Home » By using self-service channels to offer key HR operations, HR support costs can be decreased.

By using self-service channels to offer key HR operations, HR support costs can be decreased.

by janeausten

Any HR professional will tell you that responding to common employee requests takes up a lot of their time. The bandwidth of an HR staff could be used for higher-value HR supports tasks like reporting and analysis, strategic planning, education and outreach, or employee lifecycle management instead of responding to routine requests like providing copies of official forms, responding to non-HR questions by directing them to the appropriate resource outside of HR, or producing up-to-date employee contact information.

E2.0 is not the first time that HR Supports have attempted to move some of this routine work to self-service delivery; they have been doing so for years.with dependable E1.0 tools like SharePoint sites, portals, and intranets. However, the latest generation of E2.0 community, expertise, and collaboration management technologies offers HR support new, more efficient ways to develop successful self-service capabilities.

Use of collaboration technologies to lower hiring/onboarding costs

Any HR representative or support hiring manager will tell you that hiring and onboarding staff takes money and time. From beginning to end, the process is frequently a mess due to the manual procedures used at every stage, the lack of technology outside of the unholy trinity of shared drives, email, and hard drives, and the mountains of paper forms that are passed back and forth between HR and candidates and new hires. Additionally, firms frequently only use tools to manage specific parts of the hiring/onboarding process (such as processing applications or imparting required training), which restricts the impact of those tools on the entire process.

Again, while this is not an E2.0 issue, E2.0 collaboration and community tools offer fresh approaches to fixing it.

By giving new hires a more thorough onboarding and mentoring experience, you can cut down on the expenditures related to the present levels of turnover.

Any HR professional will tell you that responding to employee turnover is the only activity that is more time- and money-consuming than acquiring and onboarding new hires, even though most firms do not routinely track the overall cost of turnover to the organisation.

However, HR professionals and support managers in high-turnover areas are aware of the severity of the issue.

The breakeven period for any individual position, or the length of time that person must work for a company to make up for the cost of hiring and onboarding them, is even more crucial than the overall cost of hiring/onboarding (and, consequently, of replacing a given employee when they depart).

An successful mentoring programme, which is nothing new—well-run organisations have such in place for a long time now—is one essential success element in employee retention over the breakeven point. This is similar to problems #1 and #2 in that it is not solely an E2.0 concern. However, they have largely relied on face-to-face, one-on-one mentoring methods, which, while having advantages, also have certain drawbacks: What if the designated mentor is too busy to devote the necessary time? What if the mentor and mentee don’t have compatible personalities? What if the mentor isn’t doing a good job, for whatever reason?

The single point of failure of the conventional mentoring approach can be eliminated by expanding the reach of a mentoring programme to include a community of mentors using E2.0 community and collaboration technologies.

By controlling crucial employee lifecycle procedures in an enterprise collaboration platform, you may reduce legal and compliance risk.

Although multi-million dollar litigation receive most of an organization’s attention, addressing lesser matters, such as ankle-biter and/or single litigant issues, can take up just as much time and money. And in most businesses, a sizable part of these are HR-related: wrongful termination, discriminatory hiring practises (which may also be the subject of class actions and high-stakes litigation), etc.

As we saw with HR organisations have been dealing with litigation and compliance risk for a very long time. I don’t like to keep saying this, however. However, the application of E2.0 technologies to the kind of business issues I’ve described in the first three sections enables HR departments to the chance to maintain data and content related to crucial stages of the employee lifecycle in a single system (or at least coordinated systems). The discovery process for a typical wrongful termination lawsuit will be much easier if an organisation uses a single collaboration platform to enable the hiring process, performance review process, and SOP authoring process rather than managing these three processes across shared drives, email, hard drives, and paper.

The last words

Other, fuzzier benefits of SM-enabled HR exist, such as employee satisfaction and the general standard of the workplace, but I made an effort to focus on the more tangible, quantifiable benefits in this essay. I also restricted myself to benefits that would fall within broad categories.

Related Posts

MarketFobs is an online webpage that provides business news, tech, telecom, digital marketing, auto news, and website reviews around World.

Contact us: marketfobs.com@gmail.com

@2023 – MarketFobs. All Right Reserved.