HR Automation - Initiative to promote Green HR

Frugal Engineering: Inherent to India and Natural to TenXLabs

noreply@blogger.com (Minerva HRMS) — Thu, 19 Jan 2012 09:49:00 +0000

India is fast becoming the global head quarters for Frugal Innovation and Frugal Engineering. Its aspects are deep rooted in our culture and inherent to our thought processes. Frugal Engineering is core to TenXLabs ethos and permeates all functions, especially our engineering. Here is a clean-sheet look at Frugal Engineering.

What is Frugal Engineering

You take a wide spread deep-rooted problem. You identify several possible solutions and zero in on the best. Your best solution is defined as:

Focused in solving the central problem with great effect
No frills, no additional benefits or features
Based on and deriving from existing solutions
Solution attributes combining uniquely with a high degree of innovation

You then qualify your solution in these terms:

Delivering a wide spread impact – solving the key problem for most of your users
What the market is willing to pay for this solution (not what it costs you or your competition)
The least effort to deliver the solution to stay cost effective
The fastest time to implement the solution to remain relevant and cost effective

That is about it: the solution you have delivered is Frugal Engineering. And, the path that leads to the solution as defined above is Frugal Innovation.

What is NOT Frugal Engineering?

Just to be doubly sure, here are a few things that are generally confused with Frugal Engineering – these things are not part of Frugal Engineering:

Mindless cost cutting
Cheap sourcing
Cheap imitations – instead it is about a super effective alternate approach
Scale down versions of popular products

Critical Success Factors for Frugal Engineering Success

Having got a broad sense of Frugal Engineering, let us dive to the next level. Let us look at two critical success factors for Frugal Engineering success - The primary critical success factor in Frugal Engineering is the uninhibited ability to define a seemingly impossible or even ridiculous target. This must be given blanket support by the top management. The second critical success factor is the courage to question set processes, norms and status quo.

Why is Frugal Engineering Important for SMEs

Small and medium sized enterprises need software solutions that provide automation and allow them to scale their operations easily. However the solution needs to provide the essential features without too many frills and at the same time be timely and cost effective. They cannot afford to have the ‘ideal’ solution with all the bells and whistles, that takes years to implement. Hence for these companies frugal engineering solutions provide the essential value they are looking for without necessarily adding a lot of overheads.

Convergence of Process Automation, Data Analytics and Cloud

noreply@blogger.com (Minerva HRMS) — Mon, 05 Dec 2011 17:37:00 +0000

Today, Small and Medium Enterprises in the emerging countries are in the midst of innovation and transformation. The market dynamics are rapidly changing and becoming highly complex, requiring companies to constantly innovate. If innovation is one side of the coin, the other side is to bring in cost competitiveness.

Reduction in costs can be done in many ways. But the ideal way to do the same without compromising on the innovation as well the resources is to make people highly productive. One way to make the company more productive is to bring in automation culture. Leverage the technology to drive productivity and innovation.

The key for any SME is to keep their employees highly engaged and well connected within the company. In this endeavor, following should be the sequence of thoughts. How to automate the entire HR processes and in the process build a robust collaboration platform, How to analyze the underlying data to make overall organization improvements and how the organization can afford it.

For Full version of the article kindly refer to the below link:

http://www.siliconindia.com/shownews/Convergence_of_Process_Automation_Data_Analytics_and_Cloud-nid-98621-cid-100.html

Author Details:

Sreekanth Lapala, CEO, TenXLabs

Linkedin profile: http://in.linkedin.com/pub/sreekanth-lapala/1/417/b3a

"IT" is from Mars & "HR" is from Venus

noreply@blogger.com (Minerva HRMS) — Wed, 18 Nov 2009 13:30:00 +0000

"IT" is from Mars & "HR" is from Venus

BRIDGING THE GAP WHEN “IT” IS FROM MARS & “HR” IS FROM VENUS:
FIVE HRMS REQUIREMENTS THAT WILL SATISFY ALL

We’ve all heard the saying “Men are from Mars and Women are from Venus”, but when it comes to standardizing on a global human resource management system (HRMS), the same could be said for an organization’s Information Technology (IT) and Human Resource (HR) departments. In order to close the gap between these two departments, and create a happier co-existence, IT and HR departments should heed the advice of Men Are from Mars, Women Are from Venus author John Gary, and learn how to communicate more effectively to ensure the needs of each are taken into consideration and that an emphasis is placed on creating a peaceful union of organizational equals.

Let us start with the following assumption:

HR understands what communication is necessary and the manner and timing with which it must presented to achieve strategic outcomes, while IT understands the security imperatives and has the ability to understand the capabilities of the underlying toolset to achieve these outcomes.

The HR Mandate

As organizations strive to build and sustain a high-performing, satisfied workforce, they place an even greater emphasis on the effectiveness of the Human Resource department. Today, the HR department is viewed as a critical contributor to an organization’s bottom line, facilitating the organization’s ability to attract top-talent, reduce turn-over and control the high cost of benefit enrollment and utilization. However, to be truly effective, HR needs to have the right combination of people, processes and technology in place to achieve success in this area. With the help of HRMS technology, organizations can now provide a number of strategic functions designed to automate a range of functions, including employee assessment or satisfaction; time-to-fill or cost-to-hire statistics; employee performance index; revenue-to-employee or productivity-to-employee metrics; turnover rate; etc. While few will dispute the value of an organization’s HRMS, the road to adoption can be quite challenging, and requires careful consideration and cooperation among all stake-holders, especially IT.

The IT challenge

While companies increasingly rely upon technology to streamline their business processes and create a competitive edge, they are quickly realizing that if they are to truly optimize their IT investments they must first work to align IT with their business goals. This is particularly true with Human Resource Management Systems, which need to be treated as more than just mere infrastructure or ‘back office’ applications, given the major impact an HRMS has on an organization’s overall business strategy, competitiveness and profitability.

Five HRMS Considerations Designed to Bridge HR and IT

In order to make the most of their HR technology investments, organizations must be sure to communicate the over-all goals and objectives of the HRMS and solicit input from both HR and IT. Careful consideration must be made to ensure that the solution can improve the organization’s business processes (not just recreate old paper processes); create efficient workflows with approval mechanisms, provide compliance reporting; and integrate all of the major components of HR, including compensation and benefits administration, recruiting and training administration, and strategic measurement tools like Metrics, Performance Management and Succession Management.

To ensure a long-term, successful co-existence among HR and IT, organizations should speak in terms that each department will understand and jointly select a solution capable of supporting the unique needs of both. More specifically, organizations should adopt an HRMS capable of supporting the following five criteria:

1. Scalable Infrastructure: Meets Current & Future Needs

To ensure the longevity of the HRMS, organizations must look for a solution that is capable of meeting the current and future needs of human resources, while reducing the involvement of the IT department. The HRMS needs to be scalable and highly flexible so that once IT deploys the system, HR can use it to support the needs of its existing employees and extend the system to include new employees (as the company grows--either organically or through mergers and acquisitions), benefits plans and/or business processes. The solution should also be capable of supporting multiple language profiles so that all users/locations can leverage a single, global HRMS platform in order to achieve an accurate picture of the company’s HR goals and objectives, on a global scale, without having to seek additional IT support.

2. Strong Reporting & Query Capability: Ensures Compliance & Internal Requirements

The HRMS should also have the ability to support various HR and compliance-related reporting needs, including Equal Employment Opportunity (EEO), Military/Veterans (VETS), Occupational Safety and Health Administration (OSHA), Consolidated Omnibus Budget Reconciliation Act (COBRA), Wages and Filings (W2’s and 1099’s) etc. To ensure the long tem success of the system, IT teams should look for a solution that combines data from multiple systems, has built-in report writer features, offers native language and SQL query capabilities to ensure easy access by any level of user, and supports unlimited security profiles capable of defining the fields, tasks and actions that are permitted by each user. In doing so, HR professionals can easily add fields and tables to reflect the changing business and data needs of the organization, securely locate & disseminate information to appropriate and authorized stakeholders, generate sophisticated reports that comply with internal and external regulations and provide sophisticated HR-related metrics and data to senior managers for decision making and goal alignment.

3. Workload Automation: Organizes Tasks & Improves Process

In order to support today’s “do more with less” work ethos, it is also important to look for an HRMS that supports what is commonly known among IT departments as “workload automation”. Long recognized by the technical staff for its ability to seamlessly incorporate event-driven activity with calendar and scheduling functions, work load automation allows HR teams to organize daily tasks, prioritize work, and improve their process efficiencies. Leveraging automatic, user-defined ‘triggers,’ HR teams can set up email based alerts, notifications and reports that allow them to focus on more strategic tasks, improve communications and respond faster to employee requests and organizational changes.

4. Tight Integration & Import/Export: Reduces Redundancies, Improves Accuracy
Some other important HRMS considerations - ones that are especially important to IT folks involve the tight integration of (and turn-key interfaces to) other HR-related systems such as single sign on, email server integration, active directory, LDAP, third party payroll services, benefit carriers, or other internal legacy systems and the ability to import data from other source systems. This is a particularly important as Human Resources professionals strive to create a central point of access capable of streamlining their HR processes. The system should also enable them to eliminate redundant data entry functions, increase data integrity (by having the ability to import historical data form outdated legacy systems) and more importantly, provide additional analysis and reporting to other team members as needed. Lastly, organizations should consider an HRMS that is capable of easily exporting HR-related data to other software utilities such as Word, Excel, etc. In doing so, HR teams can provide additional analysis and reporting across the organization using existing systems and popular formats without the need for additional IT involvement. With improvements in architecture and with the proliferation of Web 2.0 traditional imports and exports can be reduced to Web Service requests that allow the posting and exchange of information to become seamless and automatic. This kind of advance allows the manager and employee to be managing data without worrying about the administrative task of running an import or an export to manage the integration of systems.

5. Advanced Workflow: Eases Use & Promotes Self-Service

The final, and perhaps the most important HRMS consideration, involves the system’s advanced workflow functionality. Leveraging user-configurable menus and role-based forms, HR teams can automate time-intensive and multi-step/multi-person processes such as life change events (name change, new dependant, etc.); new hire activity, terminations, training, etc. As a result, Human Resource professionals will enhance their productivity, reduce their training and administrative expenses, ensure faster and more accurate transaction processing and lower the cost of collecting and delivering HR-related services throughout the enterprise. IT and HR departments alike should look for a solution that is capable of being deployed online, with Employee Self-Service (ESS) and Manager Self-Service (MSS) portals, to encourage easy and secure access among employees, to document company procedures and workflow, and to ensure compliance with mandates such as Sarbanes/Oxley. By selecting an HRMS that supports advanced workflow capabilities, HR and IT groups can optimize and extend the technology platform to drive bottom line efficiencies and profitability.

Put simply, if an organization is to build and sustain a high-performing and satisfied workforce, then a fruitful relationship between HR and IT must exist. So instead of thinking in terms of Mars versus Venus, IT and HR professionals should consider these five easy requirements and use them as a means to openly communicate their goals, objectives and system requirements. In doing so, and by giving proper consideration to people, processes and technology, you and your organization will be well on your way to a long-lasting, satisfying marriage of HRMS equals who are working together to meet a mutually satisfying goal.

Launching mexpress- the lite version of HR Software from MinVesta

noreply@blogger.com (Minerva HRMS) — Sun, 20 Sep 2009 19:30:00 +0000

http://www.esnips.com/doc/6883ddb4-aa3f-44c8-88ec-e879141d1db2/mexpress-print-ad

During recession kind of turbulent times, HRMS can help CEO, you know why?

noreply@blogger.com (Minerva HRMS) — Tue, 11 Aug 2009 10:23:00 +0000

It is true that recession had hampered our growth rate but we are not in a bad economic situation when compared to some of the developed countries. Positive signs are there in some of the industrial segments and IT. Unfortunately certain segments in our economy are very much affected, many people lost job and many investors faced bankruptcy. If we look back to our economic history, these are quite temporary and we can regain our growth rate very soon.

In US,whenever something happen to business front, investor will immediately go for bankruptcy suite or say goodbye to all employees. But here in India, our management style is quite different. Most of the organizations are not running on credit and investors used to save money during good times to manage unexpected ‘no sale/fall in businesses’. Survival rate of companies in India has been deep routed to excellent management expertise. Recently somebody in US commented that in the coming years, it would be very difficult to get skilled people in US for IT jobs because students are not opting IT (this can be in the outsourcing context).This can be a strategic mistake or a bottleneck in US in coming years.

Let’s come back to India.Except some of the MNC firms operating in India, layoffs are not common here.But we lost considerable number of jobs in garments and construction sector in selected geographical locations. This can be partly due to economic downtime or huge export loss to United States. In some segments, we can see substantial amount of correction. For example, a builder may find difficult to find a buyer for his deluxe apartment worth Rs.1.5 crores till the market regains its momentum.

HR Managers are facing unusual challenges in organizations which are not recession proof. There is pressure from investors to get more output to beat recession,where as employees are looking at increased benefits or pay hikes. Board will be requesting to come up with countless analytical reports with zero down time.Many are working on profile GAPA and realigning corporate goals and communicate across organization. HR folks managing scattered organizations and that too using paper office are facing many difficulties in delivering quick information as well as realistic inference to corporate management. Many used to work late nights at office or failing to manage personal life. This made CEO or HR Heads of the organizations to buy and install HRMS on a war foot basis. Even though advertisement budget across companies are reduced, market research and business intelligence expenses are not at all freezed and companies in that segment are getting more projects (this reveals that there is tremendous need towards inferences based on accurate information). Accuracy and relevance of any decision related to people and processes and certainly credibility of HR department itself is very much depends on quality of information available.

There can be a decline in sales of enterprise software license which cost more than Rs.25 lakhs but I think demand for Integrated HRMS suites [Employee Information, Leave Management, Attendance Tracking, Payroll, Exit Management etc] selling at Rs. 5-25 lakhs is still consistent. Small and Medium enterprises are moving towards subscription model and SAAS is getting its grip over there.

Today,Investors are not considering HR Department as luxury but as strategic business partner. HRMS is considered as an efficient tool to streamline processes, an inevitable decision support system and a cost effective tool to enable new age HR Road Show (online) and to boost employee motivation.

During recession kind of turbulent times, more proactive resource management, decision based on live data, employee self service, more transparency in terms of organizational, team and individual performance are so critical. HR Department can market Corporate as well as HR initiatives to employees through HRMS.

360 Degrees Performance Appraisal

noreply@blogger.com (Minerva HRMS) — Fri, 10 Jul 2009 06:49:00 +0000

An Outlook.

Background

Contemporary 360-degree methods have roots as early as the 1940s, however, there is some disagreement regarding the exact genesis of the technique.
Despite these disagreements, one point that most scholars can agree on is 360-degree performance appraisal has historical roots within a military context.
During the 1950s and 1960s this trend continued in the United States within the Military service academies.
At the United States Naval Academy at Annapolis, the midshipmen used a multi-source process called “peer grease” to evaluate the leadership skills of their classmates.
In the corporate world during the 1960s and 1970s, organizations like Bank of America, United Airlines, Bell Labs, Disney, Federal Express, Nestle, and RCA experimented with multi-source feedback in a variety of measurement situations.

The Concept

For example, subordinate assessments of a supervisor’s performance can provide valuable developmental guidance, peer feedback can be the heart of excellence in teamwork, and customer service feedback focuses on the quality of the team’s or agency’s results.

The Process

The Appraisers

Superiors

It’s Contribution:

The 1st line supervisor is often in the best position to effectively carry out the full cycle of Performance Management.
The supervisor may also have the broadest perspective on the work requirements and be able to take into account shifts in those requirements.

Cautions to be addressed:

Superiors should be able to observe and measure all facets of the work to make a fair evaluation.
Supervisors should be trained. They should be capable of coaching and developing employees as well as planning and evaluating their performance.

Self

It’s Contribution:

Self-ratings are particularly useful if the entire cycle of performance management involves the employee in a self-assessment.
The developmental focus of self-assessment is a key factor.
Approximately half of the Federal employees in a large survey felt that self-ratings would contribute “to a great or very great extent” to fair and well-rounded PA.
Self-appraisals are particularly valuable in situations where the supervisor cannot readily observe the work behaviors and task outcomes.

Cautions to be addressed:

Research shows low correlations between self-ratings and all other sources of ratings, particularly supervisor ratings. The self-ratings tend to be consistently higher. This discrepancy can lead to defensiveness and alienation if supervisors do not use good feedback skills.
Sometimes self-ratings can be lower than others’. In such situations, employees tend to be self-demeaning and may feel intimidated and “put on the spot.”
Self-ratings should focus on the appraisal of performance elements, not on the summary level determination. A range of rating sources, including the self assessments, help to “round out” the information for the summary rating.

Peers

It’s Contribution:

Employees report resentment when they believe that their extra efforts are required to “make the boss look good” as opposed to meeting the unit’s goals.
Peer ratings have been an excellent predictors of future performance and “manner of performance”.
The use of multiple raters in the peer dimension of 360-degree assessment programs tends to average out the possible biases of any one member of the group of raters.
The increased use of self-directed teams makes the contribution of peer evaluations the central input to the formal appraisal because by definition the supervisor is not directly involved in the day-to-day activities of the team.
The addition of peer feedback can help move the supervisor into a coaching role rather than a purely judging role.

Cautions to be addressed:

Peer evaluations are appropriate for developmental purposes, but to emphasize them for pay, promotion, or job retention purposes may not be prudent always.
Generally, the identities of the raters should be kept confidential to assure honest feedback. But, in close-knit teams that have matured to a point where open communication is part of the culture, the developmental potential of the feedback is enhanced when the evaluator is identified and can perform a coaching or continuing feedback role.
It is essential that the peer evaluators be very familiar with the team member’s tasks and responsibilities.
The use of peer evaluations can be very time consuming. When used in PA, the data would have to be collected several times a year in order to include the results in progress reviews.
Depending on the culture of the organization, peer ratings have the potential for creating tension and breakdown rather than fostering cooperation and support.

Subordinates

It’s Contribution:

A formalized subordinate feedback program will give supervisors a more comprehensive picture of employee issues and needs.
Employees feel they have a greater voice in organizational decision-making.
The feedback from subordinates is particularly effective in evaluating the supervisor’s interpersonal skills. However, it may not be as appropriate or valid for evaluating task-oriented skills.
Combining subordinate ratings, like peer ratings, can provide the advantage of creating a composite appraisal from the averaged ratings of several subordinates.

Cautions to be addressed:

The need for anonymity is essential when using subordinate ratings as this will ensure honest feedback.
Supervisors may feel threatened and perceive that their authority has been undermined when they must take into consideration that their subordinates will be formally evaluating them.
Subordinate feedback is most beneficial when used for developmental purposes. But precautions should be taken to ensure that subordinates are appraising elements of which they have knowledge.
Only subordinates with a sufficient length of assignment under the manager should be included in the pool of assessors. Subordinates currently involved in a disciplinary action or a formal performance improvement period should be excluded from the rating group. Organizations currently undergoing downsizing and/or reorganization should avoid this source of PA.

Customers

It’s Contribution:

Customer feedback should serve as an “anchor” for almost all other performance factors.
Including a range of customers in PA program expands the focus of performance feedback in a manner considered absolutely critical to reinventing the organization.

Cautions to be addressed:

Generally the value of customer service feedback is appropriate for evaluating team output (there are exceptions).
Customers, by definition, are better at evaluating outputs as opposed to processes and working relationships.
It is a time-consuming process.

Important factors in 360 degree feedbacks

The mission and the objective of the feedback must be clear.
Employees must be involved early.
Resources must be dedicated to the process, including top management's time.
Confidentiality must be assured.
The organization, especially top management, must be committed to the program.

Advantages:

To the individual:

Helps individuals to understand how others perceive them.
Uncover blind spots.
Quantifiable data on soft skills.

To the team:

Increases communication
Higher levels of trust
Better team environment
Supports teamwork
Increased team effectiveness

To the organization:

Reinforced corporate culture by linking survey items to organizational leadership competencies and company values.
Better career development for employees
Promote from within
Improves customer service by involving them
Conduct relevant training

Problems

It is the most costly and time consuming type of appraisal.
These programs tend to be somewhat shocking to managers at first. Amoco's Bill Clover described this as the "SARAH reaction: Shock, Anger, Rejection, Acceptance, Help".
The problems may arise with subordinate assessments where employees desire to “get the boss” or may alternatively “scratch the back” of a manager for expected future favors.
The organization implementing this type of performance appraisal must clearly define the mission and the scope of the appraisal. Otherwise it might prove counter productive.
One of the reason for which 360 degree appraisal system might fail is because the organizations attempt to assimilate the 360-degree method within a traditional survey research scheme. In traditional survey research, investigators attempt to maximize data collection with as many items/questions as possible and with large sample sizes. In the case of 360-degree appraisal, creating measurement instruments with many items will substantially increase non-response errors. In addition, large sample sizes are not typically possible considering that perhaps 4 or 5 sources will rate an employee’s performance. As such, statistical procedures that rely on large sample sizes in order to ensure statistical validity might not be appropriate.
Organizations must consider other issues like safeguarding the process from unintentional respondent rating errors.
The culture shock that occurs with any system that creates “change.” And especially with a modern system like 360 degree performance appraisal; must be taken care of.

Conclusion

Because many of the more conventional performance appraisal methods have often proved unpopular with those being appraised and evaluators alike, 360 is gaining popularity with many managers and employees.
It offers a new way of addressing the performance issue.
When used with consideration and discipline, feedback recipients will feel that they're being treated fairly.
In addition, supervisors will feel the relief of no longer carrying the full burden of assessing subordinate performance.
The combined effect of these outcomes should result in increased motivation, which in turn improves performance.

Wishing You All A Happy And Prosperous New Year Ahead

noreply@blogger.com (Minerva HRMS) — Tue, 06 Jan 2009 07:14:00 +0000

Team MinerVa HRMS Wishes You All A Happy And Prosperous New Year Ahead

HR/Payroll Software - Why It's So Hard To Get A Price

noreply@blogger.com (Minerva HRMS) — Fri, 12 Dec 2008 07:14:00 +0000

By Expert Author: Clay C. Scroggin

The topic of this article is to describe why getting a price for an HR Payroll software application is not as easy as getting a price on a house, a car, or a new pair of shoes. Think of all the decisions you would have to make, before getting an accurate price, if you were going to build your own home.

Using Google Adword’s keyword tool, I did a little research into how many people in an average month are searching for the price of HR Payroll Software. The resulting numbers are lower than I might have expected. Still, per month, just on Google it appears that at least hundreds of people are searching for the cost of HR and Payroll software based only on the keywords I uncovered below.
Keyword Average Searches Per Month
• HRIS Price 12
• Cost of HRIS 58
• HRIS Costs 170
• HR software pricing 36

HR Payroll software prices depend on too many variables to simply offer a quick quote

When I was selling HR Payroll Software systems, I worked with one HRIS product that offered 15 unique product options, two platform options, and two purchase options. The cost of that system for a 200 employee company varied tremendously. This price could have ranged from $3,000 to well over $40,000. So, if someone simply asked for a price, or even a ball park price, it was hard for me to present one without knowing exactly what options they were interested in and what their needs were. Often times the prospect did not know either until I performed a needs analysis and/or showed a demo.

HR and Payroll Software Salesmanship

As an HR and Payroll software sales person, if I was selling product X and knew my competition was product Y, which offered half the functionality and 30% less on cost, I would be hesitant to provide a prospect a price of my HRIS system until I was able to show the added value. This is not only salesmanship; it’s also good service. It’s important that you not base your decision for HR Payroll software only on price. The best value may not be the lowest price but may be found in the closest match to your company’s unique needs. You may be impatient to see the cost, but in the example above, the customer wins by waiting.

There are sales training courses which teach sales people to say in control of the sale by holding off on providing a price as long as possible. I am not one of those that agree with this strategy but you may very well see it.

The HR Payroll software companies want to keep the prices as secret as possible.
We have asked all of our HR Payroll software participating vendors to include at least some type of price range for our site, but currently 8 of 13 have elected not to do so. Part of the reason is what I have laid out above but these companies are also very secretive about their prices. The least expensive systems on the market have no problem publishing their prices. The more expensive and comprehensive systems on the market are much less likely to do so.

I lost a vendor earlier in the year because they would not participate in our service unless every vendor on our site, not only showed their pricing, but showed it in exactly the same format as they offered theirs. I can’t say I disagree but I am not in a position to force our vendors to comply.So can other websites actually provide quick quotes for multiple HR and Payroll software applications?

NO! For the exact same reasons I have laid out here, the HR Payroll software vendors aren’t going to provide the cost without understanding who the prospect is and what their needs are. So, the site I am referring to without mentioning them by name, simply distributes your information to a number of HRIS or HRMS vendors and then let’s those individual vendors contact you, and after a needs analysis and perhaps even a demo, the “free HRIS quotes” can be provided. There’s nothing quick about it; nor would you want it to be.

The funny thing is our keyword position for HRIS pricing is number nine on Google. And I’ll be the first to tell you that of 13 systems currently on the site, we only offer price ranges on 5 of those products.

Closing..

There are valid industry reasons why you may find it difficult to quickly and easily receive prices on a number of HR Payroll software applications. I would recommend staying patient and realize a quick price may not be the most reliable or in your best interest.

MinerVa HR Suite Modules

noreply@blogger.com (Minerva HRMS) — Wed, 10 Dec 2008 06:56:00 +0000

For more details email us: sales.india@minvesta.com
Click here for a Proposal/Demo request: Request

HR Software Industry in the global meltdown....

noreply@blogger.com (Minerva HRMS) — Sat, 22 Nov 2008 19:47:00 +0000

Human Resources Leaders Express Uncertainty about Extent of Economic Impact on 2009 Talent and IT Investments

My thoughts on -Demand for HR Software Products in Current market downturn : Niraj Pradhan, Product Evangelist at MinVesta

noreply@blogger.com (Minerva HRMS) — Fri, 07 Nov 2008 06:02:00 +0000

Author: Niraj Pradhan,Product Evangelist, MinVesta Infotech

These days we keep hearing the words " SLUMP" ,"Recession", "Layoffs", "Cost cutting", "IT industry down turn" etc...
All these are also the reasons cited for slower growth of Indian IT companies.
It is said that there will be lesser new projects coming to the IT companies in India-All due the recession in US economy.
The companies in US have become conservative and there is literally no scope for getting revenues from these markets.
Recently even wipro has shifted its focus to Latin America and Africa -as these are now the emerging market.

Amidst all these..I have seen a reverse process- The need for HR products-especially in India and middle east and also Africa has shot up!!
yes its true-i will put in facts and explain to you but first let me put some reasons for it.

Current objective of companies in India would be to sought "Cost Cutting measures" and also to "increase Employee productivity."
They would rather have say 1500 employees( cut down work force from 2000) and have maximum productivity to match the earlier figure of 2000 employees.

By adopting above techniques they are aiming to have maximum output with minimal cost.

Now let me give you an example-where the employee's productivity goes waste.
every day there would be transactional activities to be carried out-Both by Employees and and also HR Managers or Management.
Simple example- Leave Application- i would treat this as an transactional activity.
There are many more transactional activities- example: marking attendance/requesting Forms( leave forms/loan forms), queries,payslip requests,Travel request -form based,address proof request etc-all these in case of manual process consumes huge amount of time and effort.
Now coming back to example of leave,
Every employee would have an activity to perform-i.e Leave Application( also some times cancellation/withdrawal)
Consider a manual process-Where leave application is sent by an employee by either filling up a leave form( hard copy) or writing and email and sending it to respective persons.
Every employee will have a minimum of 30 leaves in a year? ok lets make it 20.
Now an employee needs to apply for a leave-
He would take a print of the form( lets put 5 minutes for it)
Fill it up- 5-10 minutes
( or other wise compose an email- will take 10 minutes)
walk up to reporting manger to get it signed and approved- 10-15 minutes
again it might involve a chat/discussion/explanation- 10-15 minutes
( The reporting manager might not have instant access to employee's leave balance data)-might have to check with HR dept before granting-10-15 minutes.
Now the employee needs to walk up to the HR department to submit the application-10-15 minutes
( situations- HR manager not at his/her desk or HR Manager on leave/ etc etc)
He/she would submit the application-this might also involve a chat etc-10 minutes
HR Manager would update the leave balance details-in excel etc-10 minutes
and in situations like cancellation-modification-withdrawal this would involve the same cycle and also the time-

Now if i would add up the minutes that involved in a single transaction-i.e Leave Application and that too for one leave application by an employee ( lets assume he/she might take 4-5 times a year) the total minutes would be: 115 minutes average- hence almost 2 hours - which can be 1/4 th man-day
in case of 4 leave application by the employee- it would be 8 hours or 1 man day.
If you multiple by the man-day rate of your organization you can get the cost involved
i am assuming INR 3000 as per man day rate and hence one employee spends 1 man-day implies INR 3000 is the cost involved by one employee for one transactional activity.
Lets say an organization has an average 200 employees- in such a case, the total cost involved would be 200 * INR 3000= INR 600,000 six lacs-
or 200 man days spent for carrying out leave transaction- that too without full proof efficient manner.
imagine if the 200 man days was utilised in some project- you would not Only save in terms of time- but eventually in terms of Money!!

Now- How do we save cost- how do we increase employee productivity??
How can we save this 200 man days for a single transactional activity or this INR 600,000 going down without any return???

well- it can be saved...
By adopting methods of Automation- A simple leave application tool -may be a web based( browser based).
A considerate amount of time/effort and money can be saved by automation.
Through this tool the employee has instant access to his/her leave balance and can also apply immediately citing the reasons/remarks etc-
now the leave application would go to the Reporting manager- who can not only view the application-but approve/reject in a single click - also the sub ordinates leave plans/leave balance details etc present with him to take help in decision making.
Like wise HR department/Manager's task is also eased and time saved.
There are much more than just ease of transaction... the system can send alerts/reminders/validation/report generation /year ending process/en cashment etc.

The entire process of leave application can be finished or carried out in less than 10 minutes as compared to nearly 120 minutes by the manual process...
and yes i forgot to mention the cost involved for taking the hard copy of the leave form:)

Over all the ROI from the automation method is much more than the investment.
If you would do an similar calculation for other activities and arrive at the cost of it...i am sure after reading this you would search for an Automation tool and suggest your HR dept or the management.

Well...this is one example that i gave to explain to you the reverse process that is taking place -
yes demand for the HR Softwares has gone up during this Slump/recession etc..
and Especially in INDIA, middle east and Africa.
Well are few more reasons for the demand in these countries...
I can also include few Asian Countries-Japan n China.

What i feel and think could be a possible reason- 20-30 years back the market in US /Europe was emerging- which now has emerged and got a hit by the economic conditions there.

If you compare the Indian economy and the market conditions here....its not that worse.
I would agree with what Rakesh Jhunjhunwala said- India is protected- the liquidity crunch and factors are different here- a lot of Liquidity is yet to flow into the markets-Indians are still holding on their liquid assets.

the market in India can be called as emerging market- Indian companies are growing- they have their alternate market- INDIA
countries and companies would now shift their focus to emerging markets- INDIA/ middle East /Africa- literally a virgin market
The IT industry would not be dependent on the US/Europe market...
This has already started to happen...

Personally i have witnessed a sudden spur in the demand for the HR softwares....
and i have seen the sales cycles to be remarkable shorter- something which can be surprising-
but I am not amazed:)
Organizations- in India have closed on to buying the HR softwares in very short cycles and also have spend handsome amount in buying them-
Undoubted they understood the cost involved in manual process ( as calculated above:) ) and were quick to under stand the importance of Automation.

well...these are my views...i might be not be an expert doing this analysis...but have put down what i feel and think...

Thanks & Regards,
Niraj Pradhan
Product Evangelist| MinVesta Infotech Ltd. |Mob:+91 9246190827 | Ph: +91 40 23738072 Extn:201||email: niraj.pradhan@minvesta.com | website: www.minvesta.com |
Blog: http://minerva-hrms.blogspot.com/|
http://www.linkedin.com/in/nirajpradhan |Blog: http://hcmgyan.blogspot.com/|

HRMS-Complete HR Suite | Front Office System |Payroll Software | Billing Software | Leave Management System | Recruitment Management System| Performance Management System |and more...

How to Choose a Human Resource Management System to Satisfy IT and HR

noreply@blogger.com (Minerva HRMS) — Thu, 30 Oct 2008 10:23:00 +0000

We’ve all heard the saying “Men are from Mars and Women are from Venus”, but when it comes to standardizing on a global HRMS (Human Resource Management System), the same could be said for an organization’s IT and HR departments. In order to close the gap between these two departments and create a happier co-existence, IT and HR departments need to learn how to communicate more effectively. This can help ensure that the needs of each are taken into consideration, and that an emphasis is placed on creating a peaceful union of organizational equals.

Let us start with the following assumptions: The HR department understands what communication is necessary, and the manner and timing with which it must presented to achieve strategic outcomes. The IT department understands the security imperatives, and has the ability to understand the capabilities of the underlying toolset to achieve these outcomes.

The HR mandate

As organizations strive to build and sustain a high-performing, satisfied workforce, they place an even greater emphasis on the effectiveness of the HR department. Today, the HR department is viewed as a critical contributor to an organization’s bottom line, facilitating the organization’s ability to attract top talent, reduce turnover, and control the high cost of benefit enrollment and utilization.

However, to be truly effective, HR needs to have the right combination of people, processes and technology in place to achieve success in this area. With the help of HRMS technology, organizations can now provide a number of strategic functions designed to automate a range of tasks. These tasks include employee assessment or satisfaction, time-to-fill or cost-to-hire statistics, employee performance index, revenue-to-employee or productivity-to-employee metrics, and turnover rate. While few will dispute the value of an organization’s HRMS, the road to adoption can be quite challenging. It requires careful consideration and cooperation among all stakeholders--especially IT.

The IT challenge

While companies increasingly rely upon technology to streamline their business processes and create a competitive edge, they are quickly realizing that if they are to truly optimize their IT investments, they must first work to align IT with their business goals. This is particularly true with an HRMS, which needs to be treated as more than just mere infrastructure or a “back office” application (given the major impact an HRMS has on an organization’s overall business strategy, competitiveness and profitability).

Five HRMS considerations designed to bridge HR and IT

In order to make the most of their HR technology investments, organizations must be sure to communicate the overall goals and objectives of the HRMS and solicit input from both HR and IT. Careful consideration must be made to ensure that the solution can improve the organization’s business processes, not just recreate old paper processes. The solution must also create efficient workflows with approval mechanisms, provide compliance reporting, and integrate all of the major components of HR. These major components include compensation and benefits administration, recruiting and training administration, andstrategic measurement tools such as metrics, performance management and succession management.

To ensure a long-term, successful coexistence between HR and IT, organizations should speak in terms that each department will understand, and should select a solution capable of supporting the unique needs of both. More specifically, organizations should adopt an HRMS capable of supporting the following five criteria.

Criterion #1: Scalable infrastructure to meet current and future needs

To ensure the longevity of the HRMS, organizations must look for a solution that is capable of meeting the current and future needs of HR, while reducing the involvement of the IT department. The HRMS needs to be scalable and highly flexible so that, once IT deploys the system, HR can use it to support the needs of its existing employees and extend the system to include new employees as the company grows (either organically, or through mergers and acquisitions). The solution must also enable HR to include future benefits plans and/or business processes. The HRMS should also be capable of supporting multiple language profiles so that all users in all locations can leverage a single, global HRMS platform. This is needed in order to achieve an accurate picture of the company’s HR goals and objectives--on a global scale--without having to seek additional IT support.

Criterion #2: Strong reporting and query capability to ensure compliance to internal and external requirements

To ensure the long-term success of the system, IT teams should look for a solution that combines data from multiple systems, has built-in report writer features, offers native language and SQL query capabilities (to ensure easy access by any level of user), and supports unlimited security profiles capable of defining the fields, tasks and actions that are permitted by each user. In doing so, HR professionals can easily add fields and tables to reflect the changing business and data needs of the organization, securely locate and disseminate information to appropriate and authorized stakeholders, generate sophisticated reports that comply with internal and external regulations, and provide sophisticated HR-related metrics and data to senior managers for decision making and goal alignment.

Criterion #3: Workload automation to organize tasks and improve processes

In order to support today’s “do more with less” work ethos, it is also important to look for an HRMS that supports what is commonly known among IT departments as “workload automation.” Long recognized by the technical staff for its ability to seamlessly incorporate event-driven activity with calendar and scheduling functions, workload automation allows HR teams to organize daily tasks, prioritize work and improve their process efficiencies. Leveraging automatic, user-defined “triggers”, HR teams can set up e-mail-based alerts, notifications and reports that allow them to focus on more strategic tasks, improve communications, and respond faster to employee requests and organizational changes.

Criterion #4: Tight integration and import/export to reduce redundancies and improve accuracy

Some other important HRMS considerations that are especially important to IT folks involve the tight integration of, and turnkey interfaces to, other HR-related systems. These include single sign-on, e-mail server integration, active directory, LDAP, third-party payroll services, benefit carriers or other internal legacy systems, and the ability to import data from other source systems. This is particularly important as HR professionals strive to create a central point of access capable of streamlining their HR processes. The system should also enable them to eliminate redundant data entry functions, increase data integrity (by having the ability to import historical data from outdated legacy systems) and, more importantly, provide additional analysis and reporting to other team members as needed.

Lastly, organizations should consider an HRMS that is capable of easily exporting HR-related data to other software utilities such as Word, Excel, etc. In doing so, HR teams can provide additional analysis and reporting across the organization using existing systems and popular formats without the need for additional IT involvement. With improvements in architecture, and with the proliferation of Web 2.0, traditional imports and exports can be reduced to Web Service requests that allow the posting and exchange of information to become seamless and automatic. This kind of advance allows the manager and employee to manage data without worrying about the administrative task of running an import or an export to manage the integration of systems.

Criterion #5: Advanced workflow to ease use and promote self-service

The final (and perhaps the most important) HRMS consideration involves the system’s advanced workflow functionality. Leveraging user-configurable menus and role-based forms, HR teams can automate time-intensive and multi-step or multi-person processes such as life change events (name change, new dependant, etc.), new-hire activity, terminations and training. As a result, HR professionals will enhance their productivity, reduce their training and administrative expenses, ensure faster and more accurate transaction processing, and lower the cost of collecting and delivering HR-related services throughout the enterprise.

IT and HR departments alike should look for a solution that is capable of being deployed online, with Employee Self-Service (ESS) and Manager Self-Service (MSS) portals. This will help to encourage easy and secure access among employees, document company procedures and workflow, and ensure compliance with mandates such as Sarbanes/Oxley. By selecting an HRMS that supports advanced workflow capabilities, HR and IT groups can optimize and extend the technology platform to drive bottom line efficiencies and profitability.

Put simply, if an organization is to build and sustain a high-performing and satisfied workforce, then a fruitful relationship between HR and IT must exist. So, instead of thinking in terms of “Mars versus Venus”, IT and HR professionals should keep these five easy requirements in mind, using them as a means to openly communicate their goals, objectives and system requirements.

By giving proper consideration to the people, processes and technology in both your IT and HR departments, you and your organization will be well on your way to a long-lasting, satisfying marriage of HRMS equals who are working together to meet a mutually satisfying goal.

Author:Shafiq Lokhandwala is President and CEO at NuView Systems, Inc.

Automated Screening and Assessment Can Level Candidate Playing Field

noreply@blogger.com (Minerva HRMS) — Mon, 27 Oct 2008 04:30:00 +0000

Automated candidate screening and assessment solutions have become standard practice for many employers in the race to hire and retain talent in a shrinking labor market. Technology exists not only to assess skills and competencies, but also culture fit and work style, which can be reliable indicators of job performance and retention. However, few realize the benefits such technology affords in terms of objectively recruiting people with disabilities and leveling the playing field for all candidates.

Automated candidate screening and assessment solutions can be delivered via multiple methods - Web, phone, kiosk or table PC - and make it easy for anyone to apply and be interviewed regardless of mobility challenges or disabilities. Further, by removing the face-to-face aspect of a conventional interview, candidates need not be concerned the interviewer will be distracted by their disability rather than focusing on the interview's content.

Applying for jobs via technology compels an employer to make a determination based only on the candidate's responses to questions and assessments, as opposed to appearances or information presented on a one-dimensional resume.

Traditional hiring processes typically screen out unqualified candidates, leaving employers to hire those who fit minimum qualifications. This creates what is essentially a double jeopardy for persons with disabilities. It becomes easy to focus on restrictions the disability presents rather what the person may be able to do in spite of any challenges.

Advanced automated interviewing systems driven by artificial intelligence can be set up to adjust questioning appropriately, seamlessly and diplomatically when such situations arise - even routing the interview to a different line of questioning for jobs for which the candidate may be better-suited. In short, this process can screen in candidates based on the skills and competencies they possess. Conversely, face-to-face interviews can lead to the determination a person is not suited for an advertised position. The conversation is effectively terminated, rather than initiating a discussion to explore alternatives.

Synchronizing the assessment process via Web and phone also gives rise to the use of job simulations. For example, the employer can have a customer service simulation in which several screens of information are available to the applicant on the desktop. The candidate is then charged with negotiating the screens while responding to a variety of service calls. This provides all candidates with the opportunity to demonstrate their skills and proficiency to handle the job.

Web-based interviews can be structured to ensure compliance with Section 508 requirements of the Equal Employment Opportunity Commission (EEOC) that requires federal agencies to make their electronic and information technology accessible to people with disabilities. Additionally, using a properly configured automated solution erases the potential for human error, such as asking potentially discriminatory questions during a face-to-face interview.

While objectivity and fairness should be the mantra of any interview and assessment, an automated system can document each question asked, the answer provided and the basis for the overall assessment. With the EEOC and the Office of Federal Contract Compliance Programs' aggressive interest in systemic discrimination, this detailed documentation can prove invaluable in proactively safeguarding the hiring process from negative outcomes such as litigation and compliance-related fines.

Most important, using an automated screening and assessment solution provides all candidates with a seamless and convenient process to apply for job openings. Moreover, it provides employers with an objective and reliable process for hiring and retaining qualified candidates who will be productive members of their workforces.

[About the Author: Ron Selewach is founder and CEO of the Human Resource Management Center.]

10 things about Technology every HR Manager should know

noreply@blogger.com (Minerva HRMS) — Mon, 22 Sep 2008 13:49:00 +0000

1. The Era of Excel is over, its no more the most Powerful tool.

There was a time when Excel Geeks were highly in demand. Everybody will approach them for a solution. However, with the arrival of softwares like SAP, where HR can ask the software team to create personalized reports, Excel has been moved to the corner. With the amount of analysis and metrics that appear today, Excel is just insufficient. Added to it is the cost of acquiring MS Office. Open Office and Google Docs have appeared as the free alternatives to Excel. Sharing Excels sheets is fun with Google Docs. Though none of these serves as an alternate to customized HR software.

2. Locally developed softwares are out of fashion.

The technology is growing at such a pace that th small and one-room-run software vendors are unable to infuse the technology and dynamics that world of HR needs. Don't you remember the important updates that you required but your software vendor was unable to do. People are changing, become more tech savvy, blogs are swarming all over – so how can you expect your employees to appreciate your locally developed software. And then there is no need to worry, the latest SaaS technology offers high degree of customization to develop a system meeting your specific needs.

3. Web based Software is the new affordable tool.

The huge success of Monster.com, Salesforce, Minerva HR Suite etc is enough to prove that the era of web 2.0 has begun. Most of these, especially, Minerva HR Suite provides updates to the software at the fly, the price of these softwares is unmatched and no need to keep in-house support staff. So why would anybody keep the old, poorly interfaced software in HR. Would you? Click her if you want to see how a web-based HR software works.
This was HR in 1960
4. Books are not the only resource of knowledge.

The web 2.0 has changed the way the knowledge was store. Gone are the days when you need to read a complete book to know what you need. There are blogs (like this one), forums, communities where you can interact with people of similar interest and read their articles, opinions and blah blah.

5. Email is not the only communication tool

The nightmare of writing e-mails and then waiting impatiently for the response is over, and off course of missing an important e-mail id in your list. Thanks to chat software, blogs, SaaS software, twitter, forums – you can send your message to your employees, juniors, seniors seamlessly. Web-based softwares provide employee portals for easy communication of information like News and Events to employees. Use these to make your life better.
And this was HR in 1999

6. Virtual Office is no more merely a 'Good Thought'Its a reality!

Employees can work equally well from home using virtual office softwares, where they can share their important files, documents, projects with your team. With the rising cost of travel, why to bother your employee to ask them to travel to office daily, when they can do the same from their home-office. Read 'How Virtual Office Works' at How Stuff Works.

7. There are freelancers exchange forums to get the job done

Sometimes your project managers needs an expert to do a urgent job, that is not part of their regular activity. What to do? No matter whatever you did in the past, there are sites that allow freelances and the HR managers to interact. HR managers/ project managers can post their jobs or choose a freelance of their choice to do the job. Like Elance.

8. Job sites are not the only place to find right talent.

There are social sites like Facebook, Linkedin, Ecademy, communities like Orkut, yahoo groups, and blogs etc. where people post their portfolios. Try using these, they are an alternate to the conventional job sites. They are almost free.

9. New Generation employees are very tech savvy – catch with them

The latest generation of employees is very tech savvy. They play with gadgets, iPods, write blogs, create communities and interact in so many ways. HR needs to catch up with them, else they will find a place that suit their tastes. Given them web based softwares, blogs, and forums to be engaged – it will energize them to use their creativity for organization.

10. Technology cannot do magic! It is not a replacement for man.

Technology can do wonders but only to the extent of helping people to do their tasks better. It cannot replace the intelligence that man carries with him. Even the best technology cannot replicate the convincing HR manager who can motivate an employee to give his best, understand complex Human problems and provide solutions, show empathy to employee etc.

Inputs from http://www.citehr.com/

MinVesta's Book Ad Covering MinerVa HR Suite

noreply@blogger.com (Minerva HRMS) — Fri, 12 Sep 2008 11:18:00 +0000

Minvesta Profile

noreply@blogger.com (Minerva HRMS) — Sat, 06 Sep 2008 15:23:00 +0000

Why HR managers have to be tech savvy?

noreply@blogger.com (Minerva HRMS) — Wed, 27 Aug 2008 13:01:00 +0000

More and more Indian companies have begun to take advantage of information and communication technologies in carrying out their HR functions.

While IT/ITeS companies are in the forefront of this trend, companies from different manufacturing and service sectors are increasingly doing so eveyday. This article is a report on the extent of technology spread in the HR departments of Indian companies and why HR managers have to become increasingly aware of technology trends in their profession.
A “recent report”:

http://www.expresscomputeronline.com/20070917/technologylife01.shtml

in Express Computer points out that by offering more and more cost-effective applications and solutions for HR departments, IT vendors are making the lives of HR managers and executives much easier. This is the primary reason why organizations are continuously strengthening their HR departments with updated IT solutions.
IT platforms free HR professionals from being mere book-keepers of labour statistics. They provide them with an opportunity to play a key role in organizational renewal and revitalization, the report says quoting H Venkatesan, Senior Vice-president, Global Human Resource, ISGN.
Employee data must be stored somewhere, and even if personnel files are held in paper form, certain data is always held electronically, the report says. Small organizations may hold employee data in spreadsheet form while larger organizations may implement enterprise-wide systems that do far more than just hold employee data. They can be put to multi-purpose use like providing employees with Web-based self-service access to HR, managing recruitment of new staff, using to underpin performance management and much more, the report points out.
No wonder that even as far back as 2002 many Indian companies had switched to what are called Human Resource Management Systems (HRMS). By now the list must have grown manifold. It is, however, illuminating to take a look at what one observer found out about “HRMS in Indian companies”:

http://www.expressitpeople.com/20020415/cover1.shtml as far back as 2002.

While IT/ITeS companies took the lead in implementing HRMS in Indian companies, companies in non-IT sector have not been slow to climb the IT bandwagon.
Among the first Indian companies to go for an HRMS was TCS. TCS started off by launching its digital HR Information System, which allows an individual to apply for leave, get online approvals, file for loans directly and voice grievances. TCS, employee benefits also included Visa Information Processing System (for checking visa status) and maintenance of the Branch Assets library on the companyâ€™s intranet by the HR department. Today, TCS’s HRMS includes performance management and succession planning among other things.
Some of the non-IT companies which took the lead in implementing HRMS were Maruti Udyog, Glaxo SmithKline Beecham, Hero Honda, Samsung, SAIL, and Dabur to name a few.For instance, Glaxo Smithkline Beecham Consumer Healthcare, started off with an Training Management System, which takes care of the training requirements of employees and helps HR in planning and monitoring various learning modules as also a comprehensive payroll system that manages salaries/loans/PF, etc, for all employees.
The new technology enabled the company to conduct online employee satisfaction surveys. Today the company claims to have a full-fledged Human Resources Management System (HRMS) that has automated all HR processes (from recruitment to retirement). The system covers such processes as recruitment, appraisal, training, compensation, benefits, employee profile and retirement. The company's intranet also provides several HR-related services such as e-learning modules, HR policies, online facilities (booking guest house/meeting rooms), telephone directory, holiday list, etc.By the end of 2003, most large Indian companies automated their HR function (by implementation of ERP) and moved from the an HR Information System and to a more interactive and knowledge-based HR system. This has enabled an employee to become self-sufficient and have direct communication with the concerned authority.
All this is making eHR and B2E (business to employee) obvious steps in an organization's development path. While eHR plays a key role in helping medium and small-scale companies to gain a Web-based HR advantage, B2E helps in enhancing the relationship between an employee and an employer. Today, more and more companies are treating their employees as their internal customers and working towards fulfilling employee needs. For this reason, HRMS and People Management Systems (PMS) are increasingly gaining importance.
Why are organizations suddenly feeling the need to implement IT in their HR departments? The reasons vary. While in case of IT companies employees are key assets, the non-IT sector has also realized the growing need to invest in technology to upscale their HR functions. Besides time and cost saving advantages, it also has the long-term benefit of retaining employees. Compared to earlier times, organizations today are keen to understand and know the details of their employees and keep a tab on the latest developments in their personal life, so that they can provide the best bargains to these internal customers. Also, HR can focus on its real job of helping employees develop and help them perform better.
Even then Indian companies are way behind their North American counterparts. Although most Indian businesses, including SMBs, today have some sort of HRMS in place, the majority of them still treat them more as information systems rather than as people development systems or in-house knowledge development systems.
But the pressures of competition are forcing top managements to look at HRMS solutions that can positively improve profitability and bring long term gains. The premise that an HRMS needs to work towards making the HR department administratively more efficient no longer holds valid. It needs to impact the bottom line - today and in the future. Companies have started realising this in the last couple of years, with the result that “RoI calculation on HRMS”:

http://www.knowledgeworkz.com/nhrd/hrconnect_mar04.html

is fast becoming a standard practice in many companies.Today more and more companies are in the process of evolving set standards for calculating the return on their investments into HRMS. For instance, vMoksha has already outlined the cost savings that it expects from the following HRMS processes after implementation: eBenefits (80 percent savings); eDevelopment (73 percent); eProfile (77 percent); eRecruit (33 percent); eCompensation Manager Desktop (59 percent); eProfile Manager Desktop (71 percent); eRecruit Manager Desktop (70 percent). The cost savings have been calculated based on the self-service costs vis a vis manual costs.
While RoI is a definite indication of an implementationâ€™s success, all benefits cannot be quantified. And the consideration of unquantifiable and subjective benefits will start gaining ground, moving into the future, as companies have already started seeking benefits other than cost savings, like empowering their employees at large as well as HR in meeting the larger business objectives. This is already being reflected in the long-term benefits being outlined by the companies.
Some of the long-term benefits that are being sought by companies are an single administrative point for organisational structures across all e-HR applications, lower cost of ownership, improved performance monitoring systems and thereby improved productivity, low ratio of recruiters to staff and better placement of new staff (lower attrition).
Thus, with HRMS applications increasingly graduating from mere information systems to those that have a large positive impact on productivity, innovation, new product development, talent retention, talent and knowledge management and, of course, revenues and margins, the writing on the wall is clear: adopt intelligent HRMS’ and smart PMS’ or perish!

Niraj Pradhan
Product Evangelist MinVesta Infotech Ltd. Mob:+91 9246190827 Ph: +91 40 23738072 Extn:201email: niraj.pradhan@minvesta.com website: http://www.minvesta.com/
http://www.linkedin.com/in/nirajpradhan

HRMS-Complete HR Suite Front Office System Payroll Software Billing Software Leave Management System Recruitment Management System Performance Management System

MinVesta in News..

noreply@blogger.com (Minerva HRMS) — Wed, 02 Jul 2008 07:53:00 +0000

http://www.livemint.com/Articles/keywords.aspx?kw=MinVesta

MinerVa HR Suite-Modules

noreply@blogger.com (Minerva HRMS) — Wed, 02 Jul 2008 07:46:00 +0000

MinVesta Participates in the IT for SME (Information Technology for Small and Medium Companies) Exhibition in Pune on 20th and 21st of June’08

noreply@blogger.com (Minerva HRMS) — Mon, 16 Jun 2008 07:15:00 +0000

Hello All,

MinVesta is proud to be associated with IT for SME (Information Technology for Small and Medium Companies) Exhibition in Pune on 20th and 21st of June’ 2008.

This is being organised at MICCA Trade Towers, Senapati Bapat Road.

Do visit us at B-3 to meet us and know more about Minerva HR Suite and our other products.

Minerva HR Suite will be showcased during the event and insights to "Beyond ERP" shall shall be shared with the participants.

The various modules of Minerva HR Suite like RPM (Recruitment Process Manager), HuRIS (Human Resource Information System),Leave Module which are well suited for growing organizations.
We would like to invite you all to India’s largest event on IT adoption for SME’s and we look forward for your presence.

Below are the event details:

Programme 20 & 21 June 2008, MCCIA Trade Towers

Day-I - 20/06/2008

◊ IT Tradeshow for SMEs
(Free entry with Registration)
11.00am - 7.00pm
◊ CEO Meet ( by Invitation – entry to SME CEOs only) Followed by network dinner
(Fee Rs. 500/- Per delegate)
6.30pm - 8.30pm

Day-II - 21/06/2008

◊ IT Tradeshow for SMEs
(Free entry with Registration)
10.00am - 7.00pm
◊ IT adoption among Auto Clusters – Seminar & Panel discussion
(Fee Rs. 500/- Per delegate)
10.30am - 5.00pm

About IT for SME:

Established in 2006, IT for SME is a combination of business to business exhibition, forum and workshops on how SMEs can adopt IT and streamline business processes. The event is being organized by Samanuaya Communications, a VINmedia group firm.

Minerva HRMS ! On the Onset...

noreply@blogger.com (Minerva HRMS) — Mon, 09 Jun 2008 12:43:00 +0000

We have created this blog to discuss about the E HR activities in India, primarily in the SME space. With most of the companies focusing on "inclusive growth" , it is important to give the employees that warmth feeling.
We feel that one of the ways of achieving this is through HR Software. This not only establishes transparency in the organization, it also a gives a feeling of "oneness". It makes it that easier for top management to better communicate the vision/goal and make the employees feel "Empowered"

It acts as a powerful tool to effectively manage lots of employee data, quickly pull out various reports and more importantly handle employee queries in a better way.

We are publishing this blog to keep you posted on the following:
a) with latest happenings in the HRMS world from an Indian context
b) understand and help organizations in people management issues with HR Software
c) updates and latest product launches @ Minerva HRMS.

Please feel free to share your views/feedback with us.

About Minerva HRMS:
Minerva HRMS is a product of MinVesta Infotech Limited.

Completely web-enabled and easy to use, Minerva is designed to house all information related to each employee in an organization from recruitment to exit. It keeps track of employees’ career movements, performance records, and growth within the organization. Minerva supports all the HR subsystems and can accept feeds from existing applications in organizations. Backed by rich HR domain expertise and our in-house IT capability, Minerva is the only HR product in the market which has been conceptualized, designed, and developed by HR experts for HR experts.

About MinVesta:

MinVesta is a young and dynamic IT Company focused on providing innovative Software solutions for the HR Space.MinVesta is building wide range of complex products, high end and innovative products that are meeting the stringent software needs of human capital intensive organizations, worldwide

MinVesta Infotech Ltd is the IT Subsidiary of Ma Foi Management Consultants (www.mafoi.com ), India’s leading HR service provider. Ma Foi has a decade long experience in providing HR services which includes Recruitment, HR-Consulting, HR -Outsourcing and HR Automation. Ma Foi is a part of Randstad Holding nv,( one of the largest temporary and contract staffing organizations in the world. It is market leader in the Netherlands, Belgium, Germany and in the south-east of the United States.