1. New trends in Managing Human Resources e-HRM
Lecture 11
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

2. 4 major fields for a more efficient HRM
Consulting and management Skills analysis and personal communication profiles, evaluation of individual performances, mobility, Compensation & Benefits,...
HR Central Services
Automatised Management Manpower and Skills Planning, Career Management, Internal communication and communication towards Shared Services Centers...
Personnel
Administration Payroll, social protection, health insurance, recruitment, benefits Participation, stock-options, time management, tasks planning, ...
Capacity Building Pedagogical Supports, methodlogies, didactical software, multimedia, elearning, professional & technical training, capacity building management and planning, training advising...
E-GRH
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

3. 1. HR Central Services Automatised Management
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

4. Rightsizing workshop, Muscat
Main objectives
Help first line managers in HR support
On key contributions they expect
With the fitted skills and organisation
Decrease drastically the cost of the HR function, in the framework of policy guidelines on performance of supporting functions
4,1% of assets, benchmark HR function (2,4%) (ie.FT)
Lighten structure to the benefit of the field
Apply advanced technical solutions to the HR Process to get the management and executives in action.
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

5. Rightsizing workshop, Muscat
..And also
Operational Observatory of the social climate of the company via Intranet :
Permanent
Autonomous
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

6. Satisfaction inquiries every quarter by Regional Delegations
ENQUETE SUR SERVICE PERCU RH mars
2003 10 20 30 40 50 60 70 80 90
100 1 2 3 4 5 6 7 8 9 11 12 13 14 15 16 17 18 19 21 22 23 24 25 26 27 28 29
Directions R é
gionales
Taux de satisafaction
Managers
Salari s
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

7. Satisfaction inquiries every quarter by Regional Delegations
HR staff
Too many HR staff on the field does not mean high rate of satisfaction!
Cible 1% >
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

8. Average of Centers Targets
Monthly compared analysis of Services from different HR Services Centers
Quality of Service, April 2004
Tracked call rates on HRassist
Accessibility of free reception n°
Time to Answer free n°
Rate of closed requests in due time
Rate of closed requests in 48h
Claims volume x10
Average of Centers
Targets
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

9. Technically..how does it work?
Simplify and automatise HR processes
Implementation of a HRIS : Human Resource Information Systems : Constitution of a project team within the HRD, who will elaborate Terms OF Reference and technical specifications and look for a partner who is competent, adaptable and who has proven its experience in the HRIS field
(*see non exhaustive list at the end of this presentation)
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

10. Methodological Approach for a HRIS
Project guidelines :
Such a project is considered as a BUSINESS project, before being an IS project : it is important not to have technical decisions taking the lead over the strategic business objectives;
HRIS objectives must be linked to strategic guidelines of the company, in order to optimize the Return On Investment (ROI) of the budget invested
Motivation of users and ownership of the Top Management are Key Success Factors of such project
Technical implementation :
It is preferable to choose:
An evolutive technical architecture to coordinate the HRIS with the other existing modules
Proven technical solutions better than extend choices of tools that look good and new on the market
Particularly looking at data extractions and transformation, specific attention must be driven on this important phase of the project for the quality of the HRIS data that has direct influence on the cost of the project
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

11. Methodological Approach for a HRIS
Leading the change
Consequences of availability of information (cultural, organisational, political ...) must be anticipated by pointing out transparency and the level of trust of users within the system
Motivation of users feeding the HRIS is such highly important that the feed-back on operational management of data is quick and relevant
Actions of leading change (preparation, training, coaching) are necessary towards each users population, to benefit the most from the project
Capacity to integrate new technologies, to anticipate and prepare the business evolution and changes (functional and technical data administrator)
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

12. Methodological Approach for a HRIS
Managing the project
Better than launching a HRIS project with a very large scope and ambitious objectives but longterm :
Adopt an iterative approach, each path bringing its tangible results within short-term deadlines,
Quick choice of a pilot
Detailed analysis focused on the pilot
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

13. 2. Consulting and Management
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

14. Needs in HR development
Acquire competencies
Make knowledge evoluate
Diagnosis
Competencies
Knowledge
Consulting
RECRUIT
EVALUATE
TRAIN, FOLLOW,
COACH,
SPECIALISE
IMPLEMEN-
TATION
ANTICIPATE
Adapt the HR strategy to the company needs
Anticipate needs in terms of personnel
Provide personnel with the adapted potential skills
Reduce time and costs of research
Improve quality of entering personnel
Ajust real needs with competencies
Reduce costs and time of trainings
Satisfy specific requests
Provide requested expertise to the final client
Self Adapt to the business cycle to the final client
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

15. Added value of E-HRM Diagnosis Competencies Knowledge Consulting
Acquire competencies
Make knowledge evoluate
Diagnosis
Competencies
Knowledge
Consulting
Advise in HR strategy
On-line diagnosis
E-recruitment
On-line evaluations
Competencies Cartography
Communauties of practise (CoP)
Access to businesses Knowledge portal
In-situ practises
Consulting service-action
Implementation of projects
Business trainings
Pedagogical Engineering
Coaching
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

16. Personal Evaluation Herrmann International©
The HBDI: Herrmann Brain Dominance Instrument :
The tool to measure the thinking preferences.
The inventory of the cognitive styles of a person
See presentation…
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

17. Rightsizing workshop, Muscat
3. Capacity Building
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

18. Capacity Building and e-HRM
Allows optimisation of costs linked to training
Piloting and managing the activity lighten administrative training expenditures:
Management of the training offer
Reception and validation of training needs
Implementation of the training plan
Positioning employees at the heart of the training process
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

19. Capacity Building and e-HRM
Classification of the Capacity Building actions
Individualised reception of needs with the possibility to request a training within the framework of the RIT : « Right to Individual Training », in or out of working hours
Analysis of provisional training plan per categories, per financing and per strategic guidelines
Availability of the employee’s «training passport » and overall bilan of acquired/realised training hours
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

20. E-learning : still waiting?
Necessity to adapt lead companies to think about the development of e-training or e-learning
+62% is the growth in terms of budget allocation within the training budget
More than 50% of the companies have not tested yet e-training but would like to do it in the next 6 months
Thanks to the RIT (Right to Individual Training) this is an open positive window
Source : OFEM-Le Préau Study
And study from Cybéosphère / Elearnactu
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

21. E-learning : still waiting ?
 67% of companies use e-learning
76% of these will use e-learning techniques within the next 3 years
94 % of HR managers and HR directors RH think the investment in e-learning is efficient for utilising training resources
Source : Management Center Europe : 500 European companies, interviewed in April 2004, during the HR European Congress organised by MCE
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

22. E-learning still waiting !
More than 30 % of interviewed companies do not have training programmes that include e-learning modules
45 % of the biggest companies interviewed have not put in place such strategic plan for e-learning
+250 interviews were done with General Managers, Admin & Finance Managers, HR Managers..of companies in the sectors of finance, industry and distribution in France, Germany, Italy, Scandinavia, Spain and UK (source : IBM)
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

23. 4. Personnel administration
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

24. Management of the HR admin
Piloting manpower (analysis personnel flows)
Piloting absenteeism
Piloting overall payroll
Mastering costs
Management of time, planning activities, acquisition of data through badging, valorisation of timing issues
Reporting payroll data to other divisions
Link to the Manpower & Competencies Planning system
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

25. Time Management : example
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

26. Communication towards Shared Service Centers (SSC)
Necessity to rationalise support functions (lack of efficiency, process is either too complex or too costing)
Expected outputs for Top management :
Global Decrease of operational and functional costs of 20 to 30% at comparable service level
Improvement of quality of service and clients satisfaction
Development of added value of the company
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

27. Challenge of the SSCs : optimise ration Value Added / Global Costs
Plurality of
Added Value
AV / CC
Plurality of
Complete Costs
Time
PILOT
OPERATIONAL PROCESS
GM R&D MKTG FIN BUY Sales IS General Sces
Human Resources
Source : Biporis
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

28. Mainstreaming the 100 SSCs* over Europe
*SSC : Shared Service Centres
Source : IMB-PLI Dec. 2002
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

29. New stakes for HR Directors
Be strategic partner
Business partner, of the
organisation
Anticipate and implement
Adapt personnel
Optimize resources
Evolution of competencies
Personnel change
Managing the employee
Managing personnel Administration
Develop and Manage
Work conditions
Company culture
Social climate
Mobility
Reliability and Optimisation
Payroll
Training
Recruitment
T I M E
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

30. E-HRM : Growth perspectives to take into consideration
Software market and associated services answering the functional needs of HR and which integrate new technologies (Internet and Web) is more than 1 billion Euros in 2004.
Could be nearly 1.4 billion Euros in 2006, with annual growth of +15%, and then attract many service companies present on this market.
E-HR market in France
for software and associated services
June ITU/BDT/ HRD
Rightsizing workshop, Muscat

31. Rightsizing workshop, Muscat
Thanking
hraccess.com
June ITU/BDT/ HRD
Rightsizing workshop, Muscat