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Q.3 Smart Invest is a financial company which has been functioning for past 15 years.

The company decides to has computerized the office 7years ago. Now it has decided to use the application of information systemin HRM. Suggest that how and in what all activities they could are the information system.Ans: Smart invest financial company could information system in followingoperation of human resource managementThe system of applications of Information Technology (IT) in HRM is referred toas Human Resource Module. HRIS merges some of HRM functions with the ITfield, wherein the planning and programming of data processing systems haveevolved into standardized routines and packages of Enterprise Resource Planning(ERP) softwareHRIS is developed around six main areas of human resource management viz., e-recruitment/applicant tracking, e-training, epayroll,e-benefits, e-self service and e-time and labour managementE-recruitment / Applicant TrackingE-recruit ment manages job descript ions and job vacancies, search fo r candidatesand the interview process. It is also referred to as an applicant-tracking system; thisis a web-based applicat ion t hat enables t he electronic handling o f organizat ionalemployment needs. These activities include posting job advertisement on web sitest o s t i m u l a t e a n d a t t r a c t c a n d i d a t e s , k n o w n a s j o b b o a r d s . J o b b o a r d s a l l o w candidat es to apply on-line and t he candidat es data are stored o n a dat abase t hatallows searching, screening and filtering of applications. The application trackingsystem shortlists the candidates and arranges for interview and recruitmentrelatedactivities.E-recruit ment maint ains profiles, searches for and refers jobs to co lleagues andfollows t he recruit ment process. It int egrates resume ext ract ion capabilit ies usingthe Magnaware / Mohomine extraction engine to search for potential candidates. Ituses event-driven applicant tracking and manages po sit io ns on mult iple ext ernalwebsites. E-recruitment/applicant tracking system reduce administrative tasks, costand time required to perform recruitment activities.E-trainingE t r a in in g p r o v id e s a c o mp le t e , sc a la b l e a nd o p e n in fr a st r u c t u r e t ha t a llo w s organizations to manage, deliver, and track employee training participation in onl in e o r c la s sr o o mba se d e n v ir o n me nt s. T r a ine e s int e r a c t w it h c o nt e nt a nd / o r

trainers at their own pace. Managers set the business flow from order processing todelivery and performance management to training output automatically. E-trainingsystems deploy content to global learners; make use of mixed media and multiplediscrete sites on a single instances of the application, define competencies attained by trainees, and update t he trainees co mpet ency profiles. It aims to ensure

t hatH R M p r o v i d e s t h e r i g h t r e s o u r c e s , c o m p e t e n t a n d e x p e r i e n c e d t r a i n e r s , a n d consolidate training initiatives on a scalable and cost effective basis. In addition, itaims to measure training effectiveness.E-training, provides learning opportunities not only to employees, but to customer a n d a l l o t h e r s t a k e h o l d e r s b y p r o v i d i n g o n e s t o p a d m i n i s t r a t i o n , a u t o m a t e d cat alogue distribut ion and enrollment and co llabo rat ive sit es wit h other strategic partners.E-payrollE-payroll mo dels auto mat ically collect data regarding employee attendance andw o r k r e c o r d f o r t h e p u r p o s e o f e v a l u a t i n g w o r k p e r f o r m a n c e , t h e y c a lc u la t e va r io u s d e d u c t io n s inc lu d in g t a x, a nd g e ne r a t e p e r io d ic p a y c h e q u e s a n d t a x r e p o r t s . P a yr o l l m o d u l e s i n t u r n s e n d d a t a a n d a c c o u n t i n g i n f o r m a t i o n t o t h e general ledger for posting and subsequent operations and they frequently integratee-payroll with e-finance management.Payroll systems can define standard rules for automatically assigning and changingemplo yee salar y by using simple formulae. They are able to control processingrules and calculations using fast formula and use logic for complex cases. They canmanage global compensation with one application by implementing a core payrollengine and installing local extensions to add the necessary functionality, reportingand process for individual countries.E-payroll is able to process from data, simultaneously, fully reconciled results andmult iple employee groups. By preparing paperless online pay slips, t he syst em isable to reduce administrative costs and time for the total operations. Employees toocan view their exclusive data and get personalized reports.EbenefitsE-benefits administration models enable HR professionals to track and administer diverse and complex benefit plans, employee benefit programs which may involvetranspiration medical and health care, insurance, pension, profit-sharing, and stock option benefits. Such modules, through internet-based automation, can enable HR to improve benefits support and analysis whilst reducing time and costs involved in

t he a d min ist r a t io n, w h i le in c r e a s in g t he c o n s ist e nc y d e c is io ns o n c o mp l i a n c e issues at various levels across the organization.E-self service human resourceE-self service HR modules collect, process and manage all other kinds of data andi n f o r m a t i o n . F o r e x a m p l e , e m p l o y e e s d e m o g r a p h y p r o f i l e s a n d a d d r e s s e s , r e c r u i t m e n t , s e l e c t i o n t r a i n i n g , d e v e lo p m e n t , p r o m o t i o n s , c a p a b i l it ie s, sk i ll ma p p in g a nd c o mp e n sa t io n p la n n in g . S u c h a mo d u le w o u l d a l l o w i n d i v i d u a l emplo yees to update and use employee-specific info rmat ion, personalized to anindividuals role, experience, work content, language and information needs. Thus,individual employee and managers are empowered to update information in order t o s t r e a m l i n e b u s i n e s s p r o c e s s e s , r e d u c e c o s t s a n d e r r o r s , i n c r e a s e

s p e e d , a n d enhance service.T h i s m o d u l e h e l p s e m p l o y e e s i n m a n a g i n g e v e r y t h i n g f r o m p r o f i l e s i n c l u d i n g skills, resumes, contact details, selfappraisal data, bank data, learning, benefit sa n d p a y r o l l . I t e m p o w e r s m a n a g e r s t o o p e r a t e t r a n s f e r s , e m p l o y e e t r a i n i n g enrollment, performance appraisals, compet ency mapping, ca reer planning anddevelopment and terminations.E-time and labour E-t ime and labo ur auto mat es ent ire t ime and attendance records keeping processand operations through an automatically generated virtual time card. It provides ani n t u i t i v e , w e b b a s e d i n t e r f a c e . T h e t i m e a n d l a b o u r m a n a g e m e n t m o d u l e , b y int eract ing wit h info rmat ion technology, collect s and evaluat es t ime and work informat io n. This module provides broad flexibilit y in dat a collect ion met hods,h u m a n r e s o u r c e d i s t r i b u t i o n c a p a b i l i t i e s a n d d a t a a n a l y s i s , a n d h e l p s i n establishing organizational cost accounting capabilities.This module allows entering time via web browser, mobile device and time card. Itd e f i n e s r o t at io n p la n s b a se d o n s h i ft s a nd w o r k p la n s a nd e mp lo ye e mo b i l it ya mo n g d e p a r t me nt s o r u n it s. I t su p p o rt s po lic ie s fo r ho lid a ys, o v e r - t i m e , a n d rounding. It improves reporting, extracting, and processing with a single databaseo f employee t ime-relat ed informat ion. This module is int egrated auto mat icallywith other modules of human resource management like payroll and benefits.Q.3 Due to the recent recession FinPlus , finance company has to downsize thecurrent employees. In this scenario what are the responsibility of HR professiona

What kind of plan they can prepareAns: Manpower costs are important elements of operating costs in many industries.Companies that are able to control manpower expenses through various steps havea much needed competitive advantage. Therefore, monitoring and controllingmanpower costs have assumed great importance in the modern era of globalcompetition. Some of the widely used approaches to analyze and controlmanpower costs are as followsManagement by Objectives (MBO): In human resource management, measurementhas been the weakest area due to most of the variables being qualitative.Ratio Analysis: In this approach, some important performance indicatorsconcerning the personnel function are usedPersonnel Productivity: Analysis and control of human resource costs is notenough. It is necessary to monitor and improve the productivity of humanresources. If the percentage increase in personnel productivity is higher than percentage increase in personnel costs, per unit cost of personnel may be reduced.Human resources have a tremendous potential to improve productivity. Firms canachieve significant productivity gains and control manpower costs through O andM studies, work simplification, quality circles, productivity linked rewards and proper utilization of manpower at various levelsEmployee Relations Index: This is a quantitative technique of measuring theoverall effectiveness of the total personnel programme. This composite indexconsists of several strategic items such as absenteeism, separations,

occupationalhealth, suggestion, formal grievance, work stoppages etc. Weights are assigned toeach item according to its relative importance.Q.3 Mr Sen wants to conduct an HR Audit in his organization. He wants tospecifically audit the Employment Practices and Employee involvement in particular. Suggest what all aspects you may cover in the questionnaire for theaudit. Prepare a questionnaire with at least 15 statements.Ans: In conducting your human resources audit, an employment policy or practiceincludes, but is not limited torecruitment procedures, advertising and selection criteria; appointments and the appointment process;

job classification and grading; remuneration, employment benefits and terms and conditions of employment; job assignments; the working environment and facilities; training and development; performance evaluation systems; promotion; transfer; demotion; disciplinary measures other than dismissal; anddismissalB. Hiring: Non-Discrimination Does your Company unfairly discriminate, directly or indirectly,a g a i n s t a n e m p l o y e e , i n a n y e m p l o y m e n t p o l i c y o r p r a c t i c e , o n one or more grounds, including: race, gender,

sex, pregnancy, marital status, family responsibility, ethnic or social origin, conscience, belief,

political opinion, colour, sexual orientation, age, disability, religion, HIV status, culture, Trade Union membership language and birth Does your Company employment practices prohibit the harassment of anemployee on any of the grounds mentioned above? Do your employment policies distinguish, exclude or prefer any person onthe basis of an inherent requirement of a job. If so, are such inherentrequirements legitimate, objective and

easily ascertainable to a third party,such as a Commissioner or Arbitrator?C. Hiring: Medical testingDo es your Company have requirement s for medical test ing of employees, and if so, Is it permitted in terms of any legislation; or is it justifiable in the light of medical facts, employment conditions, social policy, the fair distribution of employee benefits or the inherentrequirements of a job?D. Hiring: Psychological testing and other similar assessments Does your Company implement psychological testing and other similar assessments of an employee, and if so, have such tests or assessments being

used shown to be scientifically valid and reliable; applied fairly to all employees; and not biased against any employee or group?E. Hiring: Written particulars of employment Do or have you supplied your employee, when the employee commencesemployment, with the following particulars in writing your full name and address; the name and occupation of the employee, or a brief description of the work for which the employee is employed; the place of work, and, where the employee is required or permitted to work at various places, an indication of this; the date on which the employment began; the employees ordinary hours of work and days of work; the employees wage or the rate and method of calculating wages;

the rate of pay for overtime work; any other cash payments that the employee is entitled to; any payment in kind that the employee is entitled to and the value of the payment in kind; how frequently remuneration will be paid; any deductions to be made from the employees remuneration; the leave to which the employee is entitled; the period of notice required to terminate employment, or if employment isfor a specified period, the date when employment is to terminate; a description of any council or sectoral determination (Wage Determination)which covers the employers business

any period of employment with a previous employer that counts towards theemployees period of employment; a list of any other documents that form part of the contract of employment,indicating a place that is reasonably accessible to the employee where a copyof each may be obtained. When any term or condition of employment of an employee changes do youchange the written particulars to reflect the change; and supply the employeewith a copy of the document reflecting the change. If an employee is not able to understand the written particulars, do youensure that they are explained to the employee in a language and in a manner that the employee understands. Have you made provision for keeping written particulars of employment of your employees for a period of three years after the termination of employment.F. Informing employees of their rights Do you display at the workplace where it can be read by employees asummary in the prescribed form of the employees rights in terms of theLabour Relations Act, Basic Conditions of Employment Act, OccupationalHealth and Safety Act, etc in the official languages which are spoken in theworkplace.G. Keeping of records

Do you keep a record of your employees (personnel files) information your employees name and occupation; the time worked by each employee; the remuneration paid to each employee; the date of birth of any employee under 18 years of age. Are such records kept for a period of three years from the date of the lastentry in the record.

H. Payment of remunerationDo you pay your employees any remuneration that is paid in money in South African currency; daily, weekly, fortnightly or monthly; and incash, by cheque or by direct deposit into an account designated by theemployee. at the workplace or at a place agreed to by the employee; during theemployees working hours or within 15 minutes of the commencement or conclusion of those hours; and in a sealed envelope which becomes the property of the employee. no later than seven days after the completion of the period for which theremuneration is payable; or the termination of the contract of employment?I. Information about remunerationDo you provide your employees with the following information in writing on eachday the employee is paid? your name and address; your employees name and occupation; the period for which the payment is made; your employees remuneration in money; the amount and purpose of any deduction made from the remuneration; the actual amount paid to your employees; and if relevant to the calculation of any employees remuneration

the employees rate of remuneration and overtime rate; the number of ordinary and overtime hours worked by the employee duringthe period for which the payment is made; the number of hours worked by the employee on a Sunday or public holidayduring that period; and if an agreement to average working time has been concluded in terms of section 12 of the Basic Conditions of Employment Act, the total number of

ordinary and overtime hours worked by the employee in the period of averaging. Is such written information given to each employee at the workplace or at a place agreed to by the employee; and during the employees ordinaryworking hours or within 15 minutes of the commencement or conclusion of those hours.J. Job Descriptions Do they avoid generalities, vague terms, and professional jargon? Are there physical requirements that dont have a direct correlation to the job youre describing? Is there any language that could be considered sexist? Do they consolidate job responsibilities and list the most important onesfirst? Is there any language that discriminates against older employees? Are unessential requirements listed that could block the hiring of a personwith a disability? Do they describe what is to be accomplished, rather than the method for performing the job? Are undesirable working conditions, such as worksite temperatures, noiselevels, gases, fumes, or hazardous materials, and space restrictions listed? Are required interpersonal skills explained?K. Application Forms Do you have a written policy explaining how long applications will beconsidered active, and when and how applicants can update them? Do you purge your files on a regular basis in accordance with your policy? Does your application have the following disclaimers?

Falsification or omission of information can lead to refusal to hire or to

discharge. Applicant gives employer consent to check references, verify information,and obtain reports from consumer reporting agencies. Does your applications ask for any of the following information that may beconsidered discriminatory? Applicants sex, or sexual preference, practices, or orientation. Applicants weight or height, unless a bona fide occupational qualificationexists. Whether the applicant is single, married, or divorced. Whether the applicant is pregnant, has children, or must make arrangementsfor child care. Applicants age, other than to determine that the applicant meets minimumstate requirements. Dates applicant attended high school. Applicants military status, unless military status is related to his/her abilityto perform the work. Applicants memberships. General questions about arrest records. Applicants religious affiliation. Applicants general state of health. If the applicant is a citizen of another country. Applicants attitude about trade union organizations.L. Employment Contracts Does your employee handbook contain a general disclaimer? Does your handbook contain a statement indicating that it is intended to provide information only, is not a contract, and can be modified at any time?

Do you have employees sign acknowledgement forms recognizing that theyhave received the handbook and understand it? Are your disclaimers printed in large type and placed in prominent positions? Does your handbook indicate that serious offenses can circumvent your progressive discipline policy and result in immediate termination? Does your handbook contains statements promising a promotion-from-within policy?M. References Does your application state that references will be checked carefully and willinfluence the hiring decision? Do you avoid recording discriminatory information even if it is given in areference check? Does the person who is conducting the reference check understand the jobrequirements? Do you keep written documentation on every reference check? Do you ask applicants to sign a release absolving previous employers fromliability for the information they provide? Do you understand the restrictions on gathering medical information onapplicants? Do you apply the results of your reference checks consistently to allapplicants? Do you ask employees who are resigning or being terminated to sign areference request form? Do you authorize only a few individuals to respond to reference requests? Do you refuse to give oral references? Do you require prospective employers to furnish consent forms beforegiving out references? Do you screen prospective employers by taking a telephone number an

calling back?Are your references based on both positive and negative facto Q.3 Mr. Sunil is the General Manager of a textile company. He has toparticipate in the meeting with the board of directors of the company. He isexpected to conduct the SWOT Analysis of the company. Help him inpreparing the question checklist to attain the required information about thecompanys Strength Weakness Opportunity and threat.[10 Marks]Ans: Following are the checklist, Mr. Sunil has listed after conductingSWOT Analysis of his company

1) Strengths:Following are the list of strengths that company should havei. Valuable competencies or know-howii. Valuable physical assetsiii. Valuable human assetsiv. Valuable organizational assetsv. Valuable intangible assetsvi. Important competitive capabilities2) Weakness is something a firm lacks, does poorly, or a condition placing it at adisadvantage. Resource weaknesses relate to inferior or unproven skills, expertise,or intellectual capital and Lack of important physical, organizational, or intangibleassets.3) Opportunities: Opportunities are those which match with its financial andorganizational resources, can generate profits for long term and become strength infuture.4) Identifying External Threatsi. Improved technologyii. Improved products by competitors

iii. Dumping of materialsiv. Unfavorable political situationv. Potential of a hostile takeover vi. Change in the demography

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