Evolution & Impact on HRs with HRMS Software

 

Evolution & Impact on HRs with

HRMS Software

Evolution of HR Tools with HRMS Software

Today, recruiting the best candidates is essential for the success of any company, and in this sense many interesting tools have been developed to help find and recruit the best talent. But choosing the most appropriate to meet the specific needs of an organization can become a difficult job for recruiters.

Previously, HR department managers were reluctant to use social media, and companies had policies limiting access to sites like Facebook and Twitter at work. However, the popularity of these social platforms and the opportunities they offer to help and save time in the selection and hiring process have made the technology become strategic in the field of human resources.

Networks like LinkedIn offer real-time information on potential candidates, with references and the possibility to review their experience.

According to a study by Jobvite, 73% of recruiters have hired candidates through social media, of which 79% came from LinkedIn. This same study reveals that 93% of recruiters say they review the social profile of candidates before deciding to hire.

Social media plays an important role in how HR managers are adapting their recruitment methods. One of the reasons these departments are implementing social platforms is that they provide concrete, quality results in less time and with less expense than is necessary to hire expensive headhunting agencies and external consultants.

Other benefits that demonstrate why your HR department should use social media during the hiring process are:

·         Social media disseminates company information and makes more people aware of your job opportunities, so recruiters can reach candidates they would not have found using traditional methods. Posting a job advertisement on Linkedin achieves a higher response rate from potential candidates.

·         The ability to search a large pool of tech talent using social screening tools allows recruiters to locate candidates with rare or hard-to-find skills, especially since these individuals may be part of the passive candidate pool.

·         One of the key benefits of recruiting through social media is its ability to reach passive or potential candidates who are not necessarily looking for a new job. Most of the more traditional recruitment channels have not been successful in detecting the missing talent that employers are looking for.

·         Selection via social media allows candidates to respond immediately through different platforms, allowing employers to fill vacant positions more quickly. This reduces the time required to recruit, and at the same time establishes a relationship with potential candidates through the connection that is established on social networks

Social media doesn't completely cover the selection process, but it has allowed HR managers to save time and gain a better understanding of their candidates before starting the hiring process.

Traditional recruitment methods still remain fundamental, since for some companies it is vitally important to know the candidate and previously monitor their ability to work in a team, leadership and communication skills, and these qualities are difficult to detect without knowing them personally. But before reaching this stage, employers can use recruitment tools to carry out pre-checks and confirm a candidate's qualification for a position. Companies are using social media in an increasingly sophisticated way to hire new employees, and recruiters shouldn't be afraid to use these tools.

The Impact of Social Networks in HR Management

The relationship between social media and HR, as many predicted, is quite close. Beyond the fact that 70% of the heads of the human resources department use the already known online recruitment, the new compensation trends, knowledge management, online training through group courses and many other novelties they generate a complex and interesting scenario, full of opportunities.

 

In February of this year, a study carried out by Infoempleo and Adecco on 300 HR managers was published. This addressed the relationship of recruitment carried out by human resources teams and social networks. According to this analysis, HR professionals make use of networks as a fundamental support to attract new candidates and learn a little more about their professional profiles.

 

The use of social networks for recruitment has been growing in recent years, which suggests that at this time, it is important that those who want to find work have a high activity in social networks as a means of being found. Although many professionals consider that this new form of recruitment is not capable of replacing other more conventional forms of recruitment, it is undeniable that its relevance is high.

 

On the workers' side, in 2014 76% of them have sought employment on the networks, making them an excellent meeting point between HR and potential company employees. Job web portals are the best valued way for people to recruit and find work; secondly, the fact of having personal contacts that can facilitate the meeting is positively valued and in third position, there are social networks, something that just a few years ago was unimaginable. 

 

As expected, the most important network in this regard is Linkedin, a business-oriented website launched in 2003 as the first professional network. Linkedin, founded by a group of experts, managed to have a total of 25 million registrations in 2008 and in 2013 the number multiplied to 200 million users in more than 200 countries. Its constant work of improvement has managed to respond to the needs of its customers, making it the most important network today. Other social networks similar to Linkedin are Viadeo.com, of French origin, Xing.com, of German origin, Doostang.com, founded at Stanford University and Yammer.com, quite similar to twitter, although not recommended for recruitment.

 

This type of network gives rise to the concept of “employer branding” which refers to the image that employee’s project on the networks. This way of making themselves known through digital media is increasingly being cared for by people, who, concerned about giving the right image, adapt the information in their profiles to their work needs. Employer branding could be summarized in the idea that now we are what is said about us, so that each person must build an image as if it were a brand on the internet, but this also applies to companies.

 

Social networks have empowered people to choose the companies they want to work for, so they must take care of their image as well to be attractive to current and future workers. It is a mistake to think that a company does not need to have a presence in networks since this idea can take away from the possibility of building loyal and talented teams. Companies must ask themselves if they have a good reputation, if they know what is being said about them, if candidates, workers, former workers and other stakeholders are offering positive information about them on the networks or not. In short, take care of creating an employer branding strategy with formulas to attract and retain talent.

 

Social networks are not only useful to streamline and make recruitment more effective, but also improve the transfer and consolidation of knowledge. In this sense, networks allow communications to develop between various points. Social networks can work and in fact work as platforms where it is possible to disseminate relevant information for the work of companies and their employees, thus providing knowledge that is key to improving performance and consequently, to increasing business excellence .

 

It is because of its great communicative potential that one of the main trends in HR for this year will be precisely the development of corporate social networks. These, which according to a study by Gartner, can increase productivity by up to 25% and are already present in 20% of companies, enhance interaction between teams, increase their involvement and create a collaborative environment that makes It is possible for knowledge to flow, be shared and thus take advantage of a very powerful kind of collective intelligence. The implementation of these networks in digital environments represents a paradigm shift for many companies since it implies a change towards a way of seeing the operation of the company in a more horizontal and flexible way.

 

The use of corporate social networks could grow at a rate of 61% per year until 2016, according to a Forrester report; this is so since, in addition to the benefits already mentioned, it represents significant savings in travel expenses for the management of companies by bringing work teams virtually, in communication costs, in avoiding duplication of tasks, etc. HR 2.0 is based on the use of these types of social platforms that increase productivity, reduce unnecessary spending and promote knowledge, collaboration and talent detection.

 

Knowledge management therefore seeks to store and share in a collaborative way knowledge related to work processes, product or service characteristics, key information on customers and competitors, and a long etcetera. One of its main characteristics is aligned with the most important reason for being of the Internet, that is, openness to knowledge.

 

Collaborative social networks as support of the concept of knowledge management allow staff learning and suppose a better organization of daily tasks. They are a support to the need of companies to be more productive through proper management and sharing new knowledge.

 

In another area where social networks have also managed to influence human resources is in the development of labor relations. Current environments are hyper communicated, so that some entities such as unions and areas of labor relations change. Hierarchies and the way employees from different categories communicate have also changed thanks to social media. It is important that human resources departments are prepared to manage this excess communication that can sometimes occur. Taking into account that today's companies live in environments where everything is shared, transparency is very important. 

Hierarchies, influences, meritocracy and other aspects can influence the company culture and the work environment. The work of human resources professionals in this very agile and changing scenario is to ensure that as a result of this, an innovative culture and a positive climate are obtained.

 

Social networks also influence training processes. Learning outside the classroom, that is, in an informal way, takes on a special role thanks to social networks. There are new ways of learning, in a ubiquitous and collaborative way, through social platforms where the shared contents propose new ideas and new information. The development and training areas must know how to take advantage of these social spaces to make the most of their training potential, the so-called 2.0 learning.

 

Some companies are also launching MOOCs or Massive open online courses, open access online courses where group training is offered. In them, the flow of knowledge is wide and therefore very positive for the development of companies. This system was created at the University of Utah in 2007 and has only grown ever since, due to its efficiency and simplicity. It promotes the democratization of knowledge, the comparison of materials, continuous training and the growth of work networks. Attendees can have virtual access to resources that can help them be more efficient in their daily tasks and thus increase their productivity.

 

In conclusion, without a doubt, social networks have changed human resources. The tools like, HCM, HRIS & HRMS Software have made the day to day HR Operations much transparent for employees and way much smoother for the HR Executives. The challenge lies in the use of technology for the development of productive, competent and increasingly collaborative institutions, framed in what we could call, the societies of the future.