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Lecture 3

WDW3346H1F Lecture Week 3 Sept 26th.doc

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Woodsworth College Courses
Ted Mock

th WDW3346H1F Lecture Week 3 Sept 26 , 2012 Chapter 9 HRIS= Human Resource Information System HRMS= Human Resource Management System ERP- Enterprise Resource Planning System Oracle (people soft) or SAP= an enterprise planning system is a huge electronic data system All system in the organization talks with each other • Enormous undertaking and very expensive • Implementing cost and training cost-expensive • HR is one of the departments in the organization. The HR system end up build in the ERP system • Managers from all over the world can deal with the HR system in the ERP system What do the HRMS and HRIS do? • The HRM people need to decide what did the system do for them • Performance appraisal, absenteeism, pension, job applicant, job evaluation, job analysis, compensation, labour relations, succession • Matrix: measurement • Most companies are small companies • May have majual?? • There the idea of “must have” and “nice to have” • Prices when you buying the system • Licensing fees, training cost and diff issues to look at when you are buying something • Tracking absenteeism and training for many company is important Metrics • Measurement of something • HR performance metrics- examine the concept and uses of metrics for performance • HR performance metric can include measurement up of efficiency, effectiveness and strategic impact of wide range of activities of programs • The use of HR metric is use recently • At certain level • The application of metric suggest the cost per hire, time to hire, HR cycle (response) time • We compare against self period/period or against other time • HRM system efficiency metrics focus on person rather than organization • We need to move beyond the efficiency metrics • HR performance metrics can include the efficiency of the HR function but also the effectiveness and the strategic impact of a wide range of programs and activities • Metrics that typically measure the effectiveness of organizational practices may include employee satisfaction, employee turnover/retention, attendance, health and safety, impacts of diversity initiatives, impacts of training and development initiatives and employee productivity measures. • This impact the human capital and organizational results • Return on investment (ROI) is increasingly a measure of HR value . • ROI= profit/total profit +benefits • Metrics impact on human capital- can detect the movement of human capital to the future or states • The concept of Human Capital has taking into knowledge of economy • The book value of a company’s tangible assets accounted for most of its market value • 1982= hard assets (62%); soft assets (38%) • 1992= hard assets (38%); soft assets (62%) • Metrics are way to track human capital • Human capital can be develop, cultivated or it can be disillusioned and even can be not to the advantage of the employer • The management of human capital is becoming a core competence that companies, and more specifically HR functions, need to develop • In order for line management to buy into the value of HR, the HR function must
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