Capstone e people on line people strategies

09.03 PEOPLE E-People E-People Sue Weekes and Scott Beagrie ■ Fast track route to mastering online people strategies ■ Covers the key areas of online people strategies, including how Web-based technology can streamline and automate traditional HR tasks, transform HR into a more strategic function and help to build a more effective and motivated workforce ■ Examples and lessons from some of the world’s most successful businesses, including BP, Exult, Getty Images, IBM, ICL and Oracle, and ideas from the smartest thinkers, including David Ulrich, Peter Drucker, David Cannon, Christopher Boone and John Sullivan PEOPLE resources guide 09.03 PEOPLE ■ Includes a glossary of key concepts and a comprehensive E-People Sue Weekes and Scott Beagrie ■ Fast track route to mastering online people strategies ■ Covers the key areas of online people strategies, including how Web-based technology can streamline and automate traditional HR tasks, transform HR into a more strategic function and help to build a more effective and motivated workforce ■ Examples and lessons from some of the world’s most successful businesses, including BP, Exult, Getty Images, IBM, ICL and Oracle, and ideas from the smartest thinkers, including David Ulrich, Peter Drucker, David Cannon, Christopher Boone and John Sullivan PEOPLE resources guide 09.03 ■ Includes a glossary of key concepts and a comprehensive Copyright  Capstone Publishing 2002 The right of Sue Weekes and Scott Beagrie to be identified as the authors of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 First published 2002 by Capstone Publishing (a Wiley company) Newtec Place Magdalen Road Oxford OX4 1RE United Kingdom http://www.capstoneideas.com All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, including uploading, downloading, printing, recording or otherwise, except as permitted under the fair dealing provisions of the Copyright, Designs and Patents Act 1988, or under the terms of a license issued by the Copyright Licensing Agency, 90 Tottenham Court Road, London, W1P 9HE, UK, without the permission in writing of the Publisher Requests to the Publisher should be addressed to the Permissions Department, John Wiley & Sons, Ltd, Baffins Lane, Chichester, West Sussex, PO19 1UD, UK or e-mailed to permreq@wiley.co.uk or faxed to (+44) 1243 770571 CIP catalogue records for this book are available from the British Library and the US Library of Congress ISBN 1-841123-463 This title is also available in print as ISBN 1-84112-345-5 Substantial discounts on bulk quantities of ExpressExec books are available to corporations, professional associations and other organizations Please contact Capstone for more details on +44 (0)1865 798 623 or (fax) +44 (0)1865 240 941 or (e-mail) info@wiley-capstone.co.uk Introduction to ExpressExec ExpressExec is million words of the latest management thinking compiled into 10 modules Each module contains 10 individual titles forming a comprehensive resource of current business practice written by leading practitioners in their field From brand management to balanced scorecard, ExpressExec enables you to grasp the key concepts behind each subject and implement the theory immediately Each of the 100 titles is available in print and electronic formats Through the ExpressExec.com Website you will discover that you can access the complete resource in a number of ways: » printed books or e-books; » e-content – PDF or XML (for licensed syndication) adding value to an intranet or Internet site; » a corporate e-learning/knowledge management solution providing a cost-effective platform for developing skills and sharing knowledge within an organization; » bespoke delivery – tailored solutions to solve your need Why not visit www.expressexec.com and register for free key management briefings, a monthly newsletter and interactive skills checklists Share your ideas about ExpressExec and your thoughts about business today Please contact elound@wiley-capstone.co.uk for more information Contents Introduction to ExpressExec 09.03.01 09.03.02 09.03.03 09.03.04 09.03.05 09.03.06 09.03.07 09.03.08 09.03.09 09.03.10 Why Online People Strategies are Important The E-People Matrix Evolution: The Human Resources Heritage Technology: Rip it Out and Start Again? Globalization – ‘‘ The Seamless Digital Workplace’’ The State of the Art: The World of Work, but Not as We Know it Case Studies Key Concepts and Thinkers References and Resources Ten Steps to Making it Work Frequently Asked Questions (FAQs) v 11 21 31 41 55 71 81 91 99 09.03.01 Why Online People Strategies are Important This first chapter introduces the premise that, with people now widely considered to be the only differentiator in today’s competitive marketplaces, old-style human resources management cannot be relied upon to create and retain the necessary dynamic and agile workforces It explains how managers must look to new, online people strategies to develop and build the workforces for tomorrow E-PEOPLE POWER TO THE PEOPLE In the last 20 years, organizations have considered first capital and then technology as the main competitive differentiators Throughout this period, human resources (HR) departments have also been responsible for peddling two hoary clich´es: ‘‘our people are our best asset’’ and ‘‘empowerment.’’ These were little more than platitudes intended to disguise the fact that managing was primarily about numbers and not people In the last two years, the HR rhetoric has given way to reality and people are now widely considered as the only differentiator in a highly competitive marketplace And it is how well they are managed that is likely to determine a company’s future competitive advantage But organizations need to wake up to the fact that, in order to release and fulfill the human potential, they must eradicate the excessive bureaucracy and inappropriate processes that have for so long surrounded the management of people The recent dotcom boom has heralded the rise of a new generation of young workers, who are exerting a great deal of influence on the future shape of organizations They are techno-savvy, want work to be highly stimulating, but equally are more interested in achieving the correct balance of work and life than kow-towing to the wishes of any manager They want to work, but it has to be on their terms US business strategist and change agent, Don Tapscott, sums up their attitude as the network generation or N-gen mentality ‘‘This generation is exceptionally curious, self-reliant, and contrarian,’’ he says ‘‘It is smart, focused, able to adapt, high in self-esteem and has a global orientation It will create huge pressure for radical change in existing companies.’’ These societal changes, combined with a global skills shortage, means that highly talented individuals of any age are calling the shots and employers need to market themselves to these people At the same time, because of intense competition and the downturn in the economy, it’s imperative that organizations improve efficiencies, optimize performance, and streamline their businesses The paradigm shift in the employer/employee relationship does not naturally map on to the people management systems and infrastructures that were put in place decades ago It is not enough simply to have a WHY ONLINE PEOPLE STRATEGIES ARE IMPORTANT go-faster version of the old HR model To satisfy the demands of a smart, focused, flexible workforce, an organization needs to be similarly agile in its approach and its processes Ironically, the technology that was perceived as the differentiator in the old employer model is now the facilitator and delivery mechanism for the new one E-people sets out to examine the online people strategies that make a difference in finding, securing, stimulating, and retaining the talent that organizations so desperately seek 86 E-PEOPLE Chambers, L., Foulon, M., Handfield-Jones, H., Hankin, S and Michaels, E (1998) ‘‘The War for Talent.’’ McKinsey Quarterly – A major study into the worsening shortage of people needed to run divisions, manage functions, and head companies Cothrel, J., Funk, K and Schaffer, C (2001) ‘‘Learning to Innovate.’’ Cap Gemini, Ernst & Young – Looks at the importance of network learning in business Deagon, B (2000) ‘‘Start up Exult Taps the Web to manage Human Resources.’’ Investor’s Business Daily, November 29 – Q&A with chief of Exult, James Madden, on Web-based HR outsourcing Fisher, L.M (2001) ‘‘From Vertical to Virtual: How Nortel’s Supplier Alliances Extend the Enterprise.’’ Strategy + Business, first quarter 2001 – To grow a new fiber optics business at Internet speed, the Canadian giant gave up manufacturing and turned its vendors into strategic partners Guyon, J (2000) ‘‘The World is Your Office.’’ Fortune, June 12 – Written as part of a special report on e-Europe, this is an investigation into the way that cell phones will change the way we work Hall, L (2001) ‘‘Protecting Your Vital Assets.’’ Globalhr July/August – Looks at the actions a global corporation can take to keep its employees from setting up in competition or defecting to rival companies Harvey, M (2001) ‘‘Taking it Outside.’’ Employer’s Law magazine, July-August – A review of the reasons behind the current growth in human resources outsourcing Examines the key issues HR directors should consider before embarking on an outsourcing strategy Horn, C (2001) ‘‘It’s What You Know That Counts.’’ Personnel Today, May 30 – Highlights HR’s failure to take the lead in knowledge management, and profiles four HR professionals who have taken control Judge, P.C (2000) ‘‘It’s Lonely on the Edge.’’ Fast Company, US, September – Report from a quarterly gathering of 60 executives responsible for moving their companies into the Internet economy, where they discuss challenges and frustrations Kent, S., McLuhan, R., Overell, S., O’Reilly, S and Thomas, A (1999) ‘‘The 10 Big Ideas.’’ Personnel Today, October 26 – A special report on the 10 of the latest management concepts Topics covered range from knowledge management to outsourcing and work/life balance REFERENCES AND RESOURCES 87 LaBarre, P (2001) ‘‘The Cutting Edge of Creativity.’’ Fast Company, March – Report from the Innovative Thinking Conference Lewis, J (2000) ‘‘Global offensive.’’ Personnel Today, October 24 – An examination of the key people issues of globalization and of how human resource chiefs should respond Lewis, J (2001) ‘‘Out Is Back In.’’ Personnel Today, April 18 – A guide to the new skills and competencies that human resource managers need to acquire as the function is outsourced Lewis, J (2001) ‘‘The Seven Essentials.’’ Personnel Today, February 29 – A guide to the new skills and qualities needed by the new breed of HR professional Rodgers, K (2001) ‘‘Hero or History.’’ Personnel Today, July 17 – Report from International Association for Human Resource Information Management conferences, where leading business gurus Tom Peters and John Sullivan discussed ‘‘heroic HR.’’ Rowe, H (2000) ‘‘The Way that Careers and Organizations Will Develop.’’ Personnel Today, July 25 – Driven by the need to slow down the high turnover of skilled staff, organizations will need to develop new career tracks which offer different types of reward and status, rather than simply hierarchical promotion Companies which wait until they are forced to this will lose out Rowe, H (2001) ‘‘HR Loses Direction on its Way Up.’’ Occupational Health magazine, January – Identifies the skills lacking in the HR profession preventing it from securing its place in the boardroom Smith, D (2001) ‘‘UK Where Next?’’ Business 2.0, March – Looks at the implications of the Internet in a shrinking world Tapscott, D (2001) ‘‘Rethinking Strategy in a Networked World (or Why Michael Porter is Wrong about the Internet).’’ Strategy + Business, Issue 24 – Tapscott contends that the Harvard strategy guru Michael Porter is wrong when he says partnerships erode competitive advantage Instead, he argues, they are central to business success Tetzli, R (1996) ‘‘Getting Your Company’s Internet Strategy Right in the Past Two Years, Corporate America Has Fallen for the Net.’’ Fortune, March 18 – A Q&A with Mary Cronin, a professor at Boston College’s Carroll School of Management, who writes, teaches, and consults on how companies can make the Internet and its technologies part of their strategy 88 E-PEOPLE Townley, G (2001) ‘‘Local Appeal.’’ Global hr, April – The type of pay and benefits expected in the developed world may hold no attraction for local employees in emerging markets Offers advice on how to attract the best local talent Vandevelde, H (2001) ‘‘Global Speculation.’’ Training, March – Contends that the more competitive you make your employees, the greater their incentive is to stick around for more ONLINE RESOURCES Chartered Institute of Personnel Directors CIPD (www.cipd.co.uk) – The official body representing human resources professionals in the UK Membership is required to access most of the material on the site E-reward (www.e-reward.co.uk) – Website dedicated to the reward and incentive sector with news, features, expert advice, forums, and links It also puts out a useful regular newsletter by e-mail Federation of European Employers (FedEE) (www.fedee.com) – European HR-related data resource with free access areas (a subscription is payable for full access) Extensive coverage of European employment scene Flexibility (www.flexibility.co.uk) – Print publication and Website dedicated to new flexible ways of working It gives access to reports, studies, and surveys on related topics HR Zone (www.hrzone.co.uk) – Lively US-based online HR resource, featuring articles, a good set of links, and the chance to sign up to a newsletter which comes out twice a month as well as when something exciting comes along IDC (www.idc.com) – Online presence of the leading reports and analysis organization Its press release section provides a good insight into the range of reports available Incomes Data Services (www.incomesdata.co.uk) – Some useful free information, although payment is required for full versions of all the reports The Statistics Zone contains useful facts and figures Industrial Society (www.indsoc.co.uk) – UK-based, non-profit-making campaigning body which aims to improve working life It is involved in a long-term project called iSociety that aims to assess and report back on the state of information and communications technology in society REFERENCES AND RESOURCES 89 Industry Standard (www.thestandard.com) – US magazine and Website carrying general e-business news but which also gives good coverage to workplace issues in the new economy The Website has a special careers and jobs section at www.thestandard.com/careers International Association for Human Resource Management (IHRIM) (www.ihrim.org) – Good resource for information on systems, current issues, and trends – the association’s aim is to help members achieve strategic objectives through the integration of technology and HR management Online HR (www.onlinehr.co.uk) – Useful resource which takes a practical, everyday approach rather than a theoretical one It has HR documentation that can be downloaded for a small charge, and a reference checker Personnel Today (www.personneltoday.com) – Leading UK weekly human resources magazine, which carries regular e-business news and issues affecting online people strategies Society for Human Resource Management (www.shrm.org) – Global HRM body which carries news, features, online polls, vacancies, and links The Register (www.theregister.co.uk) – ‘‘Biting the Hand that Feeds IT’’ is the motto of this incisive e-zine covering the world of IT Good for keeping abreast of new technology and is free to access Training Pages (www.trainingpages.co.uk) – Database of over 10,000 courses Workplace Forum (www.workplaceforum.com) – Learning and research network which aims to disseminate advice on best practices in the workplace It holds online discussions and seminars, and commissions papers and reports ONLINE ARTICLES Eckhert, G (2001) ‘‘The New HR Paradigm: Part – Some Causes.’’ Available from http://startribune.hr.com/hrcom/index.cfm – How information technology and growth of the Internet are affecting organizations and employees and driving a new HR paradigm European Business Forum (www.europeanbusinessforum.com) – ‘‘How Can Companies Weave a Web of Talent?’’ – An analysis of 90 E-PEOPLE the talent debate, three years on from McKinsey & Co’s ‘‘War for Talent’’ study Kearney, V (2000) ‘‘The ‘Net’ Effect on Human Resources.’’ European Business Forum – Contends that the future is about how companies can use Web technology to help boost their ‘‘employee’’ brand See www.iag.ucl.ac.be/international/europeanbusinessforum.htm and www.iag.ucl.ac.be/international/europeanbusinessforum.htm ‘‘Six forces’’ PriceWaterhouseCoopers.com (www.pwcglobal.com) See www.pwcglobal.com/lu/eng/ins-sol/spec-int/6forces.html – Exploration of six phenomena affecting business: industry convergence; e-business; knowledge economy; corporate reputation; competition for best people; the new Europe 09.03.10 Ten Steps to Making it Work » HR departments must broaden their organizational associations – they must make a friend of IT and line managers, and must learn the language of business in order to secure support from the higher echelons for their online people strategies » Old ways of doing things not necessarily map onto new technologies Think laterally to come up with ways of maximizing the benefits of a new medium » E-mail and corporate employee portals are the most powerful communications tool organizations have ever had, so make the most of them » Allow for people and processes change, and for technological change – it’s not always easy to predict either, but provision in the budget for both makes good sense 92 E-PEOPLE BECOME AN HR CHANGE AGENT Once an e-HR system is implemented, not only will it fundamentally alter a company’s work patterns and functions, but the self-service facilities offered by such a system will also transform the dynamics of the working relationship between human resources and employees, as well as its traditional role of communicator and link in the corporate chain between senior executives and the shop floor In addition to steering and communicating these internal shifts, HR, in its new businessfocused role, will be expected to deliver an enhanced service to its customers – the workforce To this effectively, senior HR professionals will have to become change agents, able to spot strategic opportunities, be capable of aligning their decisions with the achievement of business goals and demonstrate a direct correlation between any action taken and its impact on the bottom line As the function moves away from its transactional heritage, HR needs to develop its organizational consultancy, as well as new advisory skills, to ensure that employees can derive maximum benefit from the self-service systems They will also need to be intuitive, adaptable diagnosticians who are receptive to new ideas and able to pass on knowledge swiftly TREAT YOUR SERVICE LIKE A CONSUMER GOOD In keeping with the concept of B2E, a new online service requires selling to the workforce so that it has perceived value from the outset Ideally, it should be branded and marketed as if it were a FMCG (Fast Moving Consumer Good) that would normally be paid for By launching it officially (get the champagne out!) it will immediately gain a profile within the company and will be far more likely to be used When ICL launched its Caf´e VIK intranet system, it distributed a range of promotional products including mouse mats and coasters sporting the Caf´e VIK logo It also hosted briefing sessions and provided online demonstrations Nokia similarly branded its intranet from the start, calling it the Jazz Caf´e, while Unisys’ set of self-service tools includes the online Career Fitness Center which deploys a fitness theme like Personal Trainer (an employee’s career portfolio), Job Gym (career TEN STEPS TO MAKING IT WORK 93 trends, job profiles and networking opportunities) and Skills Shaper (skills development) It is essential that management provide the momentum, motivation, and impetus for employees to use these new self-service systems or e-learning programmes Research commissioned by training provider Video Arts reveals that, among those who had experimented with e-learning, the biggest hurdle to using it again was motivating people to go online and use the system If the brand is sufficiently strong and the service has a high perceived value, it will prove harder to ignore IT AND HR MUST GET INTO BED TOGETHER HR and IT are not natural bedfellows, but then IT never makes a habit of sharing with anyone It is critical that HR takes a lead and forms a lasting alliance with IT if it is to ensure the HR/IT infrastructure is robust enough to cope with future demands as well as overcoming any technological hangovers associated with legacy systems from previous decades (see Chapters and 4) There has been a tendency for HR to abdicate responsibility for anything IT-related, but this is no longer an option HR needs to ensure that its technological path runs parallel with that of the company’s, and that any suppliers are also on the same path The Concours Group’s report, ‘‘HR Imperatives for the Internet Age,’’ also spells out the importance of systems having unbreakable security ‘‘We have not yet seen a multi-million dollar lawsuit based on lapses in security for sensitive or private information stored electronically in HR systems, but it’s perhaps only a matter of time before we do,’’ states the report It continues: ‘‘Working in concert with IT, [HR and its] vendors must make sure HR systems stay absolutely bullet-proof ‘Essentially secure’ is another way of saying ‘vulnerable.’ Test not only your systems (e.g., against hacking) but also your information security policies and procedures Include security procedures and privacy guidelines in all new systems training.’’ SHORT-TERM AIMS ARE AS IMPORTANT AS LONG-TERM ONES Having a long-term vision for an online people strategy is vital, but make sure there are short-term gains too It will be easier to secure buy-in 94 E-PEOPLE both at board level and from the workforce if they see results early on, especially since the timeframe for the full-scale implementation of an e-HR system can be up to five years and more This doesn’t necessarily mean a swift return on investment in the first six months or a year, but instead visible workforce and business benefits In Business Intelligence’s ‘‘e-HR, Transforming the Function’’ report, Melvin Brandman, Watson Wyatt’s head of e-HR says that the overall e-HR vision should be to ‘‘think big, start small and scale-up It makes perfect sense to pick the low-hanging fruit first which will encourage stronger buy-in from others when they see early results In these circumstances, HR will be able to also provoke beneficial change.’’ Remember, too, that starting at a manageable level also permits feedback at a manageable level and lets your system learn as it grows Technology shouldn’t be brought in as an attempt at a quick fix; neither should problematic areas, with no apparent solution, be neglected Several of the applications discussed in this book work as stand-alone products or services; the only consideration is to ensure the technology implemented is scaleable and robust enough to deal with the next phase of development (this is where a good relationship with IT comes in handy) ENGAGE BRAND CHAMPIONS THROUGHOUT THE RANKS Buy-in at all levels is required, so enlist the support of one or more influential personnel at different levels within the company who will champion the new system A peer group endorsement is the best recommendation available: if an employee is raving about the fact that she can upgrade her skill level in a particular area via some just-in-time e-learning at her terminal over lunch-time, it is likely to be noted by fellow colleagues Line managers have a reputation for resisting some aspects of e-HR, especially if they think a new system is adding to their workload A champion at line manager level will help weaken any such resistance Making sure they understand the system and what it can for them is vital Of course, it is useful to have friends in high places and convincing the finance director of the business value of self-service will make it TEN STEPS TO MAKING IT WORK 95 easier to sway the rest of the board So get that ‘‘talk the language of business’’ phrase book out and start reading THE ONLY CONSTANT IS THAT THINGS WILL CHANGE Raw computing power doubles every 18 months and this places pressure on vendors to develop and bring new hardware and software ever more quickly to the marketplace in order to remain competitive Having committed to a major investment (and bearing in mind implementation time) it is unlikely that a corporate could keep pace with every new release which comes to market But it will help considerably if change has been budgeted for and if the system is sufficiently scaleable and flexible to cope (as discussed in Step 3) Obvious and quantifiable things to allow for are upgrades, maintenance, support, and training It’s also wise to keep some of the kitty aside for innovation USE TECHNOLOGY TO MAXIMIZE CORPORATE COMMUNICATIONS In some companies the phrase ‘‘Nobody tells us anything’’ is repeated so often that it has become the corporate mantra Employees read about departmental changes and other planned developments in the trade press, and the first they learn of the impending closure of their factory is when television crews pitch up outside the gates Yet such occurrences can be banished forever if corporate intranets or employee portals – the most powerful corporate communication tool business has ever had at its disposal – are used to the full So use them! Employees have a tremendous desire for information about what is going on at their company both at corporate and shop floor level: from the latest share price for their company SAYE (Save As You Earn) share option scheme to who’s just been promoted to charge hand It’s even been known at one publishing company for grammatical discussions on the use of ‘‘interested’’ and ‘‘disinterested’’ to make for compelling content on the corporate intranet message boards IBM’s corporate intranet is the vehicle for corporate communication, says Martin James, manager of the European HR service center at IBM 96 E-PEOPLE EMEA Anything of company-wide interest is posted on it, ranging from new business contracts to staff survey feedback and its quarterly results Getty Images uses its gettylife.com portal as an employees’ window on their corporate world (as well as an external one for prospective recruits to look in) Wipro Technologies’ Channel W portal not only contains serious knowledge-based content, but also offers a facility for employees to organize their social lives as well as buy and sell goods (see Chapter 7) ALIGN HR WITH BUSINESS HR must learn to speak the language of business This will shift the department – and the company’s perception of it – from a cost center to a value-added service HR should be able to demonstrate how any online people management strategy will impact on the bottom line The time when HR initiatives went unmeasured is past Any such initiative should also be aligned with an organization’s goals For instance, if a company embarks on a change management program, HR has to have a central role, facilitating and supporting it In addition, HR should be able to deliver a cost assessment of people and resources in any department within the organization Demonstrating that HR is attuned to the business will change any negative perception and in turn will ensure its involvement and integration with company-wide business and initiatives In short, the difference between traditional ‘‘managed’’ HR and strategic HR is the ability to transform people-related data into accessible information that can be used by any department in the company to make an assessment or a decision TAKE CHARGE OF COMPANY KNOWLEDGE IT hijacked knowledge management from HR, largely because of the latter’s lack of interest in technology and systems Yet in a world where the working population is increasingly fluid, the job of managing the sharing and retention of knowledge in an organization must return to those in charge of people strategies TEN STEPS TO MAKING IT WORK 97 Knowledge management is the process by which an organization gathers, co-ordinates, evaluates, and shares its collective corporate knowledge, but it cannot be achieved simply by getting the IT department to install a high specification intranet; HR needs to lead the way by developing a culture and system that can support the knowledge development and management process Linda Holbeche, director of research at Roffey Park Management Institute, says: ‘‘It is an ideal opportunity for HR to make a strategic difference to a company if it gets the human dynamics right, such as a culture of trust, in order to make it work.’’ She adds: ‘‘HR is notoriously absent from the scene because it often doesn’t understand the information needs of people doing the job.’’ There are several ways for HR to get more involved, notably, by confronting issues that prevent sharing of knowledge This could include getting people to work across teams and training them in generating ideas Rewards and incentives may also need to be introduced to encourage employees to share knowledge 10 REINVENT YOURSELF AND YOUR PROCESSES If it works for Madonna, the Queen of Pop, then it should work for HR One reason why technological innovation fails first time round is that people try to map old working practices or ways of doing things onto them Early e-learning programs failed because developers used old pedagogical theories and tried to map them onto a new medium instead of looking at how such a new teaching tool should be used Indeed, predicting how others will use new technologies is as important as knowing how you’re going to use them yourself When e-mail addresses first appeared at the bottom of recruitment advertisements, as well as postal addresses and telephone numbers, it opened the floodgates for a raft of indiscriminate ‘‘I can that’’ job-seekers One company contemplated never publishing its e-mail address in recruitment advertisements ever again after the same applicant applied for every single vacancy in the space of one week There will always be a degree of trial and error when new technologies come along, but it’s important to reinvent, refigure and re-evaluate any traditional approach 98 E-PEOPLE KEY LEARNING POINTS » HR must become change agents, able to spot strategic opportunities as they arise, and, linked to this, it must also align closely with the company’s core business » HR must befriend IT to ensure that the IT infrastructure is right for the company » Don’t try to map old ways of working and processes onto the new system – reinvent the old ways to maximize the benefits of the new medium » Have a long-term vision but make sure there are plenty of shortand medium-term goals and gains built in » Take charge of company knowledge and win back knowledge management systems from IT – in an increasingly knowledgebased economy, this is vital » Budget for change and innovation – you can bank on both » Exploit technology as a corporate communications tool The corporate intranet is the most powerful internal communications tool there has ever been – so use it Frequently Asked Questions (FAQs) Q1: What are e-HR and self-service HR? A: See Chapter Q2: Do online people strategies require all-new technology? A: See Chapters and Q3: What is outsourcing and who’s doing it? A: See Chapters and Q4: What is an employee portal, and how can its use be maximized? A: See Chapters 2, 6, and Q5: What kind of organizational change will online HR bring, and what is the profile of the HR professional of tomorrow? A: See Chapter 100 E-PEOPLE Q6: Do flexible benefits systems really make a difference? A: See Chapter Q7: How can online recruitment be made to be more effective? A: See Chapters and Q8: How can technology help to build and motivate a global workforce? A: See Chapter Q9: What is network learning? A: See Chapter Q10: Why we need standards like those being developed by the HR-XML consortium? A: See Chapters and [...]... awkward exit interviews could be handled via video conferencing – but, then again, nobody would ever leave because every time they were offered another job, the online flexible benefits system would remind them that they were much better off where they were! 8 E- PEOPLE Recruitment Training and development Core HR Policies and procedures Performance management The enablers: Corporate job boards External... benefits, while the second is more concerned with developing the workforce and building competitive advantage A gray area exists between the two because it’s the automation of the first that facilitates the second » The range of online people strategies is diverse, from a single external Website, which helps to manage the workforce in some way, to an integrated e- HR system » Self-service and employee... but he prefers to use the term B 2E (business to employee), which at least goes some way to reflecting the changing relationship between employer and employee ‘‘It expands e- HR to cover everything from self-service tools to concierge services – basically everything you need to do your job better,’’ he explains, and even identifies the provision for employees to shop on the Internet as part of a fleet... proxy server, her request to access a Web page first goes to the proxy server instead of directly to the site The proxy server makes the request and delivers the page to the user Remote access server – Allows users to remotely access information on a company network or intranet An employee can connect from anywhere in the world as long as they receive security validation Server – A powerful computer which... resources together in one place, accessible by the entire workforce; e- learning programs promised to cure all training ills; and application service providers (ASPs) reckoned they could give you the biggest, best online flexible benefits system and more besides And so it went on In addition, service companies everywhere saw how they could extend their market reach by offering a Web-based service, and... the report No-one could deny that the road to online HR can be a rocky one and full-scale implementation of integrated Web-enabled HR systems can take up to five years before everything is properly bedded in However, this has to happen if HR is to reinvent itself and, based on recent figures and reports, there is plenty of evidence to suggest that the wholesale move of the department from being an expensive,... The E- People Matrix » In simple terms, online people strategies are a mixture of Internet- and intranet-enabled functions that can help to recruit and retain, train, manage, motivate, and improve the performance of the workforce » Self-service is one of the most significant developments to hit people management; it empowers the workforce, cuts costs, and frees up time for the HR manager to be strategic... for where we are today but, more importantly, it goes some way to explaining some of the inherent problems of implementing online people strategies, namely those of legacy computer systems, and, to a degree, legacy mindsets Early payroll systems were expected to handle more and more data, such as employee records and benefits information, and eventually payroll processing began to be separated off... the short-range wireless technology that, among other things, will let devices communicate with each other without any cable While people managers can’t be expected to be as interested in technological developments as IT managers, a watchful eye on the gadget scene should ensure a finger is kept somewhere near the pulse At the very least, have regular discussions with your new best friends in IT about... the Web readiness of the current HR IT infrastructure » As well as the big HR systems, don’t forget there is an increasing range of personal technologies that are useful facilitators and enablers of an overall online people strategy » Learn the language of IT – and we’ve put together a glossary to help you (see Chapter 4) 22 E- PEOPLE In the past, there has been a tendency for HR to abdicate responsibility ... leave because every time they were offered another job, the online flexible benefits system would remind them that they were much better off where they were! E- PEOPLE Recruitment Training and development.. .E- People Sue Weekes and Scott Beagrie ■ Fast track route to mastering online people strategies ■ Covers the key areas of online people strategies, including how Web-based technology can streamline... the same Employees still need to believe in their product, feel that they belong, and be properly recognized and rewarded in return for their commitment Essential online strategies to help reinforce