Human resource management information system refers to a software system. That is, human resource management software, that is, e-day work. For example, human resource management system and operation process, such as: employee management methods, performance appraisal system, salary system, job description, personnel information, etc.
Based on process control and collaborative office
B/S architecture has powerful process control function and collaborative office function, which makes normal business management transparent and streamlined, and enhances the controllability of enterprise management. At the same time, the B/S framework products have more detailed permission settings, and enterprise management is in hand. GT-eHR products not only provide customers with processes that can not only customize document content; Support graphic definition of document flow direction (support hierarchical definition of roles); Support different roles to see different approval contents at different approval levels; Support data destination customization of documents after the process is completed. Basically, users can implement different definition patterns for processes. GT-eHR products support SOA architecture; It can realize single sign-on and synchronous coordination with OA and other related products for different processes.
Open communication platform
GT-eHR product B/S architecture has an open company platform and internal messaging function. On the open company platform, you can enjoy business data in real time, the management rules and regulations are transparent, and you can establish your own corporate culture. The internal messaging function makes the links between departments closer. For example, the sales department makes a sales outbound order, and the warehouse automatically receives messages from the system, which effectively reduces duplication of work and improves work efficiency.
1 Manage content customization
GT-eHR products support user-defined management content. Users can add any table, sub-table and field of any module. Users can use products to classify management content into different management categories. Users can divide different fields into different codes to realize convenient and simple input and different statistical functions.
2 management mode customization
Different from the financial supply chain management system, it has the following characteristics: the human resource management of any two enterprises is different or can be used for reference; At the same time, the different development stages of enterprises and the change of environment require the management mode of enterprises to change with the change of environment. For enterprises, the best management mode is only the one that conforms to their own management mode, and it is often futile to provide management mode only by external consulting companies or software companies. Qin Ke GT-eHR products support user-defined management mode. The positioning of the product is the administrator of the human resource management system of the other company. After the logistics department informatizes the management mode of the other company, the follow-up management can be informatized. Not just some so-called company optimization. In view of this change in management mode, GT-eHR products in Qin Ke support the secondary development platform provided to users. For example, performance management, users can define KPI mode or BSC mode.
3 decision analysis (BI)
Compared with the traditional human resource management system, customization closely realizes some reports of users. GT-eHR products not only realize the informationization of these reports, but also provide a platform for users to customize reports. Qin Ke's GT-eHR products also support customization of user decision analysis. Users can define their own data sources, data dimensions and combination relationships through the product platform, and form the analysis of all data sources in the HR system required by the user's decision-making level.
4 Other functional modules customize user needs, sometimes not limited to human resource management.
GT-eHR products not only contain all the information of human resource management, but also support users to define their own management modules. Qin Ke's products are open platforms, including complete data, processes, permissions and reports provided by users for other management, and the secondary development of these management modules.
Differentiated management of group management and control
1 The super-convenient B/S architecture takes advantage of the absence of clients, so that managers can view and manage the normal operation of the company at any time and place with the network around them. These terminals may be desktops, notebooks or even a mobile phone terminal, which can realize the management of enterprise HR.
2 Group management and control An unavoidable topic of differentiated management is group management and control. Traditionally, there are three modes of group control: financial control, strategic control and operational control. The establishment of effective group control needs to fully consider various factors, which will determine the maximization and long-term interests of the group company as a whole. The B/S architecture of Qin Ke GT-eHR products fully supports these three modes, and allows users to manage different types of branches. For different types of subordinate enterprises, different authorization modes are implemented. The B/S architecture of logistics GT-eHR products is based on the flexibility of logistics products.
Implementation steps
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There are many such projects, and most of them will not end. The final result is to buy a report manager, and then the following employees need to constantly provide data sources. This system has not only failed to become a tool of personnel management, but has become a new burden. Some bids have to be re-done after one or two years, and some insist that the system can be used. How can personnel managers do things well and not repeat these tragedies?
(1) The purchaser must be clear about the problems to be solved by the system.
Before starting this topic, let's talk about the characteristics of software products. The biggest feature of software is that it is more a kind of knowledge and a kind of service. The biggest difference with traditional tangible products is that if the software can't be used, the software system is nothing. The second feature of software is that the software industry has developed to this day, and it is your tool, not the decoration you bought as an ornament.
Before informatization, procurement personnel should be clear about the following points.
① Management has nothing to do with specific technology. Just as China people use chopsticks, Westerners can eat with knives and forks. In other words, developing with j2ee and net has nothing to do with users. What you need is the product, don't pay attention to which specific production workshop the product comes from.
(2) Management itself is the premise of informatization. As long as the offline work is clear and standardized and has the conditions for online work, it is the premise of informationization. Many companies have heard that suppliers boast about how good their products are, but if buyers don't have their own soft environment, there is no need to follow suit and do information-based things unless suppliers promise to help you streamline standardized management.
(3) The purchaser will informatization these management contents. If you just want to realize your report, then you choose a report tool. If you just want to realize the flow of the process, the buyer can use OA to realize it. If you just want to print the payroll, you can buy the small software attached to the spreadsheet to print the payroll. Buyers should figure out what they want to do, instead of just relying on the supplier's product introduction to choose the information content they want to do. Of course, this process can be completed through the cooperation of suppliers.
(B) the choice of trading system and platform system
Human resource management must be customized, but how? Before starting this topic, let's first understand what role the human resource management platform must play. Modern human resource management divides personnel business into six core modules. For the informatization of human resource management, the core parts are: first, customization of management content; The second is the customization of management process; Third, the management mode is customized; Fourth, customization of decision analysis.
Before selecting the system, the purchaser needs to sort out the contents of management informatization and form a demand document as a necessary document for procurement or acceptance.
① Types of transactional work. If it's just to provide reports required by superiors, or just for a relatively fixed salary payment model. Then you can choose transactional software. This kind of software is to help you solve more transactional work. For example, batch modification of the above titles, because it may not be necessary to keep traces of these modifications and subsequent processing, can be completed by importing data at one time. However, it should also be mentioned here, because the report and data formats are constantly changing, you should know more about whether these products have relevant flexibility when choosing these products. As for the reporting tool, you should choose the internationally accepted rules, not the rules of a company, otherwise it will be difficult to operate in the future.
② Business that can be solved by platform-based software. Modern enterprises, especially large enterprises, have at least the following characteristics. First, the rapid expansion of enterprises, the depth and dimension of management is incomparable to traditional enterprises; Second, the turnover rate is relatively high: traditional old enterprises only recruit college students, but the simple matter of employee retirement is different, and modern enterprises need more employee changes to deal with; Third, the management mode is changing at any time; For example, the way of payment of wages varies with people and jobs. At least the above management contents can't be solved by traditional transactional software, and need the support of platform software.
③ Balance between current affairs and long-term development. The requirement of many buyers is to realize their own reports. At the beginning, so many national reports needed to be realized in the system. In fact, as far as software systems are concerned, it is more about first, data; Second, the process, third, reports and decisions, if the data flow is not clear, don't expect any beautiful reports. What buyers do is to make their own management information. This system is a tool, not just a report tool. Of course, following these projects for a long time will result in either these projects becoming a burden or finding other companies to implement them for the second time before the informationization is completed. After all, the enterprise is to develop, and a short-term project can't get the support of all personnel in the personnel department.
(3) How the purchaser controls the project.
Payment method: This is the most direct way. The key to the success of the project is the mode of payment. If a supplier dares to invest manpower and material resources to help you with the project without receiving the down payment, then such a project is difficult to succeed. As far as software projects are concerned, if the other party requires more than 40% down payment, the success of such projects basically depends on the real execution ability of suppliers, and more is luck.
② Necessary conditions for project acceptance. At least the business process of the purchaser is realized through the system, and all the data of the purchaser can be used as the starting point for acceptance. More acceptance conditions should be what the purchaser should complete when sorting out the requirements specification. If the leader forces the user to sign the acceptance report, there is not much to say.
③ Necessary cooperation of the buyer. I have been engaged in the project for 20 years and found a rule. As long as the project is unsuccessful, the supplier should say that the management of the purchaser is not standardized. But touching my conscience: the software project is unsuccessful, and the supplier's products and services have more problems! ! However, Party A's cooperation is also necessary, which determines the speed of project implementation. After all, the project will be operated and maintained by the buyer in the end.