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Talent Management- Information Systems
The purpose of Talent Management Information Systems is as follows:
Employee Competency Assessment – It is essential as part of Talent Management to rate employees on a variety of competencies or skill sets. Employee competency assessment can be simple supervisory rating systems or complex 360 degree surveys in which supervisors, employees, subordinates and clients participate in the ratings process. Employee competency assessment can be used as the basis for a variety of reports assessing an individual, a division, or an entire company. Employee competency assessment data can also be correlated with performance data like sales or cost control to assess the validity of their relationship.
Succession Planning – By surveying replacements for incumbents and employees career paths, succession plans can be developed.
Training and Professional Development – Training and ongoing development programmes can also be assessed based on employee and organizational ratings. A training system can be anything from a list of books, resources and standardized courses to an online integrated training system. By gauging corporate training needs, larger scale internal training programs can be created as well as career guidance programmes. Large scale training and development assessments based on competency needs can be used to create organisation wide valid and effective programmes.
Compensation – Employee and division ratings and base compensation and incentive programmes can be integrated within an overall talent management system. An organisation must have a pay strategy and set of administrative guidelines to drive pay practices based on employee assessment.
Additional Features and Integration There are limitless number of variations that can be developed from the four basic talent management features. EEO data can be tracked to create training and career programs for diverse employee groups. Companies in different sectors of the economy have different emphasis for talent for assessing talent. A retail operation may need to focus most of its resources on simple survey ratings, while a technology company may need to focus most of its attention on training and development. A final feature integral to all talent management information systems is integration – the ability to optimize the flexibility to use all data in new and unique ways.
Talent Management and The HRIS Solution
To find, develop and keep talent, companies need to implement comprehensive strategies that address every step of the talent‐management life cycle:
- Onboarding
- Performance Management
- Training and Development
- Needs Assessment (Gap Analysis)
- Succession Planning
Using an HRIS for Talent Management
A fully integrated HRIS enables companies to merge traditional analysis with their talent‐ management plans. A best‐of‐breed HRIS like iVantage can help in every step of the talent‐ management life cycle.
▲ Recruiting
An HRIS can make the recruiting process much more efficient for both sides of the equation while making the company more attractive to today’s techno ‐ centric applicants.
Having a structured online recruiting system with immediate, anytime access to job applications shows prospective hires that the company is well‐organized and tech‐savvy.
As a communication tool, an HRIS is the fastest way to get information out to applicants. It’s also the easiest way. With the exception of telephone and face‐ to‐face interviews, the job application process can be done completely online.
With self‐service, applicants can fill out a profile similar to those of employees, which the company can customize. They can upload a resume and samples of their work, if applicable, and search and apply for jobs. Companies can establish detailed requirements and desired qualifications, including education, work experience and proficiency levels in specific competencies and other aspects of each position.
During the negotiation process, managers and HR can design a compensation package tailored to what is most important to the prospective employee. While most applicants value a high salary, other forms of compensation can be just as important, including health care and training.
Managers can project the exact costs of an employee’s salary, health care and potential training and development. They can then present a package that is of higher value and is potentially more attractive to the applicant than another company’s. In the end, the applicant may choose the company willing to invest in their future as well as their current talent.
▲ Onboarding
difference between deciding to stay and looking elsewhere, especially in today’s job market where individuals can “job‐hop” with much less of a negative stigma than in years past.
▲ Performance Management
Companies can use an HRIS to design customized performance management programs that are completely online, paperless, efficient, comprehensive and easy to use.
With iVantage, HR personnel can create standard performance review questions while managers can create custom questions for their departments. Automatic alerts let managers know when upcoming reviews are near as well as other deadlines, such as dates for submitting review questions.
Employees under review as well as managers and anyone else involved in a 360 ‐ degree review can complete questions online through self‐service, greatly speeding up the process and making it much easier for HR.
All parties involved in the review have access to information that can help their review, such as discipline history, training courses completed, goals accomplished, certifications and previous reviews.
HR can also calibrate reviews based on each reviewer’s past evaluations, which are stored by the HRIS. Just as with college professors grading on different scales, HR personnel can calibrate the results of the review so that each employee receives a fair evaluation.
Employees can also include their personal career goals in performance reviews, including reaching a specific level of proficiency in a competency, achieving a certification by a certain date or becoming a manager within a certain time frame.
▲ Training and Development
Training and development is becoming much more a part of the culture and daily life of workers as the recruitment crunch squeezes in. Companies are shifting the focus onto developing competencies in employees so that they have a more agile workforce capable of filling gaps without hiring new people.
Companies can use an HRIS to more easily and quickly administer their training and development—setting up courses, enrolling employees and developing career paths. They can also use it to monitor the total investment they’re making in employees with training and development in addition to compensation and benefits.
Courses
In iVantage, users can set up courses (taught either internally or externally) — class times, facilities, costs and trainers—then offer registration for the courses through self‐service, where employees can sign up themselves.
Training History
Managers can assign needs and keep a complete history of training and development for each employee. iVantage automatically updates completed courses along with associated competencies, qualifications, certifications and needs.
Managers can also view the cost of every course and track the total investment the company has made in training for each employee. Managers can view this information alongside an employee’s total compensation package when debating whether to encourage or discourage further training opportunities.
Self‐Service
With self‐service, managers and employees are active participants in training and development. Employees can see requirements and qualifications of jobs they aspire to and use that information to plan their futures. They can make their own development plans and monitor training and development progress along those plans. Once they put their goals into the system, the goals automatically become needs. Employees can also nominate themselves for positions. Giving employees control over their career paths shows confidence in them, which makes them feel more respected and part of the team.
Managers looking to fill positions can search for employees with specific qualifications, competencies, behaviors and personal career goals. They can also monitor employees to assess their readiness for positions, comparing outstanding needs and competency matches to job requirements as well as establishing mentoring programs.
▲ Needs Assessment (Gap Analysis)
With an HRIS, companies get a bird’s eye view of their entire workforce. They can perform two types of needs assessments—those for individuals and those for the workforce as a whole.
Competency Models
Competencies are the attributes that enable someone to do their job, including knowledge, abilities, skills and other characteristics. Some competencies are easy to measure, such as whether someone is proficient in a second language or holds an industry certification. Others are more subtle, such as a person’s leadership or organizational ability.
Companies can measure both types and use them as the basis for filling positions. An effective competency model combines the attributes needed to succeed at a company and in a certain position.
For each employee, HR can create a table that lists that person's competencies and proficiency at each of them, measured on a scale appropriate for each competency (e.g., 1 to 10 or low to high or never to always). Coupled with a list of the employee’s education, work experience, certifications, et cetera, HR has a complete picture of what that employee can add to the company.
iVantage incorporates over 200 competencies as a baseline for establishing competency models. HR personnel can use these and others they add on their own to fill individual positions and
approval, sign up for whatever additional training and development they may need. They can then nominate themselves for the job they’re seeking.
Through the automated features of an HRIS like iVantage, succession planning and training and development interface seamlessly, including generation of needs, course registration and goal deadlines.
Managing the Workforce as a Whole
iVantage can track the core foundation of qualifications that succession planning is built upon for every employee, including competencies, certifications, education, licenses and languages.
Companies can develop current employees with goals in mind so that the right people have the right training to fill positions in the company as others leave. Companies can plan and budget for changes to existing staff as well as future staffing needs, right down to start and end dates of positions.
To be successful, companies need to identify what skills they will need in 5, 10 and 15 years. After doing that, an HRIS can help them plan their strategic growth around those skills. Companies can use competency models created in an HRIS, along with the software’s reporting features, to build the workforces that best fit their businesses.
The HRIS Solution
As the talent pool becomes shallower, finding and keeping talented workers will be the biggest challenge the HR industry faces.
With any talent management initiative, company leaders will need to commit to a path and reinforce that commitment through their managers. An HRIS can make that easier, however, by providing a complete view of every employee at the company, the structure for a talent‐ management initiative and the tools to implement it.
An HRIS like iVantage makes communicating with employees much easier and encourages involvement in their own career paths—both of which serve to engage the employees and keep them at the company. An HRIS also enables managers, HR personnel and executives to plan for the future with traditional HR functions and succession planning tools that provide a comprehensive overview of a company’s workforce.
With the tools a best‐of‐breed HRIS offers, companies can get the right people on board and get the most out of them, plan for the inevitable departures, control the preventable departures and match their workforces perfectly to their businesses. deadlines.
Information System for Recruitment and Selection
Introduction
Human resource is one of the pillars which defines a strong and successful organization. Workforce is the backbone of any organization and form integral part of its strategic plans and initiatives.
Recruitment and Selection
Recruitment and selection are two of the main function carried out by human-resource department. An organization undertakes recruitment under following circumstances:
■ If the organization is implementing business expansion plans. This expansion may be in line with an increase in sales. Company may be looking forward to exploring brand new markets or coming out with new products. ■ If there is attrition within the existing workforce. This attrition could be that existing employees are moving to other employers or changing industry or employee has some personal reason like sickness, maternity, etc. ■ Organization also undertaken recruitment if they require employees with a specific skill set which they currently don’t have. ■ If business is changing base of operation. In such case many employees may not prefer re-locate hence the need for recruitment.
Change in Employee Mix
The current workforce is constantly evolving with regard to the employee mix. Organizations are moving more and more toward temporary employees. Furthermore, there is an increase in single parent employees. Women as percentage of workforce have as well significantly increased. Human-resource manager needs to be aware of these changes and develop a recruitment process accordingly.
Recruitment Management System
Every Human resource department has a team to manage the recruitment and selection process. Information systems have made it possible for companies to have a dedicated tool which helps in organizing the complete recruitment and selection process.
Recruitment management system greatly enhances the performance of recruitment process and delivers efficiency to the organization. The key characteristics of the recruitment management system are as follows:
■ Organize the whole recruitment process in a well-defined and manageable manner. ■ The system enhances and facilitates comprehensive, reliable, faster and precise online application management. ■ The system reduces the overall recruitment time cycle, thereby reducing cost for the company. ■ The system consolidates online application, outside recruitment agency process, interview stage, etc. ■ The system stores all the applicant information within the database as to facilitate faster future requirement processing. ■ The system facilitates a user friendly interface between applicant, talent acquisition team and online application link.
Training and development are different from each other. The focus of training is short term while for development, it is long term. The utilization of work experience is low in training and high in development. The aim of training is preparation for current assignment while development looks at upcoming assignment. Employee participation is voluntary in training while it is mandatory in development.
Importance of Training and Development
An employee development system ensures alignment between employee’s potential and organizational expectation. There are various approaches to ensure this alignment. The 1st approach is to inform an employee about his expectation and his progress towards the goal. The 2nd approach is to improve the employee’s ability through continuous training. The 3rd approach is to assign responsibility to each stakeholder in employee’s development and make them accountable.
The aim of employee development is not only to make them progress in their career but also to train them as per company’s requirement.
Training and Development System
The key features of training system are as follows:
■ Training management systems is developed to ensure that all training requirements of organization are effectively managed. ■ Employee management modules of the system help manager design and develop a training calendar as per the employee’s requirement. ■ (^) Employee management module automatically prepares a list of employees as per upcoming development sessions. ■ Employee management module also helps in preparing the progress sheet for employees.
The development system is not only restricted to online tools but also includes various policies and procedures. The comprehensive development system helps the coaching staff continuously asses’ progress of employee but also effectiveness of the development session. The development system consists of software, hardware and company’s development policies.
Employee Development Tools
Employee development tools are also important part of training management system. 360-degree feedback system helps to improve employee performance by gathering feedback from various sources like peers, managers, customers, colleagues, etc. The feedback is anonymous in nature and should be used as a developmental tool rather than as an administrative tool.
Companies should identify high-performing development system before investing in it. They should continuously strive to improve developmental systems. They are possibilities that exiting system, session and procedure may become monotonous in long term there by affecting employee motivation.
One of biggest employer fear is that post training employees would look for employment change and hence they do not encourage training. Though this concern is valid in some cases, but overall it has shown that trained employee show better motivation level and loyalty.
PERFORMANCE PLANNING
- Define What Performance Means For Each Performance Dimension ▲ Develop Specific Outcomes And Behaviors To Measure Performance ▲ Set Appropriate Standards For Each Measure
- Performance Dimensions, Measures And Standards Are Unique To Each Position
- Develop Common Standards For Employees With Identical Job Titles
- Communicate Performance Dimensions, Measures And Standards To The Direct Report
- Direct Report Sets Performance Goals For The Coming Year
- Becomes The Performance “Contract” For The Period
PERFORMANCE PLANNING
▲ Formats Performance Period Performance Instrument Defined Differently Depending On The Type/Level Of Employee ▲ Performance Period Performance Contract Is A Benchmark For Objective Feedback
▲ Periodic Performance
- Summary Summary Of How Direct Report Has Done On Performance Measures And Whether Standards And Goals Have Been Met
- Individual Development Plan (IDP)
TYPICAL PM DATA INPUTS
▲ Inputs For PM Systems Include: Organizational Level ▲ Job Level. ▲ Individual Level
TYPICAL PM REPORTS
▲ Performance Contract For Each Employee Annual Summary Appraisal For Each Employee ▲ Reports Include Aggregate Performance Data By Unit ▲ Reports Comparing Aggregated Unit Performance With Unit Output
- Short Term Incentives
- Long Term Incentives
- Perquisites
- Recognition Awards
- Attraction/Retention Awards
TYPICAL COMPENSATION DATA INPUTS
▲ Internal
Job/ People/ Organizational
▲ External
Market Survey, Reward Practices
▲ Generated
Job Evaluation, Salary Structure, Merit Metrics, Reward Guidelines
▲ Employee Group Specific Data
Executive Compensation, Sales Compensation, Gain-sharing Programs
TYPICAL COMPENSATION REPORTS
▲ Budget Reports ▲ Employee Compensation Report ▲ Salary Survey, ▲ EEO Reports
COMPENSATION DATA OUTFLOWS
▲ Primary Data Outflow is to Payroll ▲ Audiences
- Compensation
- Analysts Managers
- Benefits Analysts ▲ Data sent to Federal, State And Local Agencies, ▲ Rewards Survey
COMPENSATION DECISION SUPPORT
▲ The Major Rewards Decision That Has To Be Made About Every Employee Is How Much Should He Or She Be Paid ▲ DSS Deal With:
- Job Evaluation
- The Use Of Market Data
- Market Pricing
- Building A Salary Structure
- Developing A Merit Matrix
- Running Incentive Programs
- Sales Compensation
- Executive Pay
BENEFITS
▲ Retirement Income Protection : Pension Plans, Defined Contribution Plans, etc. ▲ Income Protection: Workers’ Compensation, Life Insurance, etc. ▲ Medical And Other Health Benefits: Health, Dental, Major Medical, etc. ▲ Paid Time Off : Vacation, Holidays, etc. ▲ Miscellaneous Benefits: Dependent Care, Tuition Reimbursement, etc.
BENEFITS
▲ Differ From Compensation Employee Pays All Or Part Of The Cost Of Most Benefits Most Organizations Have Some Flexibility In The Benefits Program ▲ Growing Trend To Outsource Benefits Programs And Administration ▲ HRIS Requirements to support Benefits can be Complex
TYPICAL BENEFITS DATA INPUTS
▲ Data Supporting Relationship With Current And Prospective Vendors ▲ Data Supporting Internal Management Of Benefits Programs ▲ Data Supporting Employee Data Input & Management ▲ Data Supporting Federal, State And Local Laws And Regulations Governing Benefit Practice
TYPICAL BENEFITS REPORT
▲ Required Federal and State Government Reports
Ex. Annual Benefits Report to Employees Employee “Rewards Scorecard”.
▲ Web-based Access : View Reports Anytime/Anyplace
BENEFITS DATA OUTFLOWS
Internal Data Flows: Payroll And Accounting
▲ External Data Flows: Benefits Providers,
▲ Benefits Outsourcing Firms ▲ Individual Benefit Program Providers.
PAYROLL DECISION SUPPORT
▲ Payroll Data Are Not Usually Used By HR Or Line Managers For Decision-making ▲ They Are Used Extensively For Audit Purposes.
