企业HR服务项目建议书.ppt

* * Lastly, eHR is about an evolution--not an implementation. By this, we mean that eHR is not an ERP implementation that takes 2-3 (or MORE) years and $30 million before you begin to see any results. Rather, eHR is about formulating a clear, but flexible vision of your desired future state for the HR function--across an 18-month horizon--then identifying the focused, executable initiatives and projects that will build momentum, deliver immediate results, and move you yard-by-yard down the field, toward your 18-month vision. Most organizations are tracking with an evolution path that looks something like this: They begin with the use of the web to deliver better, more current information more efficiently--first with static content online, then migrating to more personalization. Then, they begin to use the web to get work done--first processing basic, single-user transactions (like annual benefits enrollment, 401k changes, and name/address changes). Beyond these basic transactions, they then begin to re-design and automate full processes--like salary, incentive, and stock options planning. With these processes automated, they then begin to wire in the supply chain--for example wiring in background checkers, drug screeners, etc. to an automated eStaffing solution. Few organizations have evolved beyond this stage of automating HR processes--but those who have are beginning to use eHR solutions to transform the relationship between the employee and the company--becoming more like a marketing organization--an “” of employment--learning to establish a customer-intimate marketing model with current, future, and past employees. In a moment, we’ll take a look at some examples of solutions at different points along this spectrum. * WTO以后，怎样留才？ 公司要有一个统一策略，步调一致 * 实例阐述 接班人计划：第二梯队 * * * * * * You can use the job pricing functionality to generate salary structures. To do this, you can, for example, use survey data. Simply link your jobs or positions to the market value of a si