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Tuesday 29 November 2011

Kallos Solution Enables Smooth Deployment Of Enterpirse Apps

George John Vettah, Managing Director, Kallos Solutions talks in detail about deploying applications in enterprise in time and cost effective ways.

Kallos Solutions has delivered enterprise software solutions that have transformed business processes for hundreds of customers since its inception in 2003.

Kallos Solutions is organized into two divisions - solutions division and our online products division

The solution division focuses on Cloud/ Web based IT transformation solutions to organizations that want to leverage Cloud innovatively

The online products division  has a range of Cloud ready products in the areas of  HR & Payroll, Employee Portal based HRMS, Core Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM).

Monday 28 November 2011

Developing HRM strategy


 



Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
What kinds of people do you need to manage and run your business to meet your strategic business objectives?
What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions key dimensions of an organization must be addressed. These are:
Culture : The beliefs, values, norms and management style of the organization
Organization: The structure, job roles and reporting lines of the organization
People : The skill levels, staff potential and management capability
Human resources systems: the people focused mechanisms which deliver the strategy - Employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
When the desired entrepreneurial behavior does not emerge managers frequently look confused at the apparent failure of the changes to deliver results. The fact is that seldom can you focus on only one area. What is required is a strategic perspective aimed at identifying the relationship between all four dimensions.
If you require an organization which really values quality and service you not only have to retrain staff, you must also review the organization, reward, and appraisal and communications systems.
The pay and reward system is a classic problem in this area. Frequently organizations have payment systems which are designed around the volume of output produced. If you then seek to develop a company which emphasizes the product's quality you must change the pay systems. Otherwise you have a contradiction between what the chief executive is saying about quality and what your payment system is encouraging staff to do.
There are seven steps to developing a human resource strategy and the active involvement of senior line managers should be sought throughout the approach.
Steps in developing HRM strategy
 
Step 1: Get the 'big picture'
Understand your business strategy.
Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
What are the implications of the driving forces for the people side of your business?
What is the fundamental people contribution to bottom line business performance?

Step 2: Develop a Mission Statement or Statement of Intent
That relates to the people side of the business.
Do not be put off by negative reactions to the words or references to idealistic statements - it is the actual process of thinking through the issues in a formal and explicit manner that is important.
What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization
Focus on the internal strengths and weaknesses of the people side of the business.
Consider the current skill and capability issues.
Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.
What impact will/ might they have on business performance?
Consider skill shortages?
The impact of new technology on staffing levels?
From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department - consider in detail the department's current areas of operation, the service levels and competences of your personnel staff.

Step 4: Conduct a detailed human resources analysis
Concentrate on the organization's COPS (culture, organization, people, HR systems)
Consider: Where you are now? Where do you want to be?
What gaps exists between the reality of where you are now and where you want to be?
Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues
Go back to the business strategy and examine it against your SWOT and COPS Analysis
Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy.
Prioritize the critical people issues.
What will happen if you fail to address them?
Remember you are trying to identify where you should be focusing your efforts and resources.

Step 6: Develop consequences and solutions
For each critical issue highlight the options for managerial action generate, elaborate and create - don't go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.
Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?
What are the implications for the business and the personnel function?
Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:
Employee training and development
Management development
Organization development
Performance Appraisal
Employee reward
Employee Selection & Recruitment
Manpower Planning
Communication
Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans
The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.
There is very little value or benefit in training people only to then frustrate them through a failure to provide ample career and development opportunities.
(Collected Articles from Internet)

Sunday 27 November 2011

Managers can reduce employees intention to quit


Intention to quit is largely influenced by job dissatisfaction, lack of commitment to the organization and feelings of stress, 


However, for managers who are concerned about the impact intention to quit and possible turnover, these are the  factors over which they may have some control.


 In particular, job stressors (e.g. work overload, job ambiguity), which are the factors that trigger the chain of psychological states that lead to intention to quit, can be adjusted.


Supervisor support is a similarly influential mediator which can reduce the  impact of stressors on psychological states and intentions to quit. Monitoring workloads and supervisor-subordinate relationships by management may not only reduce stress, but increase job satisfaction and commitment to the
organization. 


Further, given their importance in quitting intentions, managers need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees. This in turn may reduce intention to quit, and
subsequent turnover, thereby saving organizations the considerable financial cost and effort involved in the recruitment, induction and training of replacement staff.

Friday 25 November 2011

Dog and the Donkey: Management Lesson

There was once a washer man who had a donkey and a dog. One night when the whole world was sleeping, a thief broke into the house, the washer man was fast asleep too but the donkey and the dog were awake. The dog decided not to bark since the master did not take good care of him and wanted to teach him a lesson.

The donkey got worried and said to the dog that if he doesn't bark, the donkey will have to do something himself. The dog did not change his mind and the donkey started braying loudly.

Hearing the donkey bray, the thief ran away, the master woke up and started beating the donkey for braying in the middle of the night for no reason.

Moral of the story “One must not engage in duties other than his own"


Now take a new look at the same story...

The washer man was a well educated man from a premier management institute. He had the fundas of looking at the bigger picture and thinking out of the box. He was convinced that there must be some reason for the donkey to bray in the night.. He walked outside a little and did some fact finding, applied a bottom up approach, figured out from the ground realities that there was a thief who broke in and the donkey only wanted to alert him about it. Looking at the donkey's extra initiative and going beyond the call of the duty, he rewarded him with lot of hay and other perks and became his favourite pet.

The dog's life didn't change much, except that now the donkey was more motivated in doing the dog's duties as well. In the annual appraisal the dog managed "ME" (Met Expectations) .

Soon the dog realized that the donkey is taking care of his duties and he can enjoy his life sleeping and lazing around.

The donkey was rated as “star performer". The donkey had to live up to his already high performance standards.

Soon he was over burdened with work and always under pressure and now is looking for a NEW JOB...

Kallos Solutions releases the next version of its Cloud ready,KServe™Employee Self Service HRMS4.1 | PRLog

Kallos Solutions releases the next version of its Cloud ready,KServe™Employee Self Service HRMS4.1 | PRLog

Thursday 24 November 2011

Self Appraisal


A little boy went into a store, reached for a soda carton and pulled it over to the telephone. He climbed onto the carton so that he could reach the buttons on the phone and proceeded to punch in seven digits. The store owner observed and listened to the conversation.

The boy asked, "Maam, Can you give me the job of cutting your lawn?" The woman replied, "I already have someone to cut my lawn."

"I will cut your lawn for half the price of the person who cuts your lawn now." replied the boy. The woman responded that she was very satisfied with the person who was presently cutting her lawn.

The little boy was even more perseverant and said, "I'll even sweep your curb and your sidewalk, so on Sunday you will have the prettiest lawn in all of Palm beach , Florida ." Again the woman answered in the negative.

With a smile on his face, the little boy replaced the receiver. The store owner, who was listening to this conversation, walked over to the boy and said, "Son... I like your attitude; I like that positive spirit and would like to offer you a job."

The little boy replied, "No thanks, I was just checking my performance on the job I already have. I am the one who is working for the lady I was talking to!"

Wednesday 23 November 2011

Resolve Conflict Positively








perfmanhr-conflict 

You're in conflict with someone, instead of focusing on where you disagree, focus on where you agree.

Inter personally competent people resolve conflict in a positive manner. No matter how inter personally competent you are, or how easy going you are, you will inevitably find yourself in conflict. People will not always agree with you, and you will not always agree with others.
My favorite method for dealing with conflict is counter intuitive. By definition, conflict is a state of disagreement. When I'm in conflict with someone however, instead of focusing on where we disagree, I focus on where we agree.
This is a great way to not only resolve conflict positively, but to strengthen relationships. And, as we all know, conflict often leads to a deterioration of relationships. So to me this approach is a no brainier. First, you get to resolve conflict positively. Second, you strengthen your relationships.
I look for any small point of agreement and then try to build on it. I find that it is easier to reach a larger agreement when I build from a point of small agreement, rather than attempting to tear down the other person's points with which I don't agree.
Most people don't do this. They get caught up in proving their point. They hold on to it more strongly when someone else attacks it. If you turn around the discussion and say, "Let's focus on where we agree, and see if we can build something from there," you are making the situation less personal. Now the two of you are working together to figure out a mutually agreeable solution to your disagreement. You're not tearing down one another arguments just to get your way. Try this. It works.
With President Obama's visit in progress in India, let me demonstrated the above in his first speech to a joint session of Congress. As he was winding up his talk, he said…
"I know that we haven't agreed on every issue thus far, and there are surely times in the future when we will part ways. But I also know that every American who is sitting here tonight loves this country and wants it to succeed. That must be the starting point for every debate we have in the coming months, and where we return after those debates are done. That is the foundation on which the American people expect us to build common ground."
"And if we do—if we come together and lift this nation from the depths of this crisis, if we put our people back to work and restart the engine of our prosperity, if we confront without fear the challenges of our time and summon that enduring spirit of an America that does not quit, then someday years from now our children can tell their children that this was the time when we performed, in the words that are carved into this very chamber, 'something worthy to be remembered.'
The American President was right on with this one. When you come together with the people with whom you are in conflict by identifying some small point on which you agree, you are putting yourself in the position to begin building a resolution to the conflict— one that is likely to be better than either side's opening position. And, by working together, you'll be strengthening your relationship.  This will facilitate even more effective conflict resolution down the road. Look for common ground. When you find it, build on it. You'll find that this is a great way to resolve conflict in a manner than enhances, not destroys, relationships.

By-Sonal Aurora is director and co- founder of Perfman HR.

Monday 21 November 2011

Self Service SaaS

KServe Employee Self Service On Demand

Employee Portals and self service applications were long considered as an exotic application meant only for very large companies. The sheer results in terms of employee satisfaction, improvement in productivity and morale are making mid-sized and smaller companies start implementing these systems.
Upto 500 employees   3750 per month
501 to 1000 employees 11000 per month
Setup fee Rs.25,000/- plus taxes   (One time) Contact for Quote
Per Employee Employee Self Service Charges Rs.15/- per employee per month plus taxes  
Minimum period 3 months
Service Taxes are applicable for the above prices


HR & Payroll Self Service [Subscribe] View / update Official profile Self Service

View past Payslips Self Service

View / update Skills Self Service

View / update Tax Reliefs Self Service
Self Service Leave, Time & Attendance[Subscribe] Leave - Employee Self Service

Leave Approval Workflow

Compensatory Off Approval Workflow

Online Time Check In/Out

Multiple Location Payroll

Payslip/ Tax Relief Self Service

20 additional reports on HR, Payroll, Leave, Attendance, Time Mgmt
Startup Employee Upload from Spreadsheet

Payroll Structure Upload from Spreadsheet

Leave Policy Update
Monthly Update/ Uploads Leave/ Attendance Upload

Payroll Salary Changes

One Time Payment Upload
Direct Updates Leave & Attendance

Induction

Transfers and Promotions

Separation
Monthly Processing Tax Processing

Payroll Processing

PF/ ESI Processing
Statutory Reports Leave and Attendance Standard Registers

Payslips

Income Tax Processing & Form 16

Provident Fund (Monthly Challan, Monthly Report, Form - 3A, Form 5, etc.,)

ESI (Monthly Challan, Monthly Summary, Form - 5, etc.,)

Basic Analysis Reports for HR and Payroll
Self Service Leave, Time & Attendance Leave - Employee Self Service

Integration API with Attendance System

Leave Approval Workflow

Online Time Check In/Out

Multiple Location Payroll

Payslip/ Tax Relief Self Service

20 additional reports on HR, Payroll, Leave, Attendance, Time Mgmt
Performance/ Appraisal Management [Subscribe] Define Appraisals (180 degree / 360 degree)

Assign Supervisors and Final Authority

Allocate Appraisal to employees

Employe self appraisal

Supervisor(s) Appraise the employee(s)

Final Authority Appriase the employee(s)

Appraisal Reports
HR Administration (Advanced ESS) [Subscribe] 360 degree Employee Portal

HR Policies Self Service

HR Forms / Form Approval Workflow

Define Survey Questions

Define ES Surveys

ES Survey Self Service

Bulletin Messages Self Service

Expense Claims Self Service

Complaints Self Service

Concierge Self Service

Reports
Modules in the Premium Version Resource Management Module

Recruitment Module

Loans and Advances

Training