INDEX

S.No: CONTENTS PAGE NO.

1. INTRODUCTION 1-10

Scope of the Study

Objectives of the Study

Methodology of the Study

Limitations of the Study

2. INDUSTRY PROFILE 11-16

3. COMPANY PROFILE 17-25

4. REVIEW OF LITERATURE 26-47

5. DATA ANALYSIS AND

INTERPRETATION 48-57

6. FINDINGS 58-59

7. SUGGESTION 60-61

8. CONCLUSION 62-64

9. BIBLIOGRAPHY 65-66

10. QUESTIONNAIRE 67-71

0

INTRODUCTION TO INFORMATION SYSTEM

1

HUMAN RESOURCE INFORMATION MANAGEMENT

Definition: A Human Resources Information System is a system that lets you keep track of all

your employees and information about them. It is usually done in a database or, more often, in a

series of inter-related databases. These systems include the employee name and contact

information and all or some of the following:

department,

job title,

grade,

salary,

salary history,

position history,

supervisor,

training completed,

special qualifications,

ethnicity,

date of birth,

disabilities,

veterans status,

visa status,

benefits selected,

They include reporting capabilities. Some systems track applicants before they become

employees and some are interfaced to payroll or other financial systems. The Human Resource

Information System (HRIS) is a software or online solution for the data entry, data tracking, and

data information needs of the Human Resources, payroll, management, and accounting functions

within a business. Normally packaged as a data base, hundreds of companies sell some form of

HRIS and every HRIS has different capabilities. Pick your HRIS carefully based on the

capabilities you need in your company.

2

Typically, the better The Human Resource Information Systems (HRIS) provide overall:

Management of all employee information.

Reporting and analysis of employee information.

Company-related documents such as employee handbooks, emergency evacuation

procedures, and safety guidelines.

Benefits administration including enrollment, status changes, and personal information

updating.

Complete integration with payroll and other company financial software and accounting

systems.

Applicant tracking and resume management.

The HRIS that most effectively serves companies tracks:

attendance and PTO use,

pay raises and history,

pay grades and positions held,

performance development plans,

training received,

disciplinary action received,

personal employee information, and occasionally,

management and key employee succession plans,

high potential employee identification, and

applicant tracking, interviewing, and selection.

An effective HRIS provides information on just about anything the company needs to track and

analyze about employees, former employees, and applicants. Your company will need to select a

Human Resources Information System and customize it to meet your needs.

With an appropriate HRIS, Human Resources staff enables employees to do their own benefits

updates and address changes, thus freeing HR staff for more strategic functions. Additionally,

data necessary for employee management, knowledge development, career growth and

development, and equal treatment is facilitated. Finally, managers can access the information

they need to legally, ethically, and effectively support the success of their reporting employees.

3

4

5

NEED FOR THE STUDY

HRIS helps the organization to follow systematic way of collecting data &

information of each employee to aid planning, decision –making and submitting of

returns & reports to the external agencies.

These collected information about the personnel will be helpful in solving the

employees problems and organization problems .HRIS maintains the data related to

the employee’s personal profile, career profile, skill profile & benefit profile, which

would help in their growth.

HRIS also maintains the data related to the personnel identification i.e. the

employee code to recognize every individual with their employee codes.

HRIS also includes managing the salary discrepancies of employees. some

modifications are done in order to rectify the salary discrepancies of the employees.

6

OBJECTIVES OF THE STUDY:

Organization keep involving and transforming change is to main force behind the

development of organizations. If a practice in a corporation has been going on without

any modifications , amendments or changes immediately.

Hence the underlying objectives are

Make a study in prevailing HRIS.

To identify Accuracy of Employee data.

To make the required changes in SAP.

Identify the Mistakes of Employee’s data and Update the same in SAP.

To identify the “Data Needed” and suggest the same to the organization.

The involvement and participation of both the administration and the executives in

bringing about desired betterment both in daily routine and procedure assessment by

adopting a new outlook , attitudes and practices of executive business.

7

METHODOLOGY

The present study has been conducted in HERITAGE FOODS INDIA LIMITED

situated at Hyderabad . The online Interviews are conducted through a properly

designed questionnaire constitute the primary source of data for the study.

Unit of study

Two instruments are used ; the first one is the management schedule to gather

information from management on different angles of organization.

The second one intended to administer among the sample.

Research & Design

1. Research method : Survey

2. Data collection Method :

Primary source : Structured closed ended questionnaire

Secondary source : Company brochures , records , magazines (REINFOREC),

journals , Internet.

Research Instrument : Personal Interview with aid

Sampling plan : Size 100

Procedure : simple random sampling

8

LIMITATIONS OF HRIS

While the computerized Human Resource Information System , described

earlier, has many benefits , it also has many problems , which need to be

addresses to before it can really be useful . Some of them are described

below.

(a) It can be expensive in terms of finance and manpower requirements.

(b) Often the personnel designing HRIS do not have a thorough

Understanding of what constitutes quality information for the users . Thus,

The user managers do not get exactly the reports , which they

Want Producing information that is of quality to the users requires an

investment in time , effort and communication on the part of HRIS

managers.

(c) Computers cannot substitute human beings. Human intervention will

Always be necessary. Computers can at best aid the human effort. The

quality of response is dependent upon the accuracy of data input and

quires fired. The ‘Garbage-in Garbage-out ’ is the key expression in any

computerized system.

(d) In many organizations , the system is operated in batch mode with

the records being updated once a week. Online facility in multi-

environmental needs to be developed so that the reports generated are

not out of place with the realities.

9

INDUSTRY PROFILE

10

HISTORY OF INDIAN FOODS INDUSTRY

Retailing is one of the pillars of the economy in India and accounts for 35% of GDP.

The retail industry is divided into organised and unorganised sectors. Over 12 million outlets

operate in the country and only 4% of them being larger than 500 sq ft (46 m2) in size. Organised

retailing refers to trading activities undertaken by licensed retailers, that is, those who are

registered for sales tax, income tax, etc. These include the corporate-backed hypermarkets and

retail chains, and also the privately owned large retail businesses. Unorganised retailing, on the

other hand, refers to the traditional formats of low-cost retailing, for example, the local kirana

shops, owner manned general stores, paan/beedi shops, convenience stores, hand cart and

pavement vendors, etc.

Most Indian shopping takes place in open markets and millions of independent grocery shops

called kirana. Organized retail such supermarkets accounts for just 4% of the market as of 2008.

Regulations prevent most foreign investment in retailing. Moreover, over thirty regulations such

as "signboard licences" and "anti-hoarding measures" may have to be complied before a store

can open doors. There are taxes for moving goods to states, from states, and even within states.

Growth

An increasing number of people in India are turning to the services sector for employment due to

the relative low compensation offered by the traditional agriculture and manufacturing sectors.

The organized retail market is growing at 35 percent annually while growth of unorganized retail

sector is pegged at 6 percent.

The Retail Business in India is currently at the point of inflection. Rapid change with

investments to the tune of US $ 25 billion is being planned by several Indian and multinational

companies in the next 5 years. It is a huge industry in terms of size and according to management

consulting firm Technopak Advisors Pvt. Ltd., it is valued at about US $ 350 billion. Organised

11

retail is expected to garner about 16-18 percent of the total retail market (US $ 65-75 billion) in

the next 5 years.

India has topped the A.T. Kearney’s annual Global Retail Development Index (GRDI) for the

third consecutive year, maintaining its position as the most attractive market for retail

investment. The Indian economy has registered a growth of 8% for 2007. The predictions for

2008 is 7.9%. The enormous growth of the retail industry has created a huge demand for real

estate. Property developers are creating retail real estate at an aggressive pace and by 2010, 300

malls are estimated to be operational in the country.

With over 1,000 hypermarkets and 3,000 supermarkets projected to come up by 2011, India will

need additional retail space of 700,000,000 sq ft (65,000,000 m2) as compared to today. Current

projections on construction point to a supply of just 200,000,000 sq ft (19,000,000 m2), leaving a

gap of 500,000,000 sq ft (46,000,000 m2) that needs to be filled, at a cost of US$15–18 billion.

According to the Icrier report, the retail business in India is estimated to grow at 13% from $322

billion in 2006-07 to $590 billion in 2011-12. The unorganized retail sector is expected to grow

at about 10% per annum with sales expected to rise from $ 309 billion in 2006-07 to $ 496

billion in 2011-12.

The Indian Retail Market

Indian market has high complexities in terms of a wide geographic spread and distinct consumer

preferences varying by each region necessitating a need for localization even within the

geographic zones. India has highest number of outlets per person (7 per thousand) Indian retail

12

space per capita at 2 sq ft (0.19 m2)/ person is lowest in the world Indian retail density of 6

percent is highest in the world. 1.8 million households in India have an annual income of over 45

lakh

Delving further into consumer buying habits, purchase decisions can be separated into two

categories: status-oriented and indulgence-oriented. CTVs/LCDs, refrigerators, washing

machines, dishwashers, microwave ovens and DVD players fall in the status category.

Indulgence-oriented products include plasma TVs, state-of-the-art home theatre systems, iPods,

high-end digital cameras, camcorders, and gaming consoles. Consumers in the status category

buy because they need to maintain a position in their social group. Indulgence-oriented buying

happens with those who want to enjoy life better with products that meet their requirements.

When it comes to the festival shopping season, it is primarily the status-oriented segment that

contributes largely to the retailer’s cash register.

While India presents a large market opportunity given the number and increasing purchasing

power of consumers, there are significant challenges as well given that over 90% of trade is

conducted through independent local stores. Challenges include: Geographically dispersed

population, small ticket sizes, complex distribution network, little use of IT systems, limitations

of mass media and existence of counterfeit goods.

Major Indian Retailers

13

Indian apparel retailers are increasing their brand presence overseas, particularly in developed

markets. While most have identified a gap in countries in West Asia and Africa, some majors are

also looking at the US and Europe. Arvind Brands, Madura Garments, Spykar Lifestyle and

Royal Classic Polo are busy chalking out foreign expansion plans through the distribution route

and standalone stores as well. Another denim wear brand, Spykar, which is now moving towards

becoming a casualwear lifestyle brand, has launched its store in Melbourne recently. It plans to

open three stores in London by 2008-end.

The low-intensity entry of the diversified Mahindra Group into retail is unique because it plans

to focus on lifestyle products. The Mahindra Group is the fourth large Indian business group to

enter the business of retail after Reliance Industries Ltd, the Aditya Birla Group, and Bharti

Enterprises Ltd. The other three groups are focusing either on perishables and groceries, or a

range of products, or both.

Vivek Limited Retail Formats: Viveks, Jainsons, Viveks Service Centre, Viveks Safe

Deposit Lockers

PGC Retail -T-Mart IndiaSwitcher , Respect India , Grand India Bazaar ,etc.,

REI AGRO LTD Retail-Formats:6TEN Hyper & 6TEN Super

RPG Retail-Formats: Music World, Books & Beyond, Spencer’s Hyper, Spencer’s Super,

Daily & Fresh

Pantaloon Retail-Formats: Big Bazaar, Food Bazaar, Pantaloons, Central, Fashion

Station, Brand Factory, Depot, aLL, E-Zone etc.

The Tata Group-Formats: Westside, Star India Bazaar, Steeljunction, Landmark, Titan

Industries with World of Titans showrooms, Tanishq outlets, Chroma.

K Raheja Corp Group-Formats: Shoppers Stop, Crossword, Hyper City, Inorbit

Lifestyle International-Lifestyle, Home Centre, Max, Fun City and International

Franchise brand stores.

Pyramid Retail-Formats: Pyramid Megastore, TruMart

Nilgiri’s-Formats: Nilgiris’ supermarket chain

14

Subhiksha-Formats: Subhiksha supermarket pharmacy and telecom discount chain.

Trinethra- Formats: Fabmall supermarket chain and Fabcity hypermarket chain

Vishal Retail Group-Formats: Vishal Mega Mart

BPCL-Formats: In & Out

Reliance Retail-Formats: Reliance Fresh

Reliance ADAG Retail-Format: Reliance World

German Metro Cash & Carry

Shoprite Holdings-Formats: Shoprite Hyper

Paritala stores bazar: honey shine stores

Aditya Birla Group - more Outlets

Kapas- Cotton garment outlets

15

COMPANY PROFILE

16

Heritage at a Glance:

The Heritage Group, founded in 1992 by Sri Nara Chandra Babu Naidu, is one of

the fastest growing Private Sector Enterprises in India, with three-business divisions viz., Dairy,

Retail and Agri under its flagship Company Heritage Foods (India) Limited (HFIL), one

infrastructure subsidiary - Heritage Infra Developers Limited and other associate Companies

viz., Heritage Finlease Limited, Heritage International Limited and Heritage Agro Merine

Private Limited. The annual turnover of Heritage Foods crossed Rs.347 crores in 2006-07 and is

aiming for Rs.700 crores during 2007-08.

Presently Heritage’s milk products have market presence in Andhra Pradesh,

Karnataka, Kerala, Tamil Nadu and Maharastra and its retail stores across Bangalore, Chennai

and Hyderabad. Integrated agri operations are in Chittoor and Medak Districts and these are

backbone to retail operations.

In the year 1994, HFIL went to Public Issue to raise resources, which was

oversubscribed 54 times and its shares are listed under B1 Category on BSE (Stock Code:

519552) and NSE (Stock Code: HERITGFOOD)

About the founder:

Sri Chandra Babu Naidu is one of the greatest Dynamic, Pragmatic, Progressive

and Visionary Leaders of the 21st Century. With an objective of bringing prosperity in to the

rural families through co-operative efforts, he along with his relatives, friends and associates

promoted Heritage Foods in the year 1992 taking opportunity from the Industrial Policy, 1991 of

the Government of India and he has been successful in his endeavour.

17

At present, Heritage has market presence in all the states of South India. More

than three thousand villages and five lakh farmers are being benefited in these states. On the

other side, Heritage is serving more than 6 lakh customers needs, employing more than 700

employees and generating indirectly employment opportunity to more than 5000 people.

Beginning with a humble annual turnover of just Rs.4.38 crores in 1993-94, the sales turnover

has reached close to Rs.300 crores during the financial year 2005-2006.

Sri Naidu held various coveted and honorable positions including Chief Minister

of Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives & Cinematography,

Member of the A.P. Legislative Assembly, Director of A.P. Small Industries Development

Corporation, and Chairman of Karshaka Parishad.

Sri Naidu has won numerous awards including " Member of the World Economic

Forum's Dream Cabinet" (Time Asia ), "South Asian of the Year " (Time Asia ), " Business

Person of the Year " (Economic Times), and " IT Indian of the Millennium " ( India Today).

Sri Naidu was chosen as one of 50 leaders at the forefront of change in the year

2000 by the Business Week magazine for being an unflinching proponent of technology and for

his drive to transform the State of Andhra Pradesh .

Forward looking statements:

“We have grown, and intended to grow, focusing on harnessing our willingness to

experiment and innovate our ability to transform our drive towards excellence in quality, our

people first attitude and our strategic direction.

Mission:

Bringing prosperity into rural families of India through co-operative efforts and

providing customers with hygienic, affordable and convenient supply of " Fresh and Healthy "

food products.

Vision:

18

To be a progressive billion dollar organization with a pan India foot print by

2012.To achieve this by delighting customers with "Fresh and Healthy" food products, those are

a benchmark for quality in the industry.

We are committed to enhanced prosperity and the empowerment of the farming

community through our unique "Relationship Farming" Model.

To be a preferred employer by nurturing entrepreneurship, managing career

aspirations and providing innovative avenues for enhanced employee prosperity.

Heritage Slogan:

When you are healthy, we are healthy

When you are happy, we are happy

We live for your "HEALTH & HAPPINESS"

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed and

packed Milk and Milk Products. We strive to continually improve the quality of our products and

services through upgradation of technologies and systems.

Heritage's soul has always been imbibed with an unwritten perpetual commitment to

itself, to always produce and provide quality products with continuous efforts to improve the

process and environment.

Adhering to its moral commitment and its continuous drive to achieve excellence

in quality of Milk, Milk products & Systems, Heritage has always been laying emphasis on not

only reviewing & re-defining quality standards, but also in implementing them successfully. All

activities of Processing, Quality control, Purchase, Stores, Marketing and Training have been

documented with detailed quality plans in each of the departments.

Today Heritage feels that the ISO certificate is not only an epitome of achieved

targets, but also a scale to identify & reckon, what is yet to be achieved on a continuous basis.

19

Though, it is a beginning, Heritage has initiated the process of standardizing and adopting similar

quality systems at most of its other plants.

Commitments:

Milk Producers:

Change in life styles of rural families in terms of:

Regular high income through co-operative efforts.

Women participation in income generation .

Saved from price exploitation by un-organized sector .

Remunerative prices for milk .

Increase of milk productivity through input and extension activities

Shift from risky agriculture to dairy farming

Heritage

Financial support for purchase of cattle; insuring cattle

Establishment of Cattle Health Care Centers

Supplying high quality Cattle feed

Organizing "Rythu Sadasu" and Video programmes for educating the farmers in dairy

farming

Customers:

Timely Supply of Quality & Healthy Products

Supply high quality milk and milk products at affordable prices

Focused on Nutritional Foods

More than 4 lakh happy customers

High customer satisfaction

24 hours help lines ( <10 complaints a day)

Employees:

Enhancing the Technical and Managerial skills of Employees through continuous training

and development

20

Best appraisal systems to motivate employees

Incentive, bonus and reward systems to encourage employees

Heritage forges ahead with a motto "add value to everything you do"

Returns:

Consistent Dividend Payment since Public Issue (January 1995)

Service:

Highest impotence to investor service; no notice from any regulatory authority since 2001

in respect of investor service

Very transparent disclosures

Suppliers:

Doehlar: technical collaboration in Milk drinks, yogurts drinks and fruit flavoured drinks

Alfa-Laval: supplier of high-end machinery and technical support Focusing on Tetra pack

association for products package.

Society:

Potential Employment Generation

more than 3500 employees are working with heritage

more than 9500 procurement agents got self employment in rural areas

more than 5000 sales agents associated with the company

Employment for the youth by providing financial and animal husbandry support for

establishing MINI DAIRIES

Producing highly health conscious products for the society

Qualities of management principles:

21

1. Customer focus to understand and meet the changing needs and expectations of

customers.

2. People involvement to promote team work and tap the potential of people.

3. Leadership to set constancy of purpose and promote quality culture trough out the

organization.

4. Process approach to assess the efficiency and effectiveness of each process.

5. Systems approach to understand the sequence and interaction of process.

6. Factual approach to decision making to ensure its accuracy.

7. Continual improvement processes for improved business results.

8. Development of suppliers to get right product and services in right time at right place.

Product/Market wise performance:

The total turnover is Rs 341 Crores during the financial year 2006-07 against the

turnover of 292.02 Crores in 2005-06. Today Heritage distributes quality milk & milk products

in the states of A.P, Karnataka, Kerala & Tamil nadu.

During the year 2006-07 liquid milk sales was Rs.28329.79 lakhs against

Rs.24525.23 lakhs in the previous year. The sales of miik products including bulk sales of cream,

ghee and butter were recorded Rs 5781.59 lakhs against Rs 4677.21 lakhs.

Milk sales:

23% growth was recorded in AP 2.38 lakhs litres per day(LLPD) in 2006-07 against 1.93

LLPD in 2005-06. 13% growth was recorded in Tamilnadu-1.53 LLPD in 2006-07 against 1.35

LLPD in 2005-06. Over all growth of 6% was recorded- 5.49 LLPD in 2006-07 against 5.16

LLPD. Flavoured milk sales recorded a growth rate of 77% over 2005-06. Butter milk sales have

gone up by 45% over 2005-06.

Outlook:

Considering the growth potential in the liquid milk market, the company has

drawn plans to increase its market share in the existing markets and to enter into new markets

there by doubling revenues in dairy business in the next 3 years. To achieve this object, company

22

is undertaking major expansion in dairy business by inverting over Rs20 crores during 2006-07

and over Rs10 crores during the current year to strengthen the milk procurement.

BRANCHES OF HFIL:

HFIL has 3 wings. They are

1. Dairy

2. Retail

3. Agribusiness

1. Dairy:

It is the major wing among all. The dairy products manufactured by HFIL are

Milk, curd, butter, ghee, flavoured milk, paneer, doodhpeda, ice cream.

2. Retail:

In the retail sector HFIL has outlets namely “Fresh@”. In those stores the products

sold are vegetables, milk& milk products, grocery, pulses, fruits etc.

In Hyderabad 19 retail shops are there. In Bangalore& Chennai, 3&4 respectively

are there. Totally there are 26 retail shops are there.

Fresh@ is a unique chain of retail stores, designed to meet the needs of the

modern Indian consumer. The store rediscovers the taste of nature every day making grocery

shopping a never before experience.

The unique& distinctive feature of Fresh@ is that it offers the widest range of

fresh fruits and vegetables which are directly hand picked from the farms. Freshness lies in their

23

merchandise and the customers are always welcomed with fresh fruits and vegetables no matter

what what time they walk in.

3. Agri Business:

In this business HFIL employees will go to farmers and have a deal with them.

Those farmers will sell their goods like vegetables, pulses to HFIL only. And HFIL will transport

the goods to retail outlets.

The agricultural professors will examine which area is suitable to import

vegetables from and also examine the vegetables, pulses and fruits in the lab. And finally they

report to the Head-Agribusiness. Representatives as per the instructions given by the agri

professors will approach the farmers directly and make a deal with them. It is the process of

registering the farmers.

24

LITERATURE REVIEW

25

Human Resource Management System (HRMS) or Human Resource Information System

(HRIS), refers to the systems and processes at the intersection between human resource

management (HRM) and information technology. It merges HRM as a discipline and in

particular its basic HR activities and processes with the information technology field, whereas

the programming of data processing systems evolved into standardized routines and packages of

enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin

on software that integrates information from different applications into one universal database.

The linkage of its financial and human resource modules through one database is the most

important distinction to the individually and proprietary developed predecessors, which makes

this software application both rigid and flexible.

Purpose

The function of Human Resources departments is generally administrative and common to all

organizations. Organizations may have formalized selection, evaluation, and payroll processes.

Efficient and effective management of "Human Capital" progressed to an increasingly imperative

and complex process. The HR function consists of tracking existing employee data which

traditionally includes personal histories, skills, capabilities, accomplishments and salary. To

reduce the manual workload of these administrative activities, organizations began to

electronically automate many of these processes by introducing specialized Human Resource

Management Systems. HR executives rely on internal or external IT professionals to develop and

maintain an integrated HRMS. Before the client–server architecture evolved in the late 1980s,

many HR automation processes were relegated to mainframe computers that could handle large

amounts of data transactions. In consequence of the high capital investment necessary to buy or

26

program proprietary software, these internally-developed HRMS were limited to organizations

that possessed a large amount of capital. The advent of client–server, Application Service

Provider, and Software as a Service SaaS or Human Resource Management Systems enabled

increasingly higher administrative control of such systems. Currently Human Resource

Management Systems encompass:

1. Payroll

2. Work Time

3. Benefits Administration

4. HR management Information system

5. Recruiting

6. Training/Learning Management System

7. Performance Record

8. Employee Self-Service

The payroll module automates the pay process by gathering data on employee time and

attendance, calculating various deductions and taxes, and generating periodic pay cheques and

employee tax reports. Data is generally fed from the human resources and time keeping modules

to calculate automatic deposit and manual cheque writing capabilities. This module can

encompass all employee-related transactions as well as integrate with existing financial

management systems.

The work time module gathers standardized time and work related efforts. The most advanced

modules provide broad flexibility in data collection methods, labor distribution capabilities and

data analysis features. Cost analysis and efficiency metrics are the primary functions.

The benefits administration module provides a system for organizations to administer and

track employee participation in benefits programs. These typically encompass insurance,

compensation, profit sharing and retirement.

The HR management module is a component covering many other HR aspects from application

to retirement. The system records basic demographic and address data, selection, training and

development, capabilities and skills management, compensation planning records and other

related activities. Leading edge systems provide the ability to "read" applications and enter

27

relevant data to applicable database fields, notify employers and provide position management

and position control. Human resource management function involves the recruitment, placement,

evaluation, compensation and development of the employees of an organization. Initially,

businesses used computer based information systems to:

produce pay checks and payroll reports;

maintain personnel records;

pursue Talent Management.

Online recruiting has become one of the primary methods employed by HR departments to

garner potential candidates for available positions within an organization. Talent Management

systems typically encompass:

analyzing personnel usage within an organization;

identifying potential applicants;

recruiting through company-facing listings;

recruiting through online recruiting sites or publications that market to both recruiters and

applicants.

The significant cost incurred in maintaining an organized recruitment effort, cross-posting within

and across general or industry-specific job boards and maintaining a competitive exposure of

availabilities has given rise to the development of a dedicated Applicant Tracking System, or

'ATS', module.

The training module provides a system for organizations to administer and track employee

training and development efforts. The system, normally called a Learning Management System if

a standalone product, allows HR to track education, qualifications and skills of the employees, as

well as outlining what training courses, books, CDs, web based learning or materials are

available to develop which skills. Courses can then be offered in date specific sessions, with

delegates and training resources being mapped and managed within the same system.

Sophisticated LMS allow managers to approve training, budgets and calendars alongside

performance management and appraisal metrics.

28

The Employee Self-Service module allows employees to query HR related data and perform

some HR transactions over the system. Employees may query their attendance record from the

system without asking the information from HR personnel. The module also lets supervisors

approve O.T. requests from their subordinates through the system without overloading the task

on HR department.

Many organizations have gone beyond the traditional functions and developed human resource

management information systems, which support recruitment, selection, hiring, job placement,

performance appraisals, employee benefit analysis, health, safety and security, while others

integrate an outsourced Applicant Tracking System that encompasses a subset of the above.

Assigning Responsibilities Communication between the Employees.

The International Association for Human Resource Information Management (IHRIM) is a

professional association for information management in human resources founded in 1980.

External links

IHRIM home page

Formed when HR and IT professionals found themselves needing mediators, IHRIM is the only

Professional Human Resource Association dedicated to the HRIS and HR Technology

professions. IHRIM is the clearinghouse for the HRIM (Human Resource Information

Management) industry. Today, IHRIM is a community of experts - a dynamic group of

practitioners, vendors, consultants, students, and faculty that continues to grow.

Human Resource Information Management Foundation

The Human Resource Information Management (HRIM) Foundation is an independent,

charitable, 501(c)(3) organization chartered with promoting scholarships, research and education

to drive innovation, and the use of technology and information management in the human

resource (HR) profession. One of our recent achievements has been to fund the development of

the only professional certification program designed to solidify and enhance the HRMS

profession - the Human Resource Information Professional (HRIP) Certification Program.

29

Future plans include to: • Fund scholarly publications on specific HR and HRIM issues. •

Encourage development of educational programs and course curriculum to advance the HRIM

profession. • Conduct research and development activities related to HRIM and the needs of HR

systems professionals. For additional information about the HRIM Foundation’s initiatives or to

inquire about donation opportunities,

Human Resource Information Systems (HRIS) have become one of the most important tools for

many businesses. Even the small, 20-person office needs to realize the benefits of using HRIS to

be more efficient. Many firms do not realize how much time and money they are wasting on

manual human resource management (HRM) tasks until they sit down and inventory their time.

HRIS is advancing to become its own information technology (IT) field. It allows companies to

cut costs and offer more information to employees in a faster and more efficient way. Especially

in difficult economic times, it is critical for companies to become more efficient in every sector

of their business; human resources (HR) is no exception.

HRIS refers to software packages that address HR needs with respect to planning, employee

information access, and employer regulatory compliance. The following text begins with a

discussion of human resource planning, followed by human resource management systems.

HUMAN RESOURCE PLANNING

American companies must now operate in a rapidly changing business environment. These

changes have important implications for HRM practices. To ensure that management practices

support business needs, organizations must continually monitor changing environmental

conditions and devise HRM strategies for dealing with them. The procedure used to tie human

resource issues to the organization's business needs is called human resource planning. Also

known as HR planning, this procedure is defined as the "process of identifying and responding to

[organizational needs] … and charting new policies, systems, and programs that will assure

effective human resource management under changing conditions."

The purposes of HR planning are to enable organizations to anticipate their future HRM needs

and to identify practices that will help them to meet those needs. HR planning may be done on a

short- or long-term (three or more years) basis. Its aim is to ensure that people will be available

with the appropriate characteristics and skills when and where the organization needs them. The

30

use of HR planning enables companies to gain control of their future by preparing for likely

events. That is, they can anticipate change and devise appropriate courses of action. When

companies learn how to capitalize on future events, their own future improves.

As valuable as HR planning is, many companies ignore this opportunity. Some see it as too

difficult and frustrating, while others simply do not see the need for it. However, when failing to

properly plan for their human resources, employers are forced to respond to events after they

occur, rather than before; they become reactive, rather than proactive. When this outcome

occurs, an organization may be unable to correctly anticipate an increase in its future demand for

personnel. At best, such a company would be forced to recruit personnel at the last minute and

may fail to find the best candidates. At worst, the company may become seriously understaffed.

Consequences. For instance, the understaffing could cause existing employees to experience a

great deal of stress as they attempt to meet additional demand without adequate resources and

assistance. If required work is not getting done, the firm ultimately may experience an increase

in back orders, which could cause a decrease in customer goodwill, an increase in competition,

and a loss of market share.

When engaged in human resource planning, a company derives its human resource needs by first

forecasting its demand for human resources (i.e., the number and types of people needed to carry

out the work of the organization at some future point in time), and then its supply (i.e., the

positions that are expected to be already filled). The difference between the two forecasts

signifies the firm's HR needs. For example, if a firm estimates that it will demand 12 accountants

during the next fiscal year and expects to retain its supply of nine who are already on staff, its

HR need would be to hire three additional accountants. Following is a closer look at how a

company can determine its HR needs and devise plans to meet them.

DEMAND FORECASTING

Demand forecasting involves predicting the number and types of people the organization will

need at some future point in time. There are two general approaches to demand forecasting:

statistical and judgmental. Using a statistical approach, an organization predicts its needed

workforce size on the basis of certain business factors. A business factor is an attribute of the

business, such as sales volume or market share, which closely relates to the size of the needed

31

workforce. For example, a hospital could use the business factor of projected patient load to

predict the number of nurses it would need at some point in time.

A statistical approach to demand forecasting typically is used when an organization operates in a

stable environment, where an appropriate business factor can be predicted with some degree of

certainty. For example, a statistical approach may be appropriate for a hospital located in an area

with little population growth. Organizations operating in less stable environments (e.g., a

hospital in an area experiencing explosive growth and change) are more likely to rely on a

judgmental approach.

STATISTICAL APPROACHES.

The most commonly used statistical methods of demand forecasting are trend, ratio, and

regression analysis. In trend analysis, the future demand for human resources is projected on the

basis of past business trends regarding a business factor. An example of a trend analysis is

illustrated in Exhibit 1, which depicts the relationship between a business factor (namely, sales

volume) and workforce size. As one can see from the exhibit, if the company expects its 2010

sales to be $10 million, it will need to increase its workforce to a size of nearly 240, which is the

number of employees it had in 2006 when sales were $10.2 million.

Ratio analysis is the process of determining future HR demand by computing an exact ratio

between the specific business factor and the number of employees needed. It thus provides a

more precise estimate than trend analysis. For instance, the demand for professors at a university

could be forecast on the basis of the student-faculty ratio. Suppose that a university has 10,000

students and 500 professors; the student-faculty ratio is thus 10,000:500 or 20:1. This ratio

means that for every 20 students, the university needs 1 professor. If the university anticipates a

student enrollment increase of 1,000 for next year, it would need to hire 50 (1000/20) new

professors. This is in addition to any hiring needed to fill vacancies from existing faculty who

might leave in the meantime.

Regression analysis is similar to both trend and ratio analyses in that forecasts are based on the

relationship between a business factor and workforce size. However, this method is more

statistically sophisticated. Using statistical software, the analyst first creates a scatter diagram

depicting the relationship between the business factor and workforce size. The software can then

32

calculate a regression line, which cuts right through the center of the points on the scatter

diagram. (The regression line is mathematically determined using a formula found in most

statistical texts.) By inspecting values along the regression line, one can see how many

employees are needed at each value of the business factor. Both ratio analysis and regression

analysis are aspects of human resource management systems (HRMS) packages, and therefore

provide the business with the capabilities to calculate more accurate and timely forecasts.

An example of how regression analysis can be used to project HR demand is shown in Exhibit 2.

In this example, the figures used in the trend analysis (Exhibit 1) are now depicted in the form of

a scatter diagram. The line running through the center of the points plotted on the scatter diagram

is the regression line. To determine the number of employees needed when the sales volume is

$10 million, one would follow the path indicated by the dashed line. One would start at the point

on the X axis reading "10,000," and then move up vertically until reaching the regression line.

The value on the Y axis corresponding to that point (i.e., 230) reflects the needed workforce size.

Statistical methods of demand forecasting assume that the relationship between workforce size

and the business factor remains constant over time. If this relationship were to change

unexpectedly, the forecast would become inaccurate. For example, the forecast of needed

professors based on the student-faculty ratio would be inaccurate if the university decided to

change its teaching approach and institute distance learning classes. This approach to teaching

involves the use of video equipment, which can beam the professor's lectures to many different

locations, thus allowing many more students to enroll in the class. Consequently, the 20:1 ratio

would no longer apply; the university would now be able to function with fewer professors (or at

least more students per professor).

JUDGMENTAL APPROACHES.

Judgmental approaches to demand forecasting involve the use of human judgment, rather than a

manipulation of numbers. Two of the most commonly used judgmental techniques are group

brainstorming and sales force estimates. The group brainstorming technique of demand

forecasting uses a panel of experts (i.e., people within the organization who collectively

understand the market, the industry, and the technological developments bearing on HRM

needs). These experts are asked to generate a forecast through the process of brainstorming. A

33

variety of brainstorming techniques exist. Most involve a face-to-face discussion among group

members, who are asked to reach a consensus.

When using a group brainstorming technique to forecast human resources demand, participants

must make certain assumptions regarding the future. That is, they must examine the firm's

strategic plans for developing new products or services, expanding to new markets, and so forth,

and then try to predict such things as:

Future marketplace demands for the organization's products and services

The percentage of the market that the organization will serve

The availability and nature of new technologies that may affect the amounts and types of

products or services that can be offered

The accuracy of the forecasts depends on the correctness of these assumptions. Of course, the

future is very difficult to predict because it is subject to many uncertainties. Therefore, the

organization must continually monitor its demand forecasts in light of any unexpected changes.

HRMS packages facilitate the calculation and monitoring of demand forecasts.

The use of sales force estimates represents another judgmental approach for forecasting HR

demand. This approach is most appropriately used when the need for additional employees arises

from the introduction of new products. When a new product is launched, sales personnel are

asked to estimate the demand for the product (i.e., expected sales volume) based on their

knowledge of customer needs and interests. The organization then uses this information to

estimate how many employees will be needed to meet this demand. One drawback of this

approach is the possibility of bias. Some sales personnel may purposely underestimate product

demands so they will look good when their own sales exceed the forecasts. Others may

overestimate demand because they are overly optimistic about their sales potential.

SUPPLY FORECASTING

Once a demand forecast has been made, an organization has a relatively good idea of the number

and nature of positions it will need to carry out its work at a particular point in time. It then

estimates which of these positions will be filled at that time by individuals who already are

employed by the company. The process used to make this estimation is called supply forecasting.

34

Supply forecasting is a two-step process. HRMS packages provide the employer with the means

to automate much of these two steps. In the first step, the organization groups its positions by

title, function, and responsibility level. These groupings should reflect levels of positions across

which employees may be expected to advance. For instance, the HRM group might include the

job titles of HR assistant, HR manager, and HR director. The secretarial group might include

secretarial clerk, principal secretary, senior secretary, and administrative assistant.

The second step of supply forecasting is to estimate, within each job group, how many current

employees will remain in their positions during the planning period, how many will move to

another position (e.g., through transfer, promotion, or demotion), and how many will leave the

organization. These predictions are partially based on past mobility trends (e.g., turnover and

promotion rates). The organization also should consider any plans for mergers, acquisitions, unit

or division divestitures, layoffs, retrenchments and downsizing, and even hostile takeovers.

When making its supply forecast, the organization also should look at specific individuals. Some

may have already announced, for instance, that they are retiring at the end of the year, returning

to school in the fall, or getting married and planning on moving to a different part of the country.

Computerized statistical packages are available to help estimate the flow of employees through

an organization. The estimates generated by these packages can be fairly accurate in stable

environments. When the environment is unstable, of course, these estimates are suspect. For

instance, an organization may base its estimates on past turnover rates, which have been about 10

percent during each of the past five years. If the turnover rate were to change drastically because

of factors such as job dissatisfaction or down-sizing, the organization would severely

underestimate its future staffing needs.

ESTIMATING FUTURE HUMAN

RESOURCE NEEDS

Combining the results of the supply and demand forecasts within each job group derives specific

staffing needs. For example, consider a firm that currently employs twenty-five secretaries. As

the result of its supply forecast, the firm predicts that five of these secretarial positions will

become vacant by the end of the planning period because of retirements, promotions, and so

forth. Its demand forecast predicts that three new secretarial positions will be needed during the

35

coming period because of an increased demand for the company's product. By combining these

two estimates, the firm now realizes that it must hire eight new secretaries (five to replace those

expected to vacate their positions, plus three to fill the newly created positions).

OUTCOMES OF THE HR

PLANNING PROCESS

When the HR planning process is completed, a firm must establish and implement HRM

practices in order to meet its human resource needs. Following is a brief overview of how HRM

practices can help organizations to deal with anticipated oversupplies and undersupplies of

personnel.

The trend toward organizational restructuring usually results in a smaller workforce. Therefore,

when an organization's strategic plan calls for restructuring, the HRM response usually is one of

downsizing. Downsizing usually results in layoffs. Because of the negative outcomes that are

often associated with layoffs, employers are encouraged to seek alternatives, such as hiring

freezes, early retirements, restricted overtime, job sharing, and pay reductions.

When the results of demand and supply forecasting project an undersupply of personnel at some

future point in time, the organization must decide how to resolve this problem. The solution may

involve hiring additional staff, but there are other options. When HR plans indicate an

undersupply of employees, firms can recruit personnel to staff jobs with anticipated vacancies.

HRMS packages provide employers with capabilities to carry out recruitment in all of its steps.

The first step is to conduct a job analysis to determine the qualifications needed for each vacant

job.

The next step is to determine where and how to recruit the needed individuals. For instance, a

company must decide whether to fill its vacancies externally (i.e., from the external labor

market) or internally (i.e., from its own current workforce). When recruiting externally, an

36

organization should first assess its attractiveness in the eyes of potential applicants; unattractive

employers may have trouble generating a sufficiently large applicant pool. Such employers

should attempt to increase the number of people who are attracted to the organization and thus

interested in applying for a job there. This may be accomplished by increasing starting pay levels

and/or improving benefit packages. Another option is to target certain protected groups whose

members may be underemployed in the local labor market, such as older, disabled, or foreign-

born individuals.

Internal recruitment efforts can be improved through the use of career development programs.

When designing such a program, the organization should collect work history and skill level

information on each of its employees. Such information would include age, education level,

training, special skills (e.g., foreign language spoken), and promotion record, and should be

stored on a computer. This employee information allows the organization to identify current

employees who are qualified to assume jobs with greater responsibility levels. For instance, in

departments where skilled managers are in short supply, a management replacement chart can be

prepared that lists present managers, proposes likely replacements, and gives an estimate of

when the replacement candidate will be trained and available to fill an open position.

Instead of hiring new workers to meet increasing demands, an organization may decide to

improve the productivity of the existing workforce through additional training. Other options

include the use of overtime, additional shifts, job reassignments, and temporary workers.

Another option is to improve retention rates. When this aim is met, firms will have fewer job

vacancies to fill.

Retention rates can be improved at the outset of the employer/employee relationship, when

applicants are first recruited. Retention rates are likely to improve when applicants are given a

realistic preview of what their jobs would actually be like (warts and all), rather than an overly

glowing one.

Workers want to feel valued and needed by their organization. In a climate characterized by

mergers, acquisitions, and layoffs, many workers feel very insecure about their jobs. Employees

with such feelings often begin shopping around for other jobs. These fears can be eased by

implementing HR plans for training and cross-training. Such plans allow workers to perform a

variety of functions, thus ensuring that they have the necessary skills to continue making

37

contributions to the firm. Management training also is crucial in this regard. Organizations must

train managers to be good supervisors. Poor "people management" is a primary cause of

voluntary turnover. Managers at all levels should know what is expected of them, in terms of

managing people instead of just managing budgets.

Companies also can improve retention rates by creating a work environment that encourages

employees to participate actively in the company's total welfare. Workers want recognition for

their contributions to organizational progress, but this recognition must be tailored to the

workers' individual needs. While some workers may be motivated by monetary rewards, others

seek recognition by peers and managers, feelings of accomplishment, or job satisfaction.

Workers now demand more flexible schedules to best fit their lifestyles. Organizations can

improve retention rates by implementing programs to accommodate these needs, such as job

sharing, shortened workweeks, and telecommuting via computer and modem.

Finally, companies also can improve retention rates by offering attractive benefit packages, such

as generous retirement plans, stock ownership, health and dental insurance, and employee

discount programs. Many firms are now offering "cafeteria plan" benefit packages, which are

tailored to the specific needs of each of their employees.

HUMAN RESOURCE

MANAGEMENT SYSTEMS

Several major software companies provide HRMS packages. SAP, PeoleSoft, Oracle, and ADP

are the largest. Depending on the company's needs and size, package options may include some

or all of the following services:

Employee career cycle management

24/7 data access to authorized managers

Customized levels of access to confidential data

Pre-populated forms and templates

Access to real-time data—with instantaneous updates

Employee administration

38

Benefits administration

Compliance

Recruitment

Performance and development

Safety and health

Succession planning

Time-off management

Organization management

Payroll

Training

401k plan administration

The opportunities to add more services are endless and continue to improve.

For most companies, the hardware and software needed to run these programs are fairly standard.

Hardware and software is dependent on the complexity of the HRMS package; more complex

HRMS packages require more hardware (e.g., server space and speed).

HRMS technology costs vary considerably, depending on the size of the company and its HR

needs. Costs for deploying a comprehensive HRMS package include license fees,

implementation, technology, training, and maintenance. Costs typically range from $300 to $700

per employee as an initial investment for companies with more than 1,000 employees. Smaller

companies may decide it is better to rent the application than buy it. Research has found that

most companies can recoup HRMS costs within three years of system launch, based on process

efficiencies alone.

The value of HRMS results from a reduction in HR support costs, based on efficiency

improvements. "Hackett's benchmark for the average annual cost of HR services per employee is

approximately $1,900, with a best practice goal of less than $1,200" (Hamerman). By

eliminating paper and process inefficiencies, companies can expect additional cost reductions

while improving service and becoming more efficient. There are many other benefits of HRMS.

Giga Information Group believes that HR departments can reduce time spent on administrative

work by 40 percent to 50 percent, resulting in either the elimination of headcount or the

39

redeployment of effort to higher value tasks, such as decision support and employee

development.

Another benefit of HRMS includes allowing HR to transition from an administrative department

to a strategic management department. The strategic value aspect of the HRMS investment

focuses on managing human capital by supporting functions such as recruitment,

performance/competency management, employee development, and employee customer service.

By executing well in these areas, companies can reduce employee turnover, reduce hiring costs,

and improve individual performance.

ADP offers a comprehensive suite of software that can run on almost all modern operating

systems. A major player in the HRMS business is PeopleSoft. Acquired by Oracle Corp. in

January 2005, PeopleSoft puts it focus on one complete HRM product line. This suite not only

works in the HRM arena, it also allows employers to buy modules for CRM, SCM, and many

other areas. There are three versions of the company's Enterprise suite: Enterprise,

EnterpriseOne, and PeopleSoft World.

According to PeopleSoft, the Enterprise program is designed with the Internet in mind, and

allows employers to:

Plan the workforce needed to carry out an organization's business objectives, attract the

right people, and provide them with the tools they need to be productive.

Assess workforce skills and design learning and performance programs that develop

people in alignment with their career paths and corporate objectives.

Optimize a global workforce by putting the right people in the right jobs at the right time.

This includes tracking the workforce and monitoring performance.

Plan compensation and reward structures that align the workforce with corporate

objectives. This includes linking the right employees with the right types of

compensation, and rewarding them with a total package that maximizes efficiency,

reduces costs, and increases overall performance.

EnterpriseOne works with the original Enterprise program and also let employers:

40

Maintain a database of employee skill sets and competencies, as well as information

about outside applicants.

Track approved positions and headcount by company and department.

Track recruitment data, such as where a company is finding employees, how long they

stay, qualifications, and recruitment costs.

Simplifying the employee evaluation process through automated workflow, which

automatically alerts employees and managers about scheduled performance reviews.

Helping managers to understand discrepancies between employees' expected and actual

performance through built-in competency gap analysis tools.

Providing true exception reporting with flexible reporting tools that summarize data,

embed workflow messaging, and populate spreadsheets.

Finally, PeopleSoft's PeopleSoft World program was developed to help small businesses cope

with the cost of changing hardware; it is built to work with the IBM iSeries. According to

PeopleSoft, this system offers:

Flexible and affordable pricing. Pre-integrated applications optimized on an IBM iSeries

means lower implementation costs and ongoing IT needs. At the same time, users get a

flexible architecture that enables them to tailor menus, security, and reporting to the

specific needs of their business without costly modifications.

Self-service capabilities: Web browser-based access to applications enables employees,

customers, and suppliers to access relevant information quickly and easily, with less

training.

Full, robust solution: PeopleSoft World is a comprehensive, but low-maintenance

solution for small businesses. It offers the same functionality available to larger

enterprises, not a stripped-down version of a larger solution. It supports multicurrency,

multi-language, and multi-company requirements and provides integration with other key

PeopleSoft technologies.

All PeopleSoft Software is built on a Web-based platform, enabling "portal" technology. For

both Enterprise and EnterpriseOne, portals are available to connect with employees over the

Web. Technology continues to evolve, and HR is no exception. One of the fastest growing trends

in HRMS is Web-based training/e-learning. E-learning tends to be far more affordable than

classroom learning, and a higher degree of focus results in time savings. Not all e-learning is the

41

same: some courses are self-paced with tutors available, some are instructor-led in real time, and

some allow for student interaction.

Another HRMS trend is the use of online surveys. This allows companies to get fast information

on their employees, policies, procedures, competition, and anything else they decide to survey.

This also gives employees a sense of belonging and contributing to their company. Online

employee surveys usually have an 80 percent return ratio, which is much higher than paper

surveys.

Employees are becoming more self sufficient in the workplace because of HRMS and the growth

of technology. They are able to answer questions, down-load forms, enroll in benefits, change

payroll options, and complete training on their own. This saves both time and money. An

employee does not have to make several phone calls in order to speak with the one person who

knows the answer to their questions. Answers are readily available, usually on the company

intranet. This also frees up HR to focus on more profitable activities for the company, such as

recruiting and employee development.

Another growing trend includes improved methods for monitoring and managing employees' use

of the Internet. This helps management to improve productivity, reduce legal liabilities, and

control IT costs. Companies are blocking e-mail that may be offensive in order to reduce legal

liabilities. They also are blocking Web sites that are inappropriate for workplace viewing. This

has improved productivity by reducing non-productive activities.

HRMS providers have products for companies of all sizes. These providers profit by maximizing

the services they offer. Therefore, they are going to target large companies that need more

support. However, providers are still interested in small companies, and those that will need

more support as they grow.

As the need for corporate cost-cutting, efficiency, and productivity becomes more important, the

HRMS industry is going to continue to have strong growth potential. Not only can HRMS help

with employee administration from recruiting to benefits, it can save companies thousands of

dollars by lowering workforce and employee turnover levels. By 2005, the corporate world had

only seen the beginning potential of HRMS.

42

Human Resources Management (HRM) is the attraction, selection, retention, development, and

utilization of labor resource in order to achieve both individual and organizational objectives.

Human Resources Information Systems (HRIS) is an integration of HRM and Information

Systems (IS). HRIS or Human resource Information system helps HR managers perform HR

functions in a more effective and systematic way using technology. It is the system used to

acquire, store, manipulate, analyze, retrieve, and distribute pertinent information regarding an

organization's human resources. A human resource information system (HRIS) is a system used

to acquire, store, manipulate, analyze, retrieve, and distribute pertinent information about an

organization's human resources (Tannenbaum, 1990). The HRIS system is usually a part of the

organization's larger management information system (MIS) which would include accounting,

production, and marketing functions, to name just a few. Human resource and line managers

require good human resource information to facilitate decision-making. An extensive study by

Towers Perrin study revealed the following benefits of

Application of HRIS

HRIS can be applied in the following areas of HRM

HR planning

Succession planning

Work force planning

Work force dynamics analysis

Staffing

Applicant recruitment and tracking

Employee data base development

Performance management

Learning and development

Compensation and benefits

Pay roll

Job evaluation

Salary survey

Salary planning

International compensation

43

Benefits management

Develop innovative Org. Structure

Develop IT

HRIS Benefits:

HRIS has showed many benefits to the HR operations. A few of them can be detailed as;

o Faster information process,

o Greater information accuracy,

o Improved planning and program development, and

o Enhanced employee communications (Overman, 1992).

Barriers to the success of an HRIS:

o Lack of management commitment

o Satisfaction with the status quo

o No or poorly done needs analysis

o Failure to include key people

o Failure to keep project team intact

o Politics / hidden agendas

o Failure to involve / consult significant groups

o Lack of communication

o Bad timing (time of year and duration

HRIS software:

Abra Suite: for human resources and payroll management

ABS (Atlas Business Solutions): General Information, Wages

information, emergency information, Reminders, Evaluators, Notes

customer information, Documents and photos, Separation information.

CORT: HRMS: applicant tracking, Attendance tracking and calendars,

Wage information, Skills tracking, Reports-to information, Status

tracking, Job history tracking, Cost center tracking,

44

Reviews and tracking, Mass update and change tools etc.

HRSOFT: Identify and track senior managers, Assess management skills

and talents, Generate a wide range of reports, resumes, employee profiles,

replacement tables and succession analysis reports, Identify individuals for

promotion, skills shortages, unexpected vacancy, Discover talent deep,

Competency Management, career development,  align succession plans

etc.

Human Resource MicroSystems: sophisticated data collection and

reporting, flexible spending accounts, compensation, employment history,

time off, EEO, qualifications, Applicant/Requisition Tracking, Position

Control/Succession Planning, Training Administration, Organization

Charts, HRIS-Pro Net (employee/managerial self-service), HR

Automation (eNotification and eScheduler), and Performance Pro

(performance management)

ORACLE- HRMS: Oracle iRecruitment, Oracle Self-Service Human

Resources, Payroll, HR Intelligence, Oracle Learning Management,

Oracle Time and Labor

PEOPLESOFT: Enterprise eRecruit, Enterprise Resume Processing,

Enterprise Services Procurement, Workforce Planning, Warehouse

SAP HR: Human Capital Management (HCM) for Business, All-in-One:

Rapid HR,

SPECTRUM HR: iVantage® and HRVantage®. iVantage is a Web-

based HRIS product designed for organizations with up to 10,000

employees.

VANTAGE: HRA: 'Point-and-Click' report writing, internal Messaging

System for leaving reminders to yourself, to someone else or to everyone

using HRA - very useful for Benefit Applications, Disciplinary Actions,

Special Events, Employee Summary Screen for Basic, Leave

(Absenteeism) and Salary/Position History, skills & training module,

Leave Tracking Module

Critical Analysis

45

Although almost all HR managers understand the importance of HRIS, the general perception is

that the organization can do without its implantation. Hence only large companies have started

using HRIS to complement its HR activities.

But HRIS would be very critical for organizations in the near future. This is because of a number

of reasons.

Large amount of data and information to be processed.

Project based work environment.

Employee empowerment.

Increase of knowledge workers & associated information.

Learning organization

The primary reason for delay in HRIS implementation in organizations is because of the fear

psychosis created by "technology" and "IT" in the minds of senior management. They may not

be very tech savvy and fear being left out.

But trends are changing for the better as more and more organizations realize the importance of

IT and technology. Major HRIS providers are concentrating on the small and middle range

organizations as well as large organizations for their products. They are also coming up with

very specific software modules, which would cater to any of their HR needs. SAP and Peoplesoft

provide HR modules within their business intelligence software. Hence HRIS would soon be an

integral part of HR activities in all organization.

46

ANALAYSIS&

47

INTERPRETATIONS

The Organization is maintaining this information in their HR information system

DATE OF BIRTH

DATA NO OF EMPLOYEESMENTIONED 70NOT MENTIONED 20WRONGLY MNETIONED 10TOTAL EMPLOYEES 100

48

DATE OF BIRTH

MENTIONED

NOT MENTIONED

WRONGLYMNETIONED

TOTAL EMPLOYEES

Out of Sample Size of 100 Employees, 70 mentioned date of birth correctly, 20

of them did not mention date of birth at all , 10 of the employees mentioned

wrong date of birth . Correct mentioning of birthday would facilitate correct date of retirement

DATE OF CONFERMATION

DATA NO OF EMPLOYEESMENTIONED 65NOT MENTIONED 23WRONGLY MENTIONED 12TOTAL EMPLOYEES 100

49

DATE OF CONFIRMATION

MENTIONED

NOT MENTIONED

WRONGLY MENTIONED

TOTAL EMPLOYEES

Out of Sample Size of 100 Employees , 65 mentioned date of confirmation

correctly , 23 of them did not mention date of confirmation at all , 12 of the

employees mentioned wrong dates of confirmation.

Information about employees leaves & benefits

QUALIFICATION

DATA NO OF EMPLOYEESMENTIONED 60NOT MENTIONED 20WRONGLY MENTIONED 20TOTAL EMPLOYEES 100

50

QUALIFICATION

MENTIONED

NOT MENTIONED

WRONGLYMENTIONED

TOTAL EMPLOYEES

Out of Sample Size of 100 Employees , 60 mentioned qualification details

correctly, 20 of them did not mention Qualification at all , 20 of the employees

mentioned wrong Qualification details.

Correct mentioning of Qualification would facilitate correct information on Employee

Performance Appraisal & Career Growth

PREVIOUS EXPERIENCE

DATA NO OF EMPLOYEES

MENTIONED 55NOT MENTIONED 15WRONGLY MENTIONED 30TOTAL EMPLOYEES 100

51

PREVIOUS EXPERIENCE

MENTIONED

NOT MENTIONED

WRONGLY MENTIONED

TOTAL EMPLOYEES

Out of Sample Size of 100 Employees , 55 mentioned Previous Experience , 15 of

the did not mention Previous Experience , 30 of the employees mentioned wrongly.

Correct mentioning of Previous experience would facilitate on Employees

Performance Appraisal & Career Growth

NOMINEE DETAILS

DATA NO OF EMPLOYEESMENTIONED 50NOT MENTIONED 35WRONGLY MENTIONED 15TOTAL EMPLOYEES 100

52

NOMINEE DETAILS

MENTIONED

NOT MENTIONED

WRONGLYMENTIONED

TOTAL EMPLOYEES

Out of Sample Size of 100 Employees , 50 mentioned date of birth correctly , &

35 of them did not mentioned date of birth at all , 15 of the employees

mentioned wrong dates of birth.

Correct mentioning of Nominee details would facilitate correct PF & GRADUITY

distribution at the time of retirement of the employee or in case of payment of

benefits on the death of employee while in service.

SALARY DISCRIPENCIES:

Purpose:

While verifying the data of the employees from the personal files to SAP

information system , we found some salary discrepancies of employees. We

found some salary discrepancies of employees . We took the initiative to

rectify the salary discrepancies of the employees.

53

The report consists of the project that we had successfully completed . It is

a report about the salary discrepancies of employees .

The major purpose of the project is to rectify the salary discrepancies (i.e,)

the employees who are getting less salary than what they are supposed to

get are been considered & the information about those employees are

submitted to the management.

Procedure:

The following is the procedure of preparing the report of the employees

who are getting less salary that which they are supposed to get. The main

information to be collected relating to the reports is

From the personal files :

54

Date of joining

Qualification(Diploma, non Diploma) etc

The designation of the employee in his previous experience

Information from SAP

The present salary of employee

Contract validity dates

There are three types of employees , they are regular probationer and

consultants the above data is collected and put together in the MSEXCEL

sheet and the salaries are calculated according to the company supposed to

get are considered and the differences between the actual salaries they

should get the salary they are getting is calculated .The report of this

individual employees are submitted to the management.

The MS Excel sheet consists of the contract end date as per the letter,

retainer ship fee. CCA & salary per month with the help of this information

the differences as per present salary & eligibility salary is been calculated

according to the salary matrix prepared by the company.

This is the salary matrix in which the employee’s salaries are mentioned according to their qualifications, designations and ranks prepared by the organization.

NON-DIPLOMA

DIPLOMA

JCO(Junior Commission Officer)

10 p/ m 12 p/m + CCA = Total Retainer ship

55

NCO(Non Commission Officer)

9 p/m 11 p/m +CCA = Total Retainer ship

NOTE: 1.This grid is based on the current salary grid for FEOs

2.Compensation for these FEOs will be in the form of a retainer ship paid

monthly.

3.List of cities along with their CCAs enclosed.

4.A diploma from the services will be considered equivalent to an external

diploma.

5. graduation other than Bsc /AMIE will be considered equivalent to a

diploma

The retainer ship to the employees also includes CCA (i.e.,) city compensation allowance as per the government gazette . The CCA will be unique from city to city.

CCA as per Government Gazette:

CIRCLE SDCA NAME CITY COMPENSATORYALLOWANCE

56

AndhraPradesh

Hyderabad 25

AndhraPradesh

Vishakhapatnam 15

AndhraPradesh

Vijayawada 15

AndhraPradesh

Kurnool 10

AndhraPradesh

Adilabad 10

AndhraPradesh

Cuddapah 10

57

FINDINGS

FINDINGS: HRIS in Heritage foods is properly streamed lined.

It is so designed that it has each and every information of an employee

Stored and maintained

58

Uses the best product in information technology , which is SAP HR to maintain

its employee database.

Every person in HR team is properly trained in using SAP

Training should be more professional with a proper training course in SAP HR

with a certification exam at the end.

So that every employee in the HR team would be SAP certified.

The training provided is more oriented on the job.

The objectivity and rationality is found to be greatly satisfied.

59

SUGGESTIONS

Stress Management

In the growing complicated work environments , people need relaxation ……so

organization have to cope up with stress management to overcome the

challenges . For this the employees need to be trained in mediation and

campus on personality development to provide better work force.

60

Knowledge Management

Knowledge Management is a process of sharing the information through

all the teams and gaining extra knowledge , which can lead to the

process of extensive learning.

61

CONCLUSION

HERITAGE FOODS INDIA LIMITED is an organization with cultures and development ,

which has well said procedures covering all the similar organization and

development , which has well said procedures covering all the necessities of

administration and human relation component , where in similar organization

impersonal elements creeping HERITAGE FOODS INDIA LIMITED successfully maintains

62

very personal linkage which in itself is launch able achievement for organization.

For any organization the employee-relation management is the main criteria in the

Challenging organizations , where there is constant up gradation of technologies like

Re-engineering business process and enterprise resource planning , which formulates

SAP application . HR department is strengthening the connection towards the

employees.

In deed it was wonderful experience interaction with the employees in the

Organization in midst of pleasant work culture.

People only work through people . It is HUMAN RELATIONS that bind them

together horizontally and vertically in an organization . It is the right motivational

efforts that keep efficacy of production.

It was my great experience to be associated with HERITAGE FOODS INDIA LIMITED

and related to work on certain projects at all company , which were of greatest

importance . I , was overwhelmed to work under concrete team , who were highly

experienced in their phenomenal careers.

The project I have undertaken at HERITAGE FOODS INDIA LIMITED had given me

good experience and good scope to implement the project experience I have

learned in the work environment and mark towards goal orientation.

CONCLUSION:

Information is a vital ingredient to management . Accurate , timely , and relevant

63

Information is necessary for decision making , being key to the employee

productivity , competitive strength , and corporate excellence , information is being

reorganized as the fifth organizational resource .

A well-designed and comprehensive HRIS provides the needed information with in

the shortest period and at reduced cost . This is why computerized HRIS is being

increasingly used.

64

BIBILOGRAPHY

WEBSITES

www.google.comwww.heritagegroup.com

BOOKS

HUMAN RESOURCES MANAGEMENT

65

__ Pattnayak Biswajeet

ESSENTIALS OF HRM

__ Subba Rao

HUMAN RESOURCES MANAGEMENT

___ Gary Dessler

HUMAN RESOURCE INFORMATION SYSTEM

A survey on the study of HRIM conducted by the Management to the employees in HERITAGE FOODS INDIA LIMITED . I am D.DAKSHAYNI doing my MBA final

year.

66

I shall be thankful to you , if you could spend some valuable time of yours to

fill this questionnaire.

1) EMPLYOEE MASTER DETAILS

Emp No :

Employees full name : Designation :

Grade :

DOB(dd/mm/yy) :

DOJ(dd/mm/yy) :

Sex ( Male/Female) :

Marital Status :

Birth Place:

State :

2) Details of family Members (Father/Mother/Spouse/Children/Others)

Name DOB

(dd/mm/yy)SEX Relation Dependent

(Y/N)Occupation

67

3) Qualification Details

Qualification (withSpecialization)

Mode From Date(dd/mm/yy)

Institute/Location

University Year of Passing

Class/Div

3) Address Details

Permanent Present Emergency

68

City_________________State________________Country_____________Pin_________________Phone______________

City________________State_______________Country____________Pin_________________Phone_______________

City________________State_______________Country____________Pin________________Phone______________

5) Language Details (indicate against each language whether F-fluent, R-fair, S-Slight)

Language Read Write Speak

6) Details of previous Experience(prior to your Current Job/Company)

Company name

Type ofIndustry

From date(dd/mm/yy)

To Date(dd/mm/yy)

Designation Location GrossSalary

Job Description

69

7) Other Important Personal Details

Nationality :

Religion :

Native State :

Birth Place :

Height(cm) :

Weight(kg) :

PF No :

Cell No :

Pager No :

Marriage Date :

Identification Marks : 1) 2)

References(Friends/Relations) : 1)

2)

70

Interests/Hobbies :

Details of Awards Won (if any) :

Physical Disabilities if any :

6) Additional Information ( This Space can be used for any additional information you would like to pass on)

Date : ___________________ (Signature of employee)

71