPD 2005)• Improving quality of information
• Reducing administrative burden on HR
deptt.
• Speeding up information delivery
• Enhancing flexibility of information to
support business planning• Providing better services to employees
• Enabling transparency in the HR system
Shweta Choudhury (48)
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HCM – The new HRIS
dimension• Producing measures for performance
management
• Aiding Human Capital reporting
• Transformatory approach to HRP
- Job Forecasting
- Scenario planning- Future oriented competency modeling
Shweta Choudhury (48)
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Contd…..
• E.g. – mySAP HCM
• An integrated employee data warehouse
• Enabling singular view of available talentworldwide
• Useful for providing dynamic, real time
analysisShweta Choudhury (48)
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Role of HRIS in strategic
systems• Talent Management Systems
TMS typically offer stand alone or
integrated modules which provide business functionality
in areas of human capital management• Performance Management
• Goal Management
• Compensation Management
• Talent Acquisition / Recruiting
• Training
• Career Development
• Succession Planning
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Contd…..
• Talent Tracking or Talent Platform• Part of TMS
• Talent Platforms are electronic services
that aid corporate recruiting• Talent Platform makes it possible for an
organization to manage the entire
employee lifecycle in one, comprehensivesolution.
Shweta Choudhury (48)
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Contd…..
TMS software vendors :
• SAP ERP HCM• Oracle E-Business Suite HRMS
• Oracle PeopleSoft HRMS
• Lawson SoftwareHRMS
Shweta Choudhury (48)
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Open source ( Saas Models )
• iCIMS• Cornerstone
• OnDemand
• StepStone• SuccessFactors
• Taleo
• PageUp People
• Insala
• Authoria
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HUMAN CAPITAL METRICS
AND ANALYTICSSailaza Praharaj (40)
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Metric management within SAP
Provide research, analysis and data driven decision support toenable HR to take competitive advantage
Consolidating analytics needed to plan, monitor and measure For loading and maintaining data warehouses called data mining Integrating end-to end business processes to speed decision making, drive
effectiveness and reduce costs Trying investments in recruiting, training and compensation to businessresults
Maximizing reuse of HR data to drive HCM processes Providing direct visibility into workforce performance Providing agility in workforce deployment so that organizations can
readily respond and adapt to change This is a powerful way to increase HR's influence on company
business decisions and future business strategies• Sailaza Praharaj (40)
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ANALYTICS FOCUSES ON…..
• Collect concerns the efficiency of HR function
- Productivity and cost metric for HR function
• On effectiveness
- Hr programs and practices have intended effect onthe people or talent pools
• Developing and optimizing the capabilities and core
competencies of the organization
- Performance of business processes- Reduced defects
- Increased speed
- More frequent innovation
Sailaza Praharaj (40)
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Steps involved…..
Identify and Audit Gaps in Human Capital
Processes
Build a Robust Evaluation Process
Track and Link to Actual Business Results
Reduce Errors and Scrap
Leverage Technology
Use Metrics for Performance
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Selecting, monitoring and reporting
key metrics• Identify the measurement technique to
apply to the human capital analysis.
• Formulate and test hypotheses by
establishing causality• Interpret the analysis and communicate
the results
• Monitor and report the key metrics
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Criteria for HCM METRICS
Firstly, we first look at the kinds of HR
metrics that are used by organizations.
• Second, we examine the degree to which
analytics are used to capture the impact of
HR on the business.
• Finally, we assess whether those HR
organizations that have more metrics and
make greater use of analytics are more
likely to be strategic partners
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• Metrics That Matter: Analytic
Taxonomy
• Information Distribution
• Metrics Delivery (Dashboards)
• Contextual Embedded Analytics
• Correlated Analytics• Predictive Modelling
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Examples……
• SAP-HR Analytics
• Microsoft producing “DUET”
Sailaza Praharaj (40)
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• In the process of gathering and reviewing information,you'll need to work closely with your human resourceinformation system (HRIS) experts. You need to startby asking basic questions: – What are the software packages currently used?
– Over what period of time have existing systems been inplace?
– Do they differ by geography, by business unit, by division? – What amount and type of historical employee data is
available?
– Have there been any major organizational changes? – What are the key employee segments, line of business,
function, geography?
• Sailaza Praharaj (40)
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THANK YOU