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In the flood of HR Tech, is your HRIS ready for 2021 and beyond?
Managing your workforce can be both a treasure trove of opportunities and a continued struggle, especially with the global pandemic at rise.When it comes to delicate situations as drawing out the best from people, leaders have to strike the right balance between data, technology and human engagement in the era of a digitally enabled ‘experience and engagement economy.’ Strangely, in spite of all the technological improvements , there is always room for something simpler, better and more engaging
What has got you here isn’t good enough to get you there, and here’s why:
Change may be the only constant, significantly in the tech industry with improvements being made every minute. With HRIS too, no matter how big a solution has helped you in your productivity, it is always a good time to pause, do a quick check and fine-tune where necessary. So is your system ready for 2021 and beyond?
Let’s see if you're in the need of an HRIS Makeover?
Not all HR professionals are experts in the technical nitty-gritty, and it’s not necessary to be so too. So instead of getting carried away with technical jargon to evaluate your HRIS solution, let’s start with a simple yet practical evaluation to see if your HRIS is smart enough to go 2021 and beyond.
- Have you received any complaints by your employees, managers or even potential candidates regarding the user experience of your career site, website or internal portal?
- Is there a mobile application available?
- Does the smallest tasks such as updating addresses or applying and approving leave take the longest time?
- Do all aspects of the HRIS go in line with the modern context?
- Do you feel that your HRIS is not what it used to be, and does it need more than just a regular update?
- Do you waste time on managing performance evaluations that seem outdated by the time the entire process is completed?
- With multiple security threats are you confident in your data security?
Seems like you face these issues ? We can help.
If the answer to any of these is a ‘ YES’, then it’s high time you consider an HRIS makeover for more than one of these reasons.
- In the digitally evolving corporate world, the very basics of performance, performance analysis and performance measurements are evolving.
- New functionalities need to be integrated, in order to prevent your most flawlessly implemented cloud HRIS going out of date and out of context.
- We are in the era of D3M. Where data driven decision making fuels the experience of employees, customers and stakeholders. Your HRIS needs to have the capability to capture real time data from multiple sources across various systems for a seamless experience, enabling better decision-making and a personalised experience.
- With multiple integrations taking place, there is a greater liability towards data security and privacy as employees are aware of the rising concerns
- The millennials and Gen Z give more prominence to experience and engagement rather than the pay, at what level does your HRIS give prominence to this?
- How well does your HRIS respond to emerging opportunities? There is an impact on the way employers need to manage and nurture, train and retain employees. Especially in the ever changing word of latest technologies, data management, AI, VR and virtual workspaces.
Likewise, PeoplesHR is an HRIS that is constantly evolving with it’s time, with 1 base end-to-end HR functional scope, 9 version product roadmap and 10 times greater capacity handled by an organisational database. It is important to future proof your HRIS to go beyond the short term goals and deployment to reach the long term value, keeping in mind the need to balance data and technology with the human elements of engagement and experience.
Interested in a live demo? Get in touch with our team and we are happy to help.
Gut feelings gone wrong? It’s time for Simulations!
Throughout the years decision making has been through many phases. From the traditional tool kits to modern algorithms. But the basis of all these have been how you make decisions, the use of facts and calculations. The aim is to make it more relatable to HR scenarios. Addressing this need, the addition of Simulations to the PeoplesHR solution identifies the answers to your what if’s.
In simpler terms, one is able to conduct certain scenarios and see how best it suits your organisational needs.
For example, you may want to see what happens if you give increments or bonuses, hire new individuals or even the repercussions if someone leaves. The goal of simulations is to facilitate various types of decisions with the use of data.
The functionality of the system enables these decisions to be made with existing data available in your HR solution. Hence the what if’s are based on actual organisational data and given in a perspective that is based on specified parameters and one can attribute values and determine a certain outcome. As these are based on real data the results derived have a high probability of accuracy.
The PeoplesHR platform has a workbench which one can simulate 4 elements according to real scenarios.
Example 1:
Imagine a yearly budget given to a department head and how they would utilize it. In such a situation, the simulation workbench helps the department head simulate against different entities within the organisation. Another interesting feature is that these scenarios can be shared among colleagues for verification opening doors for collaborations and sharing of opinions.
In terms of yearly increments, organisations can tackle this annual concern by identifying how a certain increment can affect the bottom line and cost to the company (CTC). The platform allows simulations for different pay elements and sees the corresponding results with the generation of real-time figures.
When conducting the simulations, the system also indicates the fairness of the scenarios and if the compa ratios are met and is colour coded for convenience.
This also facilitates to carry out fairness among the organisation as when increment decisions are made with the use of peer level analysis to see if the decision made is just. This can be through performance ratings, talent ratings or even the criticalness of their job role.
Exits on the other hand is also considered important within the simulations framework
Exits too are a part and parcel of the daily HR environment and come at a cost. With employee data available in the system, simulations automatically calculate the cost to the company based on their service duration.
All these formulas are exact formulas used in payroll,which therefore gives your accurate figures.
Hence organisations can always think twice before any harsh decisions are made before it affects the CTC.
Did you know?
Another feature of simulations that is highly critical is what can be applied to the scenario of opening a branch or different entity where the system can derive the cost of new hires based on the headcount required. Hence giving you the cost upfront.
Sounds interesting? Get in touch with us
PeoplesHR shows you how best resources can be utilised by creating future scenarios in a simulative environment that let you use the available information for future requirements. Here are some key features that enhance PeoplesHR simulations:
⦁ Get the full picture of your simulations, last two years vs the current year.
⦁ Know the difference between allocated and actual usage of your organisation’s cost of Increments, new joiner, bonuses and resignations.
⦁ Get a complete summary of all those budgeted, simulated and the variations that may come up in your increments, new joiners and bonuses.
⦁ Know the top 5 employees whose exits will significantly cost the organisation.
⦁ Compare the past three bonus allocations.
⦁ Know the cost spread across your organisations increments, new joiner, exits and bonuses.
⦁ View allocated salary, increments and bonuses with the options to adjust if necessary.
⦁ Identify maximum and minimum salary scale positioning.
⦁ Make required budget allocations, view remaining budgets and identify under/over paid employees.
⦁ View and share the created simulations with/to required individuals.
⦁ Dashboard view of utilised allocations, cost allocations, total utilisations for the past 2 years with current year.
So why risk your business with just a gut feeling, when simulations give you an actual snapshot of all the possibilities.
Sounds interesting? Get in touch with us.
Need real proof that your employees are happy?
The corporate world is flooded with theories and saying about employees.Some say that happy employees result in great customer satisfaction while some consider the greatest asset of any organisation to be it’s employees.
In a world of constant uncertainty and obstacles surrounding a person’s daily work-life, how do you know if your employees are REALLY happy? How many times have you assumed an employee is extremely happy and satisfied doing his job, but ends up not showing results or even resigns the organisation?
In most cases, happiness is measured as a gut feeling but in a world of masked individuals (literally) and virtual workspaces, how does one really figure out the reality behind the fake smile.
We rate the satisfaction behind multiple experiences, whether it is food, transportation, or hospitality. Name it, we rate it! So why not get employees to rate their happiness at your workplace, to evaluate the employee happiness level with actual stats and create analytics out of it rather than just a gut feeling.
The Happiness Indicator in PeoplesHR does just that. The concept behind this feature is similar to the satisfaction ranking that can be done after obtaining a service. The Happiness Indicator gives employees to do something similar. Employees are able to provide their satisfaction towards their work simply by selecting the relevant mood emoji. This provides organisations to capture happiness and measure happiness and also make decisions based on employee satisfaction which is a rare occurrence.
This happiness indicator opens doors to a variety of analytics and insights. Happiness levels can always differ during an employees shift. This can be due to stress, fatigue or time of the day. This information is now readily made available in the system. Another example is that newcomers are always excited and happy to join, but the level of engagement and enthusiasm gradually reduces with time. The Happiness Indicator now enables this information to be generated through data enabling employers to analyse the situation better. As a result of this analysis various aspects can be brought to light. Whether the problem is due to a particular supervisor or the group of peers associated with or the organisational culture.Therefore HR can look into how best they could provide a good working environment for their employees.
Happiness is also paired with other parameters, such as employee performance, their Bradford factors, work hours, the service period, the number of subordinates they manage any many more in order to have a drilled down analysis of employee happiness. Which in turn would be a critical point for the retention of employees.
Combined indicators such as the top performers, employee talent and their potential along with the predictive models indicating leaving probability shows whether the organisation is going to face a problem if a high performer wants to leave. As a result the insights derived from the Happiness Indicator can be used to resolve the problem. Hence it can be stated that it takes a series of dimensions and provides recommendations on what is to be done.
The PeoplesHR Happiness Indicator is available on the PeoplesHR Mobile App for anyone with access to a smartphone. But it’s not limited to a smart device, the Kiosk application comes in handy to those who have no access to a smart device or a pc. The PeoplesHR Mobile App and Kiosk are completely identical in order to provide the same level or experience and engagement to all employees despite their occupational level. The kiosk is available as a windows app and a web browser and is localised for upto 16+ languages, breaking language barriers too.
In short, we give your organisation to know what every single employee feels. Whether they work in a production plant, at the head office, customer site or even at home the opinion of every employee matters to us.
In case you are interested in getting to know if your employees are truly happy, connect with us and we are happy to guide you.
Is your Performance Management keeping up with the pace?
Adjustments to priorities is essential for the ability to change direction quickly. When business priorities shift due to changes in the market or even the economy, company and individual objectives must follow suit. Adopting more agile performance management practices are a much more effective way to respond, while ensuring delivery of current goals.
Seeing their work contribute to company goals is one of the top drivers for employee engagement and productivity. Working flexibly shouldn’t make a difference in how people are rewarded or praised for tasks done well, completed on time, or even ahead of schedule. Equally, it’s important to recognise when goals aren’t being met so you can understand the reason and assess if further support to those employees is needed so they do not feel isolated. As companies move to more agile ways of working and agile workstyles, individuals work on shorter-term projects of various lengths, often run by different leaders and organised around cross-functional teams. The notion that performance feedback then would happen annually, from one line manager, is no longer sufficient for business success. Employees need more coaching, more often, from more people both inside and possibly outside the business.
An agile performance management happens in 2 angles:
- continuous employee development combined with,
- continuous conversations
This shift in focus from traditional performance management recognises that a more skilled and capable workforce can perform better and boost company performance. Just like any sports team, regular feedback, communication and coaching is needed to create excellent performance to survive in a highly competitive environment. In order to support employees and drive performance outcomes even in uncertain times, HR and People leaders must encourage managers and employees to adapt their conversations and processes.
Agile performance management enables HR and People teams to create enthusiasm and engagement through continuous conversations and coaching. This would require HR teams to:
- Using objectives to provide clarity on individual goals and their direct link to the overall business goals, even in challenging business environments.
- Reinforcing the organization’s commitment to the long-term success of the employee, even in the face of constraints on new investments, resources or pay.
- Continually develop and expand skills and talent pools among existing employees to address the markets’ changing needs.
- Tailoring acknowledgment of employee efforts, especially when employees go the ‘extra mile’ to avoid disruption for customers.
- Rewarding employees for their great work with tokens of appreciation, development opportunities and low cost perks.
- Encouraging innovation, even when the organization has budget constraints, managers can emphasize the need for incremental innovation or process improvements.
- Using continuous conversations to enable a two-way dialogue that focuses on both the positive and negative implications of business conditions.
- Creating end-to-end accountability over projects and responsibilities to support cross-functional teams and agile ways of working.
Traditional performance management processes and systems have struggled to motivate and develop employees because their approach led to infrequent and ineffective feedback, resulting in unfair employee evaluation with misplaced accountability.
Agile performance management needs to support cross-functional teams, project work, changing needs and use feedback to improve growth. The right HR system can help manage your peoples’ development with continuous conversations and goals setting.
Here’s how PeoplesHR can support agile performance management:
- Enable open discussions and continuous conversation between managers and colleagues to improve and enhance performance.
- Update objectives in real time as they evolve, rather than waiting until the end of a financial year when they may have become out of date.
- Align and track performance regularly against individual goals, linking them to the organisation’s objectives.
- Enable 360 feedback through internal team members as well as external assessors outside of annual or other formal periodic reviews .
- Match or Bridge skill gaps by easily searching for skills and capabilities across your global workforce for job roles.
- Ability to identify learning needs and create career and professional development plans as part of your employee performance management process.
- Access a multi dimensional succession plan in real time with an accurate and up to date view of multiple successors, level of readiness, level of importance and supporting development plans.
The world of work is changing at pace, interested in keeping up? Connect with us on a Live Demo and we can show you how.
The last impression matters too
Every organisation will go through the moment an employee is ready to move on from their career within the organisation. Offboarding even though is not discussed as much as onboarding, is highly integral for HR departments to correctly undergo in a manner that is highly respectful for the employee yet also captures various analytical information the organisation could utilise.
The offboarding stage of the employee lifecycle specifically involves how an organisation successfully separates with an employee who was working within the organisation. Specifically, off boarding encompasses the specific way HR departments are able to understand the reason for the employee leaving the organisation and then utilising key information in creating organisational plans to make future critical decisions unto how to improve any current business processes. Off boarding is the last stage of the employee lifecycle and is a highly critical aspect of the employee lifecycle that HR departments within an organisation must get right. This is largely due to offboarding being a key definer of how an organisation can learn from an employee leaving the organisation. Throughout this offboarding process, HR departments will find capturing the feedback of the outgoing employee highly valuable, this is constantly done through various exit surveys and further interviews with the employee.
An HRIS plays a vital role within HR departments throughout the offboarding stage of the employee lifecycle. Traditional HR management throughout the offboarding process is largely paper-based and takes quite a lot of time out of both the exiting employee and HR department which may, in turn, leave a negative exiting impression upon the organisation. Correspondingly, an HRIS aims to ensure that this negative impression is turned into a positive impression whereby the process may be conducted all online if the HR department desires to do so. This ensures that paper-based offboarding materials are removed from processes of the HR department freeing up time and increasing overall organisation efficiency.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
- Define actions, configure properties and create alerts to be sent at different stages of the offboarding process.
- Authorised admin users are able to define and configure the initial stages of the offboarding process.
- Define exit types and question groups relevant to various scenarios.
- Off boarding actions can be managed through a configurator checklist.
- Reallocate and retrieve tasks and properties granted to the employee involved (allocated company resources and official documentation).
- Analytics on employee’s exits for varying reasons.
- Automatically trigger notifications to key personnel when an employee submits his/her resignation online.
- Ensures that the inactive employee no longer has access to the organisation’s sensitive information and blocks access to confidential documentation.
- Identify and evaluate the reason for the employee’s departure to reduce the risk of potential lawsuits by ensuring that the complaint procedures are followed across all locations.
- Customise exit questionnaire to be sent to different employees focused on their area of expertise.
- Initialise exit notices through a predefined cycle of approval level.
- Exit finalisation with payroll, rehire recommendations for all offboarding employees.
- Exist clearance process of all recoverable assets with pre – configured clearance procedures.
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.
Is your technology skills ready for tomorrow’s HR?
The recent events have forced many organisations to work remotely and has acted as a catalyst to accelerate digital transformation. Now is the time to ensure your HR team is equipped to lead further changes today, in order to be ready for the challenges of tomorrow and ensure your organisation can adapt, and be resilient and brisk.
The recent events have forced many organisations to work remotely and has acted as a catalyst to accelerate digital transformation. Now is the time to ensure your HR team is equipped to lead further changes today, in order to be ready for the challenges of tomorrow and ensure your organisation can adapt, and be resilient and brisk.
What technological skills are expected from the HR team of tomorrow?
Best-in-class organisations who use HR technology to deliver seamless and engaging workforce experiences today, will become the norm tomorrow. Some HR and People teams are already leading the way with HR technology, but there are many organisations that still are not. With just a quarter of HR leaders rating their HR tech skills at expert, there’s a long way to go.
The HR team of tomorrow, technologies like cloud, automation, self-service HR and mobile apps will become the basics and fully adopted across the board. We know this because these technologies are already vital today. The HR team of tomorrow simply won’t be able to function without them, just as many HR teams are struggling without them already.
Beyond that, other technologies like artificial intelligence and intelligence augmentation, virtual reality and gamification will also be commonplace. HR and People teams will navigate the HR technology landscape with confidence and savviness, with the ultimate aim to use HR tech to drive engagement, build better experiences and boost productivity in tomorrow’s workplaces.
Never underestimate the need to be tech-savvy to improve workplace culture which gives you a competitive advantage. For quite some time, HR leaders have shied away from technical conversations as it was felt the greatest value that they bring to an organisation is their heart. Organisations need to understand that the world around us has become more advanced.
Try taking your IT leaders out for coffee, or a video conference call, and pick their brains about progress in their field. HR must accept the reality that the world has evolved and is not in the same professional landscape as it was a year ago. Ignoring this would be at your own cost.
Tips to bring your A game in tech skills needed for tomorrow’s HR
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.
- A good place to start is to compare your tech skills in relation to the business. Do you understand as much as the wider organisation or are there specific knowledge gaps you need to address?
- Once you know what you need to improve in, you can take a long-term approach to acquiring the skills. Try to immerse yourself in the world of technology to gain a holistic understanding as you go along.
- Attend industry exhibitions for both the HR sector and your wider industry, these are great places to discover and learn how emerging tech can benefit your organisation.
- Keep an eye out for technology that can serve your organisation’s specific needs versus chasing down the hot new tech platform. Be intentional.
- Read thought leadership publications. Industry experts often give unbiased advice about products they have encountered and can be a key source for news within your sector.
- Take online courses. These help you to acquire the tech skills you require which can get handy even for developing skills such as coding.
- Attend webinars. Often hosted by technology experts, these will give you an overview of both current and emerging technologies and help you to make informed decisions.
- Apply for demos of new software. This is the best way to test and understand what your team’s limitations are when it comes to understanding and applying technology.
People Analytics: The latest addition to HR’s ever changing role.
People analytics has become vital for HR and People leaders as they’ve navigated through recent uncertainty. Understanding where your workforce are, sickness and absence levels, and using data to inform business planning and flex organisational direction has enabled HR to become a valued insight-driven leader in today’s boardroom. From adapting to shifting priorities, to using workforce visibility for resource planning, HR teams who have had People analytics at their fingertips have provided immeasurable value at a time when leaders need it most.
According to research, even before the impact of the pandemic, just a quarter (26%) of HR leaders were using People Analytics, despite widespread recognition of its importance in decision making and in directing strategy. Effective People Analytics goes way beyond just simple analytics.This does not mean just the task of mining data and reporting it but whereas identifying the actionable insights which leads to solutions. An effective outcome of innovative People Analytics requires data-driven approaches to be applied to improve workforce visibility and the management and engagement of your workforce. The aim of this is to understand your people and their behaviour and convert it into actionable insights to help you make informed evidence-based decisions.
Traditionally, Sales, Marketing, Finance and other operational teams use data to plan and measure activities and gain actionable insights to show their value and contribution to the business.And there should be no exception for HR, as they take care of the most important asset of any organisation, it’s people. The C-suite expects this in decision making and the HR of tomorrow can provide this confidently and seamlessly.
Here’s how you get ready to upskill for tomorrow’s people analytics, today.
Forward-thinking People leaders are hiring from non-traditional roles to get data experts into HR teams quickly, whether they’re data scientists, economists, or analysts from other fields, to get ahead. Upskilling goes beyond just that, however,
- Start working by making room for analytics in your team, this includes creating data-driven roles and recruiting from different fields. It is important to make a business case for this head count.
- There is no point in talking about People Analytics in the first place if the right technology is not available.A cloud HR system with comprehensive People analytics functionality is critical. Look for a system that enables you to visualise people data in dashboards that are ready to share, drill down into data and run what-if analyses,and lets you generate reports to notify your managers of any exceptions from the regular pattern.
- Work with your vendors to understand what your system is capable of and what the next steps are for you in your organisation’s People analytics journey. Can you leverage ideas from other customers? How can you create dashboards to identify your priorities and drill down to the relevant data?
- It is important to create a deeper and closer relationship between HR and Finance.As data experts already, they can support HR teams on their People analytics journey and allow both teams to benefit from better alignment.
- You don’t have to go on the skills journey alone, take your C-level with you.Present this as mission-critical for your organisation and highlight the advantages of analytics maturity (and the business risks by not), so they can understand the challenges and huge benefits that lie ahead and you can solve them together.
These five steps to better workforce visibility form the basis of most organisations’ People Analytics journey. They are:
- People data collection
- People analytics reporting
- Analysis of the data
- Insights from analytics
- Using these insights to proactively identify problems and make informed business decisions.
Best-in-class People teams are further along in their People analytics journey, and the People team of tomorrow will be at full analytics maturity. In practice, this means CHROs can access up-to-the-minute data from a single reliable source of truth, providing credible recommendations with interactive dashboards that can be shared across the C-suite to make informed business decisions in real time. It means ‘SMART’ HR KPIs aligned to business objectives, using ‘leading’ metrics instead of ‘lagging’, and going beyond just KPIs to understand the why – for example, how more women can be promoted to senior levels, or why engagement may be lower in certain teams.
Bursting the stereotypical L&D bubbles
Every organisation will go through the moment an employee is ready to move on from their career within the organisation. Offboarding even though is not discussed as much as onboarding, is highly integral for HR departments to correctly undergo in a manner that is highly respectful for the employee yet also captures various analytical information the organisation could utilise.
The offboarding stage of the employee lifecycle specifically involves how an organisation successfully separates with an employee who was working within the organisation. Specifically, off boarding encompasses the specific way HR departments are able to understand the reason for the employee leaving the organisation and then utilising key information in creating organisational plans to make future critical decisions unto how to improve any current business processes. Off boarding is the last stage of the employee lifecycle and is a highly critical aspect of the employee lifecycle that HR departments within an organisation must get right. This is largely due to offboarding being a key definer of how an organisation can learn from an employee leaving the organisation. Throughout this offboarding process, HR departments will find capturing the feedback of the outgoing employee highly valuable, this is constantly done through various exit surveys and further interviews with the employee.
An HRIS plays a vital role within HR departments throughout the offboarding stage of the employee lifecycle. Traditional HR management throughout the offboarding process is largely paper-based and takes quite a lot of time out of both the exiting employee and HR department which may, in turn, leave a negative exiting impression upon the organisation. Correspondingly, an HRIS aims to ensure that this negative impression is turned into a positive impression whereby the process may be conducted all online if the HR department desires to do so. This ensures that paper-based offboarding materials are removed from processes of the HR department freeing up time and increasing overall organisation efficiency.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
This final impression can be tricky to make, with multiple statutory requirements that need to be tackled by HR before the employee bids his final goodbye. Here’s how PeoplesHR can help you make a lasting final impression.
- Define actions, configure properties and create alerts to be sent at different stages of the offboarding process.
- Authorised admin users are able to define and configure the initial stages of the offboarding process.
- Define exit types and question groups relevant to various scenarios.
- Off boarding actions can be managed through a configurator checklist.
- Reallocate and retrieve tasks and properties granted to the employee involved (allocated company resources and official documentation).
- Analytics on employee’s exits for varying reasons.
- Automatically trigger notifications to key personnel when an employee submits his/her resignation online.
- Ensures that the inactive employee no longer has access to the organisation’s sensitive information and blocks access to confidential documentation.
- Identify and evaluate the reason for the employee’s departure to reduce the risk of potential lawsuits by ensuring that the complaint procedures are followed across all locations.
- Customise exit questionnaire to be sent to different employees focused on their area of expertise.
- Initialise exit notices through a predefined cycle of approval level.
- Exit finalisation with payroll, rehire recommendations for all offboarding employees.
- Exist clearance process of all recoverable assets with pre – configured clearance procedures.
Tech-savvy HR and People teams are not just those who can use the tools they are given, but who can develop their skills with them, achieving greater results while remaining flexible to the type of HR technology they use.