One of the most important benefits of an HR system is to provide managers with up-to-date and accurate information to help make better decisions and manage employees more efficiently.
When it comes to training, HR systems are being used to improve administration and provide useful training information, virtually automating the entire process.
However, technology cannot replace the objective evaluations managers need to make to come to some training decisions.
Employee training can be divided into two categories based on the decision-making process used to determine who should be trained.
In the first instance, training is either mandated (health and safety, CPR training), quasi-mandated (ISO/QSO certification that requires specific training and record-keeping) or self-imposed (training staff to use a new computer operating system).
In the second case, training decisions are based on a supervisor’s evaluation of the potential contribution of an employee that may be realized after training and development. This typically involves evaluating an employee’s “soft” characteristics, such as drive and personality, as well as a consideration of the gains that may accrue from formal training in the “hard” skills associated with the job.
Modern HR management systems products do a very good job assisting managers with the first class of training. As HR system training modules enable more efficient administration and provide a useful inventory of employee training experience, little decision-making is left for the manager.
But with the second type of training it is still up to the manager to evaluate potential rather than use pre-defined educational requirements to decide when training is in order. Often this means decisions are based on the decidedly un-technical “gut” feeling.
Improved administration
Many training modules can track training courses by criteria such as schedules, costs, descriptions and keywords. Modules also record results, the training provider (internal or external), and a next date for followup courses.
Often e-mails can be sent to registrants noting class bookings, the allocation of training rooms and materials required. Systems can also track degrees and certificates obtained or already held, and maintain an inventory of skills for every employee.
The inclusion of course training dates lets the training department or HR staff know how many people are registered for a particular program and allows supervisors to be notified about which employees won’t be available at a particular day and time.
Modern training modules also enable the HR department to keep track of various costs — for example, the cost of the course if it is provided by an outside service, who’s paying, and any expenses related to training materials, travel and accommodation.
Cost data can be used to develop training budgets, create reports for annual training expenses by function, location, type of program or for the entire organization. Expenses associated with outside training vendors can be reviewed for negotiating future program costs.
Good old-fashioned instinct
All of these data enable an organization to efficiently ensure employees are meeting training requirements. The objective is to track the progression of employees through pre-defined training programs and, as skills are acquired, move these employees into higher job classifications.
But one of the more important jobs of any manager is to identify high-potential employees, to send them to career development courses (both technical and managerial) and, in management meetings, propose names for advancement when the need arises. No HR technology tool can replace that.
Employees are carefully watched and given opportunities through organizational moves to display their abilities. Courses taken, whether at the plant-floor or front-office level, can be tracked in the HR system.
Some systems even provide a flag that identifies “up and comers” and an area for managerial comments that are often included in the performance review area of the HR management system. It is here where the “soft-skill” attributes of an employee are catalogued for future reference. In most cases where there is an “up-and-comer” flag, it is under tight security and should not display on any screen except when accessed by specific managers.
However, at the moment the consensus opinion among HR managers and consultants is that the information related to advancement is used for notational rather than decision-making purposes. The information serves as a reminder and is used when managers meet to discuss advancement opportunities and prospects. However, actual advancement decisions are much more based on the experience and the gut feeling of those involved in the selection process.
HR Systems do an excellent job of tracking and reporting information, events, costs, schedules, grades. When properly used, they play a significant role in assisting the training area of any organization and in ensuring that the competency level of all employees continues to improve in a controlled manner, thereby satisfying changes in growth, products and markets.
However, HR Systems do not have heuristic capabilities that can replace the gut feeling of an experienced manager in identifying individuals who should be groomed for future advancement. Given the state of “intelligent” computer systems, this people involvement will continue for a long time to come.
Gerson Safran provides marketing and sales support for the INFO:HR HRMS. He can be reached at (519) 672-5984 or [email protected].
When it comes to training, HR systems are being used to improve administration and provide useful training information, virtually automating the entire process.
However, technology cannot replace the objective evaluations managers need to make to come to some training decisions.
Employee training can be divided into two categories based on the decision-making process used to determine who should be trained.
In the first instance, training is either mandated (health and safety, CPR training), quasi-mandated (ISO/QSO certification that requires specific training and record-keeping) or self-imposed (training staff to use a new computer operating system).
In the second case, training decisions are based on a supervisor’s evaluation of the potential contribution of an employee that may be realized after training and development. This typically involves evaluating an employee’s “soft” characteristics, such as drive and personality, as well as a consideration of the gains that may accrue from formal training in the “hard” skills associated with the job.
Modern HR management systems products do a very good job assisting managers with the first class of training. As HR system training modules enable more efficient administration and provide a useful inventory of employee training experience, little decision-making is left for the manager.
But with the second type of training it is still up to the manager to evaluate potential rather than use pre-defined educational requirements to decide when training is in order. Often this means decisions are based on the decidedly un-technical “gut” feeling.
Improved administration
Many training modules can track training courses by criteria such as schedules, costs, descriptions and keywords. Modules also record results, the training provider (internal or external), and a next date for followup courses.
Often e-mails can be sent to registrants noting class bookings, the allocation of training rooms and materials required. Systems can also track degrees and certificates obtained or already held, and maintain an inventory of skills for every employee.
The inclusion of course training dates lets the training department or HR staff know how many people are registered for a particular program and allows supervisors to be notified about which employees won’t be available at a particular day and time.
Modern training modules also enable the HR department to keep track of various costs — for example, the cost of the course if it is provided by an outside service, who’s paying, and any expenses related to training materials, travel and accommodation.
Cost data can be used to develop training budgets, create reports for annual training expenses by function, location, type of program or for the entire organization. Expenses associated with outside training vendors can be reviewed for negotiating future program costs.
Good old-fashioned instinct
All of these data enable an organization to efficiently ensure employees are meeting training requirements. The objective is to track the progression of employees through pre-defined training programs and, as skills are acquired, move these employees into higher job classifications.
But one of the more important jobs of any manager is to identify high-potential employees, to send them to career development courses (both technical and managerial) and, in management meetings, propose names for advancement when the need arises. No HR technology tool can replace that.
Employees are carefully watched and given opportunities through organizational moves to display their abilities. Courses taken, whether at the plant-floor or front-office level, can be tracked in the HR system.
Some systems even provide a flag that identifies “up and comers” and an area for managerial comments that are often included in the performance review area of the HR management system. It is here where the “soft-skill” attributes of an employee are catalogued for future reference. In most cases where there is an “up-and-comer” flag, it is under tight security and should not display on any screen except when accessed by specific managers.
However, at the moment the consensus opinion among HR managers and consultants is that the information related to advancement is used for notational rather than decision-making purposes. The information serves as a reminder and is used when managers meet to discuss advancement opportunities and prospects. However, actual advancement decisions are much more based on the experience and the gut feeling of those involved in the selection process.
HR Systems do an excellent job of tracking and reporting information, events, costs, schedules, grades. When properly used, they play a significant role in assisting the training area of any organization and in ensuring that the competency level of all employees continues to improve in a controlled manner, thereby satisfying changes in growth, products and markets.
However, HR Systems do not have heuristic capabilities that can replace the gut feeling of an experienced manager in identifying individuals who should be groomed for future advancement. Given the state of “intelligent” computer systems, this people involvement will continue for a long time to come.
Gerson Safran provides marketing and sales support for the INFO:HR HRMS. He can be reached at (519) 672-5984 or [email protected].
