3 HRMS Processes That Can Link HR Activity to the Bottom Line
HR can often be one of the most under-valued and unappreciated functions; when you do everything right no one notices, but when something goes wrong you’re in the hot seat. One of the keys to changing that perception is through highlighting and marketing HR’s bottom-line value for HR activity and there are certain HRMS processes are the key to making this happen.
1) Quote on a Transactional Basis
While headcount reports and analytics are normal HRMS processes, are you able to show your operational HR power? How many daily tasks is HR involved in such as name and address changes, dependent changes, etc? While some of these transactions may be employee or manager self-service initiated, how often is HR brought in to fix broken transactions? Your HRMS can provide these statistics and they will prove your HR skills on a daily basis.
2) Log Your Report Requests
HR partners and HRMS report analysts often go above and beyond the call of duty, producing critical pieces of data from your HRMS in the 11th hour to support a Finance VP trying to sell new business and needing to provide employee statistics, for example. While this may get recognition the next day, these sorts HRMS processes are happening on a daily basis. While there may be many ten minute ad-hoc requests answered during the day, I’d encourage you to formally log them. Either keep a manual log over a three month period, or if you have one of the new generation HRMS that log employee activity including login and pages accessed, compile the stats. When your HR partners are logged into your HRMS for a certain percentage of their day or have accessed compensation for a certain percentage of your employees, this shows how busy they are with HR functions.
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3) Tell a Story: Before and After
I’ve seen HR partners who can spot a trend such as when a number of employees mention that they are displeased with the health care options or career development during an exit interview. HR then starts the process to review these areas and often makes changes that impact the bottom line turnover. However, without an HRMS and counts, it’s difficult to fully prove the impact of such changes. If you’re going to tackle an area for improvement, start in a quantifiable position by taking a data snapshot from your HRMS of the ‘before’ picture, such as ‘how many employees quoted dissatisfaction with healthcare options’ as their reason for leaving during the exit interview. Then, it’s easy to see six months or one year down the line how HR’s actions have positively impacted this area.
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