Hello. I am currently doing a project on e-HR and would like to gather some detailed information on the topic.
From China
From China
e-HR
HR Studies covering e-HR are:
e-learning
Human resource management systems
HR intranets
HR service centres
Internet & e-mail policies
Online recruitment
Outsourcing HR administration
e-learning
Considers the benefits of e-learning and how employers are using it to complement more traditional training methods
Examines some of the practical issues employers face when designing an e-learning resource
Looks at the impact the existing IT infrastructure can have on the design and functionality of an e-learning package
Explores what can be taught online
Discusses how employers motivate employees to participate in e-learning and the approach taken to tracking and evaluating training outcomes
Includes five detailed company case studies.
As e-learning materials have become more widely accessible, organisations have developed a better understanding of what can realistically be achieved. While increasingly sophisticated software packages are now available, employers are now designing e-learning resources on the basis of what should be implemented. However, their choices may also be limited by the existing IT infrastructure.
Blended learning
Many organisations are now adopting a ‘blended’ approach to learning and development. This is based on the recognition that e-learning is just one of many forms of training delivery, all of which have a role to play in providing employees with essential knowledge and understanding. The greatest strength of e-learning lies in its potential to provide a consistent level of training when and wherever it is needed.
Benefits of e-learning
The main benefits of e-learning as a training medium can be summarised as follows:
improved accessibility of training materials
increased flexibility, with training delivered to staff in ‘bite size’ chunks
greater consistency – all staff receive the same information at the same level
sustainability of content and learning
value for money – the potential for significant savings in the cost of travel and associated expenses.
Human resource management systems
Considers the benefits that can be achieved by using specialist software to automate and streamline HR processes and to provide a single source of HR data.
A human resource management system (HRMS) can be used to streamline HR processes and to provide a single source of all associated employee and organisational data. Today's HR software offers increasingly sophisticated functionality giving companies the opportunity to automate labour-intensive processes and devolve routine transactions to line managers and, in some cases, to employees themselves. A HRMS can also lay the foundations for a wider e-HR strategy, which may include e-learning and online recruitment.
Potential benefits of using a HRMS
increased access to HR data
streamlined and standardised processes
greater reporting functionality
more consistent and accurate data
a higher internal profile.
Selecting and implementing HR software
The StudyPlus looks in detail at the crucial selection and implementation stages of a HRMS project from initial research through the production of an invitation to tender and objective analysis of products to managing the configuration of a new HRMS and the transfer of data to it. The process of choosing and rolling out a new HRMS can be a major undertaking both in terms of money and time. It is important that HR takes the lead from the outset to ensure that the system matches the department's core requirements. Indeed, the level of functionality of a HRMS should be determined by the realistic needs of the particular company. There is little point paying for features that will not be used or that are simply not required. Companies must also make suitable arrangements for communicating the changes and training end-users, particularly where self-service functionality opens part of the system to line managers and employees.
Products on the market today
HRMS products typically comprise a series of modules covering a full range of HR functions that can be integrated to act as a single system.
What's in this StudyPlus?
Overview
Identifies the key benefits of a HRMS
Analysis
Looks at how companies organise the selection process, including:
project leadership
initial research
reviewing existing processes
producing a specification
sending out an invitation to tender
product demonstrations
taking up references
making objective comparisons.
managing the process
adopting a phased approach
setting up the system
transferring and validating data
training end-users
communicating the changes.
HR intranets
Reports on recent trends in the design and content of HR intranets
Discusses the role of employee and manager self-service applications in streamlining basic HR transactions
HR intranets are playing an important part in shifting the HR focus away from administrative tasks and towards more strategic objectives. At their best, they act as a portal to an authoritative source of HR policy and guidance and to a suite of online self-service applications.
If an HR intranet is to become established as a key communication tool, it is vital that navigation around the site is intuitive and that the language used is easy to follow. Moreover, to open up the potential benefits to all employees, a company must provide universal access to PCs and may also have to consider offering training to certain staff. This HR Study offers valuable tips on how to design an effective HR intranet and looks at how companies facilitate access to these services for their entire workforce.
HR intranets often provide links to self-service applications. These enable employees and managers to carry out, or at least initiate, basic HR transactions online thereby relieving the administrative burden on HR. This Study looks in detail at the range of HR processes that are being moved online and the levels of functionality that are incorporated into self-service tools.
HR service centres
Considers the advantages of separating out HR administration from more strategic work and of standardising and centralising this activity in an in-house HR service centre
Covers issues such as managing the transition, staffing the service centre and the role of technology
Many employers have sought to streamline and centralise their routine HR transactions and processes in an HR service centre. The service centre is often the lynchpin of a company’s efforts to move towards a more efficient HR function. It also tends to act as the focal point for handling HR enquiries from line managers and employees. The service centre often operates alongside an HR intranet and employee self-service.
Among the benefits of this model are cost savings from lower transaction costs and the need for fewer staff, a greater consistency of approach across a company to HR matters, and a more responsive service from HR that is better aligned to overall business goals.
Setting up an HR service centre can be a complex and time-consuming undertaking, particularly in organisations where many different HR practices have hitherto been the norm. The concept needs to be clearly defined and communicated and the transition process carefully planned. Drawing on the experience of the featured companies, we give some tips on how best to ensure the smooth operation of a service centre.
Internet & e-mail policies
Examines how employers develop and implement policies to inform staff about the appropriate use of Internet and e-mail facilities
Looks at the typical content of acceptable use policies
Sets out the legal implications of inappropriate use of the Internet and e-mail in the workplace
The Internet and e-mail are now key business tools and employers have had to address the challenge of ensuring proper and effective use of these facilities. Policies set out the parameters of acceptable use, while also ensuring robust security procedures are followed to protect expensive systems and networks.
Unfocused use of Internet and e-mail can waste valuable time with little business benefit. At worst, staff may visit inappropriate or undesirable websites, download and circulate material that can cause considerable offence to colleagues or import viruses that can infect the network.
Employers have a legal liability arising out of business use, including breach of copyright, inadvertent formation of contracts and online defamation, for example. Legal concerns extend to personal communications. A failure to maintain a harassment-free environment can also have repercussions for employees.
Software is available to block access to inappropriate or offensive material and record details of websites visited and e-mails sent. But employers have to bear in mind employees’ rights to privacy when monitoring computer use.
Online recruitment
Highlights how the Internet now plays a major role in the recruitment activities of employers in a wide range of sectors
Examines how corporate and third-party recruitment websites are being used to appeal to a more diverse candidate base, while reducing advertising costs
Considers how technology is streamlining the application process
Dedicated careers sections have become an expected feature of corporate websites. Many organisations also encourage online applications, which usually link into sophisticated application tracking systems. These offer the scope to streamline the recruitment process and generate key management information, providing an audit trail and allowing companies to monitor the relative success of the various attraction methods used.
Online recruitment can offer significant cost savings for employers and reduce the time taken to fill vacancies. But most are wary of missing out on potential candidates by using the Internet to the exclusion of all other media. Traditional recruitment advertising is therefore set to retain an important role, particularly when recruiting locally or for hard-to-fill jobs. Many organisations have found a considered combination of both online and traditional approaches maximises their chances of securing the best candidate.
Outsourcing HR administration
Examines the business case for outsourcing a wide range of HR administrative and transactional activities to a single supplier
Reports on how a variety of organisations, from major oil and telecommunications companies to local councils, have implemented such an arrangement
Outsourcing HR administration is a major project for any organisation and requires careful planning. The starting point is usually a feasibility study where compatibility with the preferred partner can be assessed and any potentially difficult issues anticipated. The complex implementation phase that follows often sees the transfer of some HR staff to the supplier and usually requires personnel data to be verified. Once the service is up and running, progress towards the partners' objectives can be monitored through service level agreements and key performance indicators. Freed from the HR administrative workload, a company's newly streamlined HR function can act more strategically both in policy formulation and in business partner roles.
Although growth in outsourced HR administration contracts is steady rather than spectacular, more suppliers are entering the market with some targeting small to medium-sized companies rather than the big multinationals. Our Directory of suppliers describes in detail the services offered by ten active players in the field, examines how they would approach the feasibility and implementation stages of an outsourcing project and outlines their service delivery models. We include a checklist of key issues to consider when selecting a supplier.
Overview
Making the business case and overcoming potential difficulties
Analysis
From feasibility to implementation:
the rationale for HR outsourcing
feasibility studies
the implementation phase
range of administrative activities typically outsourced
delivery channels
contract management
monitoring service performance
payment arrangements
Hope this is useful to you....i have taken this some time back for my understanding of e-HR
From India, Pune
4HR Studies covering e-HR are:
e-learning
Human resource management systems
HR intranets
HR service centres
Internet & e-mail policies
Online recruitment
Outsourcing HR administration
e-learning
Considers the benefits of e-learning and how employers are using it to complement more traditional training methods
Examines some of the practical issues employers face when designing an e-learning resource
Looks at the impact the existing IT infrastructure can have on the design and functionality of an e-learning package
Explores what can be taught online
Discusses how employers motivate employees to participate in e-learning and the approach taken to tracking and evaluating training outcomes
Includes five detailed company case studies.
As e-learning materials have become more widely accessible, organisations have developed a better understanding of what can realistically be achieved. While increasingly sophisticated software packages are now available, employers are now designing e-learning resources on the basis of what should be implemented. However, their choices may also be limited by the existing IT infrastructure.
Blended learning
Many organisations are now adopting a ‘blended’ approach to learning and development. This is based on the recognition that e-learning is just one of many forms of training delivery, all of which have a role to play in providing employees with essential knowledge and understanding. The greatest strength of e-learning lies in its potential to provide a consistent level of training when and wherever it is needed.
Benefits of e-learning
The main benefits of e-learning as a training medium can be summarised as follows:
improved accessibility of training materials
increased flexibility, with training delivered to staff in ‘bite size’ chunks
greater consistency – all staff receive the same information at the same level
sustainability of content and learning
value for money – the potential for significant savings in the cost of travel and associated expenses.
Human resource management systems
Considers the benefits that can be achieved by using specialist software to automate and streamline HR processes and to provide a single source of HR data.
A human resource management system (HRMS) can be used to streamline HR processes and to provide a single source of all associated employee and organisational data. Today's HR software offers increasingly sophisticated functionality giving companies the opportunity to automate labour-intensive processes and devolve routine transactions to line managers and, in some cases, to employees themselves. A HRMS can also lay the foundations for a wider e-HR strategy, which may include e-learning and online recruitment.
Potential benefits of using a HRMS
increased access to HR data
streamlined and standardised processes
greater reporting functionality
more consistent and accurate data
a higher internal profile.
Selecting and implementing HR software
The StudyPlus looks in detail at the crucial selection and implementation stages of a HRMS project from initial research through the production of an invitation to tender and objective analysis of products to managing the configuration of a new HRMS and the transfer of data to it. The process of choosing and rolling out a new HRMS can be a major undertaking both in terms of money and time. It is important that HR takes the lead from the outset to ensure that the system matches the department's core requirements. Indeed, the level of functionality of a HRMS should be determined by the realistic needs of the particular company. There is little point paying for features that will not be used or that are simply not required. Companies must also make suitable arrangements for communicating the changes and training end-users, particularly where self-service functionality opens part of the system to line managers and employees.
Products on the market today
HRMS products typically comprise a series of modules covering a full range of HR functions that can be integrated to act as a single system.
What's in this StudyPlus?
Overview
Identifies the key benefits of a HRMS
Analysis
Looks at how companies organise the selection process, including:
project leadership
initial research
reviewing existing processes
producing a specification
sending out an invitation to tender
product demonstrations
taking up references
making objective comparisons.
managing the process
adopting a phased approach
setting up the system
transferring and validating data
training end-users
communicating the changes.
HR intranets
Reports on recent trends in the design and content of HR intranets
Discusses the role of employee and manager self-service applications in streamlining basic HR transactions
HR intranets are playing an important part in shifting the HR focus away from administrative tasks and towards more strategic objectives. At their best, they act as a portal to an authoritative source of HR policy and guidance and to a suite of online self-service applications.
If an HR intranet is to become established as a key communication tool, it is vital that navigation around the site is intuitive and that the language used is easy to follow. Moreover, to open up the potential benefits to all employees, a company must provide universal access to PCs and may also have to consider offering training to certain staff. This HR Study offers valuable tips on how to design an effective HR intranet and looks at how companies facilitate access to these services for their entire workforce.
HR intranets often provide links to self-service applications. These enable employees and managers to carry out, or at least initiate, basic HR transactions online thereby relieving the administrative burden on HR. This Study looks in detail at the range of HR processes that are being moved online and the levels of functionality that are incorporated into self-service tools.
HR service centres
Considers the advantages of separating out HR administration from more strategic work and of standardising and centralising this activity in an in-house HR service centre
Covers issues such as managing the transition, staffing the service centre and the role of technology
Many employers have sought to streamline and centralise their routine HR transactions and processes in an HR service centre. The service centre is often the lynchpin of a company’s efforts to move towards a more efficient HR function. It also tends to act as the focal point for handling HR enquiries from line managers and employees. The service centre often operates alongside an HR intranet and employee self-service.
Among the benefits of this model are cost savings from lower transaction costs and the need for fewer staff, a greater consistency of approach across a company to HR matters, and a more responsive service from HR that is better aligned to overall business goals.
Setting up an HR service centre can be a complex and time-consuming undertaking, particularly in organisations where many different HR practices have hitherto been the norm. The concept needs to be clearly defined and communicated and the transition process carefully planned. Drawing on the experience of the featured companies, we give some tips on how best to ensure the smooth operation of a service centre.
Internet & e-mail policies
Examines how employers develop and implement policies to inform staff about the appropriate use of Internet and e-mail facilities
Looks at the typical content of acceptable use policies
Sets out the legal implications of inappropriate use of the Internet and e-mail in the workplace
The Internet and e-mail are now key business tools and employers have had to address the challenge of ensuring proper and effective use of these facilities. Policies set out the parameters of acceptable use, while also ensuring robust security procedures are followed to protect expensive systems and networks.
Unfocused use of Internet and e-mail can waste valuable time with little business benefit. At worst, staff may visit inappropriate or undesirable websites, download and circulate material that can cause considerable offence to colleagues or import viruses that can infect the network.
Employers have a legal liability arising out of business use, including breach of copyright, inadvertent formation of contracts and online defamation, for example. Legal concerns extend to personal communications. A failure to maintain a harassment-free environment can also have repercussions for employees.
Software is available to block access to inappropriate or offensive material and record details of websites visited and e-mails sent. But employers have to bear in mind employees’ rights to privacy when monitoring computer use.
Online recruitment
Highlights how the Internet now plays a major role in the recruitment activities of employers in a wide range of sectors
Examines how corporate and third-party recruitment websites are being used to appeal to a more diverse candidate base, while reducing advertising costs
Considers how technology is streamlining the application process
Dedicated careers sections have become an expected feature of corporate websites. Many organisations also encourage online applications, which usually link into sophisticated application tracking systems. These offer the scope to streamline the recruitment process and generate key management information, providing an audit trail and allowing companies to monitor the relative success of the various attraction methods used.
Online recruitment can offer significant cost savings for employers and reduce the time taken to fill vacancies. But most are wary of missing out on potential candidates by using the Internet to the exclusion of all other media. Traditional recruitment advertising is therefore set to retain an important role, particularly when recruiting locally or for hard-to-fill jobs. Many organisations have found a considered combination of both online and traditional approaches maximises their chances of securing the best candidate.
Outsourcing HR administration
Examines the business case for outsourcing a wide range of HR administrative and transactional activities to a single supplier
Reports on how a variety of organisations, from major oil and telecommunications companies to local councils, have implemented such an arrangement
Outsourcing HR administration is a major project for any organisation and requires careful planning. The starting point is usually a feasibility study where compatibility with the preferred partner can be assessed and any potentially difficult issues anticipated. The complex implementation phase that follows often sees the transfer of some HR staff to the supplier and usually requires personnel data to be verified. Once the service is up and running, progress towards the partners' objectives can be monitored through service level agreements and key performance indicators. Freed from the HR administrative workload, a company's newly streamlined HR function can act more strategically both in policy formulation and in business partner roles.
Although growth in outsourced HR administration contracts is steady rather than spectacular, more suppliers are entering the market with some targeting small to medium-sized companies rather than the big multinationals. Our Directory of suppliers describes in detail the services offered by ten active players in the field, examines how they would approach the feasibility and implementation stages of an outsourcing project and outlines their service delivery models. We include a checklist of key issues to consider when selecting a supplier.
Overview
Making the business case and overcoming potential difficulties
Analysis
From feasibility to implementation:
the rationale for HR outsourcing
feasibility studies
the implementation phase
range of administrative activities typically outsourced
delivery channels
contract management
monitoring service performance
payment arrangements
Hope this is useful to you....i have taken this some time back for my understanding of e-HR
From India, Pune
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