Processes, Performance Drivers and ICT Tools in Human Resources Management.

Human resourse managment

“Strategic, integrated and coherent approach to the employment, development and well-being of the people working in organizations… it covers activities such as strategic human resources management, human capital management, corporate social responsibility, knowledge management, organization development, resourcing, performance management, learning and development, reward management, employee relations, employee well-being and health and safety and the provision of employee services”.-Armstrong.

HR managers to be accountable and/or responsible for the following business processes:

• Preparing and reviewing capacity planning.
• Interviewing and recruiting.
• Managing personnel evidence.
• Instituting programs for retention and growth (job trainings, certifications).
• Eetting up motivation programs (including management of benefits).
• Evaluating employee efficiency.
• Establishing tools and guidance for management reviews.
• Designing administrative and supportive processes.
• Outplacement and discharge.

Performance drivers

The term “performance driver” will be henceforth used to mark activities or actions that increase potential to achieve higher level of corporate performance, i.e. deliver increased outcomes with available resources.

Performance drivers can be further divided into several categories. Clear distinction can be made for example between the following categories:

On basis of several articles and case studies by Brooks,Ferguson and Reio, Grensing-Pophal , Hurley-Hanson and Giannantonio and Reddick, we identified the following HR-related performance drivers:

• Attract & hire a greater share of high performers,
• Monitor the effects of new policies & programs and react swiftly to trends & results,
• Drive member satisfaction, profits & long-term success,
• Simplify administrative,
• Ensure security of valuable information over antiquated paper formats,
• Define organizational policies & procedures that serve to positively motivate workers,
• Maintain learning & development activities that stimulate optimal task & contextual job performance,
• Align employee activities with the needs of customers or clients,
• Support advanced strategic decision-making tools.

SYSTEM CONCEPT AND PROCESSES/ PERFORMANCE DRIVERS CORRELATIONS

We can use this basic schema as an intuitive guidance for identification of vital parts of IS and means of support that HR management can expect/require to work efficiently.

PRACTICAL FEEDBACK – SURVEY RESULTS

The following graph shows the evaluation of functionality provided by HRIS:

The following graph shows detailed results the questionnaire subsection, dedicated to usage of intranet.

CONCLUSION

• Firstly, a modern approach to HR management was characterized, and, on its basis, a set of business processes, commonly handled by today’s HR managers, was defined.
• Important areas that should be covered by human resources information system (HRIS) were identified by definition of relationship between processes, performance drivers and appropriate ICT components.
• Most Czech companies still underestimate the full potential of HRIS and heavily rely just on its “traditional” components – such as personnel evidence and basic payroll system.