Before the advent of desktop (“personal”) computers, many office workers utilized mainframe (“green screen”) terminals to perform their daily computing duties. There was nowhere to surf outside of a few stark business related menu choices. Interestingly though, some of the most common mainframe systems actually included one or more video games. Some were included with the system’s core programs, while others were written by adventurous in-house software support personnel.
These simple games used rudimentary two-color graphics (green and black), if at all. Many were 100% text based. But they were fun for bored or overworked workers who needed a brief distraction from the day to day drudgery of their jobs.
Then came Apple, IBM and others with their new personal desktop computers supporting full color screens (16 colors at first – billions later). Game programmers took full advantage of this new user interface (UI) and started to create more sophisticated and exciting games. Remember Solitaire, PacMan and Space Invaders?
At first these computers were used in businesses to connect to company mainframes via something called terminal services, essentially making the PC a “dumb terminal”.
Micromanaging, by definition, focuses on the smallest details of the manager’s direct reports’ daily activities. Nothing is too insignificant, too mundane, and even too irrelevant to bypass a micromanager’s wrath.
In some industries this may be a good thing — think heart surgeons or NASA engineers. Missing just one small detail can costs lives. 99% accuracy and completeness may be perfectly fine in one business but can spell disaster in another.
What about businesses where perfection is not mission critical? Is micromanaging necessary and even beneficial in a sales organization, for instance? Sales people have performance quotas and other responsibilities such as record keeping, cold calling, etc. Sales managers’ styles vary greatly from being entirely hands-off (the uber-trusting type) all the way to the hyper-controlling style.
Yes, there is a difference. Reports summarize current and past data. KPIs measure degrees of success based on the comparison of summarized data (actual) to forecast. Analytics are typically used to predict future performance.
In other words:
- Reports (metrics) = what happened
- KPI = why it happened
- Analytics = how can we improve
This is an important distinction for HR, because most HR managers and executives are not necessarily technical. You may be requesting the wrong service from your IT resources, wasting valuable time when timing is critical to HR.
The benefits of the cloud for HR technology are unassailable. It makes the adoption of robust, complex programs and systems affordable and scalable. Unlike legacy systems that run on your organization’s own servers, cloud-based solutions don’t require you to buy any hardware; all system maintenance, updates, and support are part of the package, and they’re usually paid for on a subscription or fee-for-use basis. Cloud-based solutions are also often designed with layers of features and complexity built in — behind the curtain, so to speak — so you can change your configuration and add more users with the flip of a switch.
Discover how Human Resources Help Desk analytics can transform your organization. On June 3rd LBi Software will host a webinar demonstrating the power of HR Help Desk Analytics and Big Data.
The benefits of implementing an HR Help Desk and Employee Self Service Knowledge Base solution are many, including fewer calls into HR, consistent adherence to corporate business policies, greater employee satisfaction, and more.
However, a robust, well-designed and mature solution can provide even greater value through powerful analytics.
We live and conduct business in an increasingly litigious society. We all know that. At the same time, businesses are increasingly in the crosshairs of various state and federal agencies responsible for enforcing everything from fair hiring practices to safety in the workplace.
An HR help desk is the antithesis of the old way of responding to government audits and legal action. Then, managers and administrators had to almost manually piece together disconnected sources and chains of communication related to a grievance – emails, phone messages, printed forms and other sources.
An automated HR help desk, by comparison, offers an audit trail for every case, including all of its related documents and communications. A quality system also has the level of security to ensure privacy and confidentiality in the HR environment.
Whether 2013 was your most successful year yet or one you would like to forget, it should be seen as a learning opportunity for 2014. As a small business owner and captain of your own ship, it’s natural to make mistakes, but with the right tools, you can easily avoid common pitfalls and blunders like sloppy record keeping and spending too much time on social media.
1. Filing Messy Last Minute Taxes
If your 2013 taxes are proving to be complicated and cumbersome because you left everything to the last minute, take a few steps to make tax time easier in 2014. Third party Payroll Services organize all of your payroll records throughout the year. Instead of slogging through a year’s worth of records and manually transferring numbers, just click a few times, and your payroll software will download the relevant numbers and forms to your tax software.
Combine a program like this with an organizational app like Shoeboxed, which allows you to easily file receipts and track expenses. This app ensures that you never miss a write-off, and it has the power to effectively lower your tax burden. With the right tools in place, filing taxes in April 2015 should be a breeze.
The benefits of implementing an HR Help Desk and Employee Self Service Knowledge Base solution are many, including fewer calls into HR, consistent adherence to corporate policies, greater employee satisfaction, and many more. However, a robust, well-designed and mature solution can provide even greater value through powerful analytics that use key performance indicators. Key performance indicators, or KPI’s, define factors HR needs to benchmark and monitor.
Traditional HR systems do not track patterns of employee morale issues, the impact of personnel disputes on overall performance, management style inconsistencies, and other, often subliminal, employee related problems that can negatively affect corporate productivity.
Today’s business systems create mountains of data. HR systems are no exception. Nor is the HR organization immune from leadership’s growing demand to mine that data and transform it into analytics that can help drive business decisions.
In his May 2011 review of a weeklong conference, Impact 2011: Building the Borderless Workplace, Josh Bersin wrote, “I’d be remiss if I didn’t mention the focus on HR measurement, metrics and analytics throughout the conference.”
In fact, developing and applying measurement strategies that “ensure efficiency, effectiveness and business alignment” is among the 10 best practices of “high-impact HR organizations,” according to research by Bersin & Associates (now Bersin by Deloitte). These HR organizations provide data that illustrates “clear connections between the efforts of both the HR function and individual people.”
It was no surprise to us that our webinar “Leveraging HR Technology to Meet Real-world Challenges” brought some great, real ideas to the table.
We brought in HR thought leader Robin Schooling to talk about these ideas because she’s been there. She’s had to bridge that disconnect between where an HR technology solution may end and where the real solution begins. With LBi Software President Richard Teed, we heard someone with decades of experience in the HR technology industry talk about the challenges of meeting the needs of HR pros. Lastly, the guidance and moderation of Laurie Ruettimann helped balance the two perspectives to give some powerful insights.
Let’s face it. HR technology today is so powerful, so robust, and so omnipresent – not to mention so dressed out with bells, whistles, and data-generating gewgaws – that it’s easy to forget what HR’s most important role is every day: solving people problems.
We recently published an e-book, Where the Rubber Meets the Road: Applying HR Technology to Solve Real-world Problems, because we’re concerned about what we see as a gap between the promises of HR technology and the everyday reality that HR leaders face at ground zero.
HR professional, author, and speaker Robin Schooling was among those who contributed to Where the Rubber Meets the Road, and we’re excited that she’s continuing the conversation with us. Robin will join LBi President Richard Teed on July 24 for a one-hour webinar, “Leveraging HR Technology to Meet Real-world Challenges.”
Myth: Data security is a highly technical and esoteric undertaking that is solely the responsibility of an enterprise organization’s IT department.
Fact: Data security is an increasingly significant concern and function of many stakeholders, including HR.
HR is both a huge generator and an enormous consumer of sensitive information about employees and the company.
The kinds of information HR generates and stores have expanded rapidly in the last decade or two. So have the storage capabilities and amount of data HR is responsible for creating and archiving. It wasn’t so long ago that most of the communication between HR and employees or leadership was spoken, handwritten, or typed onto paper. In addition, it was either never retained or was saved only until the schedule called for it to be shredded or tossed out to make more room in the filing cabinets and storage rooms for newer documents.
In Ernest Hemingway’s The Sun Also Rises, one fellow asks another: “How did you go bankrupt?” The man answers, “Gradually, and then suddenly.”
The same could be said of many of the most volatile, hot-potato situations you face as an HR leader. Even flare-ups that appear to come out of the blue — a breach of company policy that puts the organization’s brand at risk, a seemingly sudden lack of productivity in one sales department — are really just the straws that broke the camel’s back.