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| White Papers
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Guide to rolling out self-service HR systems: Cascade HR (October 2009)
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Self-service systems will help HR departments empower line managers and employees. For example, typical
functionality that HR might roll out to self-service users at employee level could be: request holidays (with authorisation route); request bank changes (with authorisation route); online payslips (typically read only); online timesheets (with authorisation); absence (typically read only); review personal planner; benefits; personal details; training and development; dependents; next of kin; online appraisals and review; and CPD. Typical functionality that HR might roll out to self-service users at manager level could be: authorise holidays; add absences; authorise online timesheets; manage employee requests; manage departmental training and development; review team planner; create departmental reports; run departmental reports; perform group actions; and online appraisals and review.
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Measuring people – the importance of people metrics: COA Solutions (Sep 2009)
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Measurement of the people contribution to the organisation – in much the same
way as one would measure the financial and production performance – has been
talked about for a long time. However the aspiration is only now being turned into
reality in a small number of forward-thinking and opinion-influencing
organisations.
Why has it taken so long for this common-sense notion to be turned into a
tangible outcome? More often than not, the reasons are pretty basic: the data is believed to be inaccessible or the cost of capture, in terms of time
and money, outweighs the perceived benefits; HR has not yet been persuaded about the value, or need, for people metrics; and the provision of data is often confused with the provision of information. The
former can be, and often is, provided in excess, leaving the recipient in much the
same situation as someone without any data – namely not able to readily
differentiate between relevant and irrelevant data elements. The latter is the
application and manipulation of elements of data in such a way that the resultant ‘measure’ tells us something relevant
and important.
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HR – making a difference in the credit crunch: HR Access Solutions (Sep 2009)
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The world has changed. In a few short weeks in late 2008 the ‘credit crunch’, as the media styled it, descended and
turned our economic and business world on its head. It created a chaos not witnessed in a generation, or even since
1929, and much of what we all knew with certainty to be permanent and bullet-proof was suddenly swept away.
A little two-word phrase not known or uttered a year before was soon on everyone’s lips and carved into their brains.
‘Sub-prime’, the root cause of this debacle, entered our vocabulary and thundered through our world, evaporating credit,
draining confidence and diluting wealth as it went. In rapid consequence, sales and profits plummeted and
unemployment soared. In every sector and geography, buyers and sellers battened down the hatches for what by the
dawn of 2009 was clear would be a very long and dark economic winter – that ultimate nightmare: a full-on, global
recession.
In no time at all, the strategies of businesses were torn apart, either placed in sharp reverse or put on hold for an
indeterminable length of time. Survival became the single strategic priority.
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Succession planning: the future of your organisation: HR Access (September 2009)
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As organisations compete to attract, retain and engage good people, the ability to demonstrate career paths that excite
employees is critical. If employees show their ability to achieve in the workplace, management teams must offer
opportunities in order to retain talented individuals. After all, employees will always retain the option to choose to work
for competitors or branch out on their own. Creating a roadmap of future leaders for the organisation, all of whom have
the potential to manage the business and the challenges and needs it may face in the future, is a way of ensuring
ongoing competitiveness and productivity. Succession planning is a focused look at how organisations – large or small – identify employees who can be
developed to take on bigger and more demanding roles within the business. For many organisations it is about
identifying as early as possible the next generation of potential leaders and talent.
Succession planning is a stark reality for all organisations that need to attract and retain employees with the right skills
and experience to drive the business forward in the future.
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10 things you need to know about HR system selection: CIBER(April 2009)
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Getting the most out of your people has never been so important to the success of your
business. The current economic uncertainty may pose a challenge to HR investment, with
budgetary expenditure kept to a minimum. However, now is actually a good time to investigate
HR solutions, in that the benefits provided by such integrated systems can lead to better, more
informed decision making, which ultimately will benefit the bottom line and improve the retention
of key personnel.
1. Build a sound business case, not just for the HR department, but for the business.
To give your recommendations for an integrated HR solution the best chance of being approved,
HR needs to consider both the benefits it directly realises from HR system improvements and
those that the business derives from having automated and integrated processes. Therefore it is
essential to emphasise efficiency gains in addition to the strategic advantages such systems can
deliver.
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Making flexible working work for your business: Carval Computing (March 2009)
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The topic of flexible working has been the subject of hot debate in recent months. Currently the only employees who
have any legal right to request flexible working are those with a child under six or a disabled child under 18, or 6.8
million people in the UK who care for a sick, disabled or elderly person. However following the Walsh Review, a
government-commissioned consultation undertaken by Sainsbury’s HR director Imelda Walsh, this is set to change.
Walsh has recommended that the right to request flexible working is extended from parents of children under six to the
4.5 million parents with children up to 16, news which received a rapturous response from working family groups and
trade unions alike. And potentially opens the floodgates for flexible working requests. This paper examines the types of flexible working schemes you might wish to consider, their reported benefits and how
to avoid the potential pitfalls using sound management techniques and the latest technology.
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Guide to HR outsourcing: NorthgateArinso (November 2008)
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Today’s business climate is more competitive than ever before. Globalisation, the onset of new technology and the
unpredictable economic climate are just some of the challenges facing companies. In the battle to maintain a competitive edge
in an increasingly crowded marketplace, organisations need to ensure that all their business functions are viable, cost-effective
and live up to best practice.
As more companies recognise the value of concentrating on their core competencies to maintain their competitive edge,
outsourcing non-core functions becomes a serious option. Organisations of all sizes are now looking to gain benefits from this
business practice.
Although some basic outsourcing models have been around for many years in various forms (eg, outsourcing recruitment
processes to agencies or outsourcing payroll operations) true HR outsourcing came to the forefront of business activity in the
early 1990s in the US.
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Guide to human capital management: NorthgateArinso (November 2008)
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Human capital management (HCM) is about adding value to your business through people. And since people are often
considered to be intangibles, it’s about making the people contribution tangible – a source of value rather than a cost to be
reduced.
In recent years, literally thousands of pages have been published about HCM, ranging from ‘letters to the editor’ in the HR
press to weighty academic papers. Most people would therefore be forgiven for finding the subject sometimes confusing and
often overwhelming.
So what is human capital management? As this guide explains, it’s about adding value to your business through people. And
since people are often considered to be intangibles, it’s about making the people contribution tangible, a source of value rather
than a cost to be reduced. Once we can attribute value to people, we can start to understand better how to recruit, develop
and retain them in ways that make a difference to bottom-line business performance.
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Lean and green: when going green makes smart business sense: COA (October 2008)
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Whatever their moral responsibility towards reducing their impact on the environment, businesses will soon have little choice
about implementing ‘greener’ practices. As the Government continues to roll out new mandates on sustainability, many
sizeable contracts are now being awarded only to firms that have demonstrable eco-credentials.
The problem is that, when money is tight as it is for many organisations in the current climate, investing in ‘green solutions’
feels like a luxury they can ill afford.
This doesn’t mean that they should risk putting sustainability initiatives on hold; rather, they need to think laterally when putting
together the business case, as green initiatives can also make smart business sense.
The good news is that initiatives to reduce a company’s carbon footprint can also have demonstrable and quickly realised
financial benefits, dovetailing very neatly with internal strategies to cut costs, heighten efficiencies and grow profitability as
trading conditions become tougher. By considering both goals together, organisations can double the benefits, thereby
standing a better chance of securing the budget they need.
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Integrated talent management: Oracle (July 2008)
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Although the need for talent management is critical, many organisations flounder when it comes to effectively leveraging
a state-of-the-art technology solution. The primary difficulty lies in sharply diminished business benefits when
organisations fail to take advantage of talent solutions that integrate fully with the core HR system of record and with each
other.
As a result, organisations often miss a decided competitive advantage when it comes to areas such as user adoption, the
optimal use of technology and employee development, which is so critical in the talent shortage. Often this failure stems from
poor strategic planning and – as statistics show – selecting niche or siloed solutions a-la-carte. An integrated approach is ideal for the forward-thinking organisation expanding its talent management scope or for an
organisation exploring talent management for the first time. Real-time integration that optimises all aspects of talent
management can best be achieved with a solution from the same vendor that provides the core HR system.
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Recruitment technology: going global: Bond (April 2008)
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IT recruitment technology must respond to the needs of the modern global economy and help organisations leverage the
opportunities which exist from expanding into foreign territories and utilising the skilled international workforce. Indeed, the
globalisation of the business world provides both opportunities and threats to the recruitment sector.
Ensuring suitable capacity, solution scalability and the ability to recognise and manage CVs in foreign languages are all
technology challenges which large organisations need to address and overcome if they are to expand globally.
This paper explains how recruitment technology is adapting to meet the needs of global expansion and developing to satisfy
the requirements of businesses worldwide. When an organisation seeks to deploy a globalised recruitment system, it faces three immediate challenges.
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The role of HR in managing workforce CO2 emissions: Vizual (April 2007)
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There is hardly a boardroom in the country that hasn’t at least discussed reducing its CO2 emissions in the last year. But
relatively few companies are able to measure and manage their environmental impact successfully. Here we examine the
issues and reveal how HR has a role to play in managing your business’ carbon footprint.
Scarcely a day goes by when we fail to be bombarded in the media by news of climate change. Indeed the impact of CO2
emissions on our environment, weather patterns, biodiversity and on humanitarian issues is already tangible. It is, however,
sometimes quite difficult to see how this relates to individual choices we make in our lifestyles and, for our businesses, what
corporate strategies and business management processes we should follow to reduce and manage our CO2 emissions.
This paper examines why businesses cannot afford not to appraise and manage their CO2 emissions. Ignoring the stark
warning of the climate change these emissions bring poses a serious threat to commerce in both the short term – from loss of
company market share and business value – and in the longer term – from loss of overall market.
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