Shulou(Shulou.com)06/02 Report--

In recent years, the rapid growth of the company's performance and continuous expansion of business has also brought explosive growth in the number of employees, from 6000 in 2015 to nearly 20, 000 today, matching the group's development strategy. 15 years began to prepare for the transformation of the three pillars of human resources, as the support of the management system, some systems such as attendance scheduling, recruitment, e-Learning, salary, performance and so on have been launched one after another. However, basically all of them have their own independent report design, database and user end, so it is difficult to realize the information exchange and data sharing between them. Last year, the company began to reselect, and finally chose Red Sea Cloud eHR to integrate and update the existing system, build an integrated human resources management platform, achieve data business interoperability, and more agile to support the transformation of human resources management.

As long as the enterprise system has to go through a lot of "tribulations" from selection to launch, the cycle is long, and it also involves resources and decisions of all parties, and what we should know is that the launch of the system is not the end point, but only the starting point, and the subsequent system operation is the test. As the saying goes, "three points of implementation, seven points of operation", there is no systematic operation and control, the transformation of HR management will always be on paper. This paper reviews the challenges and countermeasures in the online operation of the eHR system, and summarizes the experience for colleagues to discuss and reference.

First, the challenges to promote the efficient operation of eHR system

1) set up a professional core team

Once in the narrow management thinking of "as long as you can transform the system" and "everything will be fine if you get on the system", we invested a lot of resources in the online stage of the system, but ignored the operation, human resources investment and management. The purpose of upgrading the eHR system is to really promote the transformation of enterprise human resources management. The new Red Sea Cloud eHR system is more digital than the previous system, and the data runs through the whole business scenario. If the team does not have an understanding of the business, it cannot be achieved with the help of the new system, and the business goal of using technology to achieve systematic management can not be achieved without in-depth understanding of digitization. Moreover, enterprise-level system upgrading will inevitably touch the interests of employees and cause employees to complain, which is by no means an easy task.

Therefore, it is necessary to select an eHR project core team that understands business, professional and strong execution to ensure that the system is online and runs steadily, coupled with the previous scattered system functions, each process node only considers its own work and does not consider what impact it will bring to the front and back end processes, and needs to break the "separate ways" of work.

2) face questioning and get support

The launch of the new eHR system means the change of human resources management for enterprises, and any change is a process of interest game, which is bound to encounter obstacles and doubts, large and small. All the business systems in the enterprise are "competing" for the computer desktops at the top of the enterprise, because only when a system gets high-level attention and in-depth participation can the system develop steadily.

For example, the boss hopes that the teams of various departments can achieve results as soon as possible in the short term and see immediate results, while eHR system projects from preparation, implementation, launch to operation often need to go through a cycle of a year and a half, so the eHR system project team on the one hand needs to obtain high-level strong support to promote the project, on the other hand, it is difficult to promise specific and immediate project returns to the boss. How to plan the scale and implementation sequence of the project so as to quickly obtain the maximum commercial return without affecting the best effect of eHR system integration and upgrade is the main challenge we face before launching.

3) reshape usage habits and norms

Because there are many business modules, data migration and system integration involved this time, our overall system is divided into three phases of online use, which can be said to be used at the same time. At the initial stage of the use of the system, the relevant employees intentionally or unintentionally use a variety of reasons for negative use. Therefore, how to shorten the learning period and establish usage habits is actually a process of re-combing and establishing management norms, and it is also a big challenge.

4) participation of line managers and employees

Updating the eHR system as an important starting point for the transformation of the three pillars of the company's HR, the most important thing is to support the landing of the HRSSC center, bid farewell to the era when the eHR system was only useful to the HR department in the past, full application is becoming the basic trend, employees are the main body of human resources management, line managers are the business partners of human resources management, and improving their participation will directly affect the satisfaction of human resources management services in order to give full play to the value of the system.

5) pay attention to user experience and effect feedback

The transformed HR department should operate like a business department. The first thing to answer in order to operate an eHR system is who is the user (customer) and what are the requirements? The first category of users: senior managers, their needs are mainly focused on the support of the global information data of organizations and talents needed for strategic decision-making; the second is the middle managers. Their needs mainly focus on the performance feedback, team management, talent analysis and other tools needed for personnel management; the third is the employees. Their main needs are communication and cooperation, access to information, help and support and other convenient services.

Among them, it should be noted that the eHR system of many enterprises does not provide value for the high level, or the use experience of the high level is very poor, so the dissatisfaction from the senior level of the enterprise will become the biggest challenge in the operation of eHR system.

6) Application specification and depth of subordinate units of the group

We belong to the group enterprise, and there are many subordinate branches. From the point of view of the standardization and in-depth application of the eHR system by the subordinate units, on the basis of unified centralized management and operation, we should also consider the flexibility of the system applications of the subordinate units, the old systems of the previous applications, because of the large centralized deployment model, all functional applications can only be applied according to unified standards and specifications, ignoring the individual needs of subordinate units. Because it has not realized the value of the system, or the system lacks strong service support to subordinate units, which leads to the negative application of subordinate units, it will also be an unavoidable challenge for group enterprises. However, fortunately, the updated Red Sea Cloud eHR system has strong flexibility and expansibility, can support headquarters and branch management systems, and multiple adaptation to personalized management paradigm, which is not a big problem.

II. Ways to promote the steady and efficient operation of the eHR system

I. team operation

Our eHR system project internal core team has a total of 20, the late operation is mainly internal HR team, IT department team, early launch plus Red Sea Cloud delivery implementation team to work together.

Talent selection: the internal team mainly publishes the personnel requirements of the project team, employees who are interested and have expertise can apply for the project, and talent selection will also be carried out. According to the portrait of the core team of the eHR system project, the experience and qualifications of the applicant will be evaluated and screened from the dimensions of business sensitivity, professionalism, communication and coordination, and finally the core team of project operation will be determined.

Assessment and incentive: after the completion of the project, team members can get points reward, the work results will become a reference for promotion and transfer, professional accumulation will be integrated into the company's software system, will also be reflected in the year-end performance evaluation, mobilize team enthusiasm and investment, to promote the efficient operation of the eHR system escort.

Knowledge management: through knowledge extraction to form a standard process or SOP to help employees consolidate their abilities. Externally, it transfers knowledge to us through the Red Sea Cloud team, compiles a complete system user manual and carries out personnel system training, and internally combines business processes, through standardized construction, based on eHR system operation, and finally forms a series of business operation standard processes, such as eHR system administrator operation manual, basic personnel SOP, recruitment SOP, salary management SOP, employee use guide, etc., to improve the frequency and efficiency of use.

II. Project operation

Culture building: as a human resource management change tool, the core team needs to maintain sensitivity to external market trends and trends, to have a very strong spirit of innovation and the spirit of continuous improvement and iteration, and to always pay attention to the technological trends of external markets in order to enhance the capability of current HR tools. When other companies have certain successful practice cases, use its demonstration effect to provide example support for the application of internal new technologies.

Get executive support: the most direct way for executives to see the value of the project is to quantify the work KPI. For example, in the past, the group and its branches had a total of nearly 80 HR teams, but now 20 people can undertake the management and services of 20, 000 employees through the system. In the past, the average recruitment cycle of backbone talents was 45 days, but now it is shortened to less than 30 days. These figures can clearly show the KPI of the project, effectively prove its value to senior executives, and better obtain executive authorization support.

Positive publicity: through various publicity activities to enhance the participation of business managers and employees, and subordinate units, including the company's intranet home page, mobile H5 page, mobile official account push, clarify the value of the system, regularly collect these employees' feedback on the system, invite these employees to participate in offline sharing, guide these employees as "publicity ambassadors" and give rewards.

III. User operation

Meet the needs of users: divide the different needs of different user application scenarios of the eHR system, and the needs of CEO executive users should be highly customized. For example, through the BI report platform of the Red Sea Cloud eHR system, we can regularly output human data report and summary, customized and pushed to the senior level, so that they can realize the value of the system and human resources departments. The needs of employees should be standardized and humanized, through the continuous introduction of optimization self-help process tools to make the employee experience more convenient, and provide timely consulting services. The demand of business manager users lies in the high efficiency of management, especially in the initial stage of system construction, it is easy to encounter problems, if it is not solved in time, it is easy to withdraw, and it is easy to think that the system is not as convenient as the original manual operation, and it is necessary to combine the management business scene to provide professional consultation and technical support in a timely manner.

Continuous optimization iteration: once you have made up your mind to work on the eHR system, you must have the determination to continue to promote the efficient operation of the system, and be prepared for problems of one kind or another in the operation of the system. The system should not be "dead", but should be "alive". Maintain the spirit of continuous optimization and iteration, continue to promote the operation step by step and focus under the overall plan, find and solve problems continuously, and review and improve regularly.

In a word, the launch of eHR system is not a package of projects, but a vital enterprise strategy with strategies, priorities and methods that need continuous operation. The road ahead is not easy, and it is impossible to achieve strategic goals only by updating technical tools. It also needs to be constantly updated from senior management to employees, and continuously track its benefits to the enterprise.

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