Interim Human Resources Management - Reasons To Be Flexible

Growing numbers of employees want to work more flexibly in order to achieve a better balance between their jobs and the rest of their lives. But while growing numbers of organizations are trying to accommodate their employees’ requests, they are doing it not out of altruism but for good business reasons. Benefits range from increased motivation, productivity and retention, to better customer service and considerable reductions in both costs and CO2.

However, many employers still resist the strong business case for flexible working. They fear that staff working from home will shirk, and that customers will lose faith if they can’t talk to whom they want exactly when and where they want. Some employers believe that a desire to work flexibly implies a lack of commitment, that it is primarily a benefit for working mothers and that it will breed resentment among those who don’t work flexibly.

But these very attitudes represent the biggest obstacle to flexible working. Other key elements include winning the buy-in of line managers by showing them how it can benefit the team, the customer and the business; communicating flexible working as a benefit for everyone, not just women; having strong policies and practices; learning to trust employees; and, crucially, monitoring output, not input.

In companies such as DSGI, BT, Lloyds TSB and First Direct, which have been strong pioneers of flexible working, flexibility for front-line staff and management levels are managed quite differently. The firms provide an array of different flexible working options, including term-time or school hours working, evening or night working, compressed hours, home working and rolling shifts, and attempt to accommodate the needs of front-line staff as far as possible by scheduling them in against the requirements of the business on a weekly, monthly or quarterly basis.

However, when it comes to back office and central support functions, where people work in smaller teams, flexibility is managed more informally. Melissa Godfray, senior manager, equality and diversity at Lloyds TSB, says that good line management, reinforced by training - along with a big dose of common sense - are crucial.

"In our team, for example, we have a weekly location planner so that everyone - both internally and externally - knows where everyone else is and when they are available, even if it is on the phone or by email. And you should avoid scheduling meetings at 7.30 in the morning if some of the team can’t make it," she says. Indeed, some of the most senior and demanding jobs are being done on a flexible basis. Godfray says: "Our head of expatriate banking flies the world all the time, but works a compressed fortnight so that he can spend sensible chunks of time with his family when he’s in the UK."

Likewise, Caroline Waters, director, people and policy at BT Group, works from home one or two days a week, another BT senior executive works a compressed week and yet another works entirely from home. "We have examples at every level," says Waters. But managing flexible working successfully, particularly at management level and above, is also a matter of give and take, points out Godfray. "Staff might need to switch their day off from a Friday to a Monday, for example, to accommodate an important meeting, or be prepared to take an urgent call when they are at home."

They might also need to be flexible if, for some reason, their request for a given pattern of working is turned down. "But we encourage line managers not just to turn down a request outright, but to explore more workable alternatives. Giving individuals time to mull over a compromise solution is also important, because these things can be very emotive," says Godfray.

In these leading companies, flexible working is communicated as a benefit for all staff, not just working mothers, and take-up is the same among both men and women. "Communicating successful flexible working is enormously important too, and we take every opportunity to showcase the people - men and women at all levels - who do it," says Godfray. Working more flexibly doesn’t mean working less hard; it often means just the opposite. BT’s research shows that the average productivity of an individual working from home is 20% higher than when they are in the office. The growth of homeworking at BT delivers an additional £8m onto the bottom line every year. And the savings don’t stop there. Waters explains: "Since 2000 we have taken £500m off our real estate costs. Our return rate after maternity leave is 99% compared to the UK average of 40%, which saves us between £4m and £5m in recruitment costs. Overall, our staff turnover is 3% in an industry where 17-18% is the norm." People also travel less. "In one year alone we used 12m liters less fuel, saving £10m and 54,000 tonnes of CO2."

Flexible working is good for business, but for most organizations it requires a shift in mindset and culture.

Human Resource Management Outsourcing

Human resource management outsourcing is the one thing that can make the difference between efficient and inefficient employment of resources for businesses, especially small and medium-sized concerns. Resources not utilized fully could lead a business towards higher operating costs and loss. Setting apart a substantially large chunk of the company’s resources and income for an HR department prevents the resources from benefiting the company’s productivity and capacity for greater income generation.

A PEO or professional employer organization can take over the HR responsibilities of businesses, thereby enabling them to focus on their core tasks. The PEO enters into a co-employment relationship with the client company enabling the former to assume employer responsibilities. HR management services include:

Online HR software solutions
Employee self service
Screening and assessing of employees
Employee performance reviews
Benefit administration for employees
Health and safety programs for employees
Maintaining files of personnel
Developing and managing HR forms
Employee handbooks, workplace policies and procedures
Unemployment claims management services
Employee orientations
Termination assistance
Conflict resolution

Outsourcing these HR services enables the client company to utilize all its resources for its core responsibilities, the profit generating tasks. While employers assign tasks to their employees, the PEO takes care of staff management. All paperwork, claims processing, regulation compliance, and motivation programs are carried out by the PEO without interference with the functioning of the client company. The PEO also takes care of recruiting employees and is able to help the client company offer an attractive benefits package that would increase its influence in the job market.

Human resource management outsourcing is therefore a winning proposition, something that could set the client company on the right track towards satisfying customer expectations and increasing earnings.

Five Tips for Effective Employee Recognition

Employee recognition is not just a nice thing to do for people. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively, you reinforce, with your chosen means of recognition, the actions and behaviors you most want to see people repeat. An effective employee recognition system is simple, immediate, and powerfully reinforcing.

When you consider employee recognition processes, you need to develop recognition that is equally powerful for both the organization and the employee. You must address five important issues if you want the recognition you offer to be viewed as motivating and rewarding by your employees and important for the success of your organization.
The Five Most Important Tips for Effective Recognition

You need to establish criteria for what performance or contribution constitutes rewardable behavior or actions.

* All employees must be eligible for the recognition.


* The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized.


* Anyone who then performs at the level or standard stated in the criteria receives the reward.


* The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behavior the employer wants to encourage.


* You don't want to design a process in which managers "select" the people to receive recognition. This type of process will be viewed forever as "favoritism" or talked about as "it's your turn to get recognized this month." This is why processes that single out an individual, such as "Employee of the Month," are rarely effective.

A Working Example of Successful Recognition

A client company established criteria for rewarding employees. Criteria included such activities as contributing to company success serving a customer without being asked to help by a supervisor. Each employee, who meets the stated criteria, receives a thank you note, hand-written by the supervisor. The note spells out exactly why the employee is receiving the recognition.

The note includes the opportunity for the employee to "draw" a gift from a box. Gifts range from fast food restaurant gift certificates and candy to a gold dollar and substantial cash rewards. The employee draws the reward, so no supervisory interference is perceived. A duplicate of the thank you note goes into a periodic drawing for even more substantial reward and recognition opportunities.
More Tips About Recognition and Performance Management

* If you attach recognition to "real" accomplishments and goal achievement as negotiated in a performance development planning meeting, you need to make sure the recognition meets the above stated requirements. Supervisors must also apply the criteria consistently, so some organizational oversight may be necessary.

The challenge of individually negotiated goals is to make certain their accomplishment is viewed as similarly difficult by the organization for the process to be a success.


* People also like recognition that is random and that provides an element of surprise. If you thank a manufacturing group every time they make customer deliveries on time with a lunch, gradually the lunch becomes a "given" or an entitlement and is no longer rewarding.

In another organization, the CEO traditionally bought lunch for all employees every Friday. Soon, he had employees coming to him asking to be reimbursed for lunch if they ate lunch outside of the company on a Friday. His goal of team building turned into a "given" or an entitlement and he was disappointed with the results.


* There is always room for employee reward and recognition activities that generally build positive morale in the work environment. The Pall Corporation, in Ann Arbor, MI, has had a "smile team" that meets to schedule random, fun employee recognition events. They have decorated shop windows, with a prize to the best, for a holiday.

They sponsor ice cream socials, picnics, the "boss" cooks day, and so on, to create a rewarding environment at work. Another company holds an annual costume wearing and judging along with a lunch potluck every Halloween.

Rewards and recognition that help both the employer and the employee get what they need from work are a win-win situation. Make this the year you plan a recognition process that will "wow" your staff and "wow" you with its positive outcomes. Avoid the employee recognition traps that:

* single out a few employees who are mysteriously selected for the recognition,
* sap the morale of the many who failed to understand the criteria enough to compete and win, and
* sought votes or other personalized, subjective criteria to determine winners.

Top Ten Ways to Show Appreciation to Employees

You can tell your colleagues, coworkers and employees how much you value them and their contribution any day of the year. Trust me. No occasion is necessary. In fact, small surprises and tokens of your appreciation spread throughout the year help the people in your work life feel valued all year long.

Looking for ideas about how to praise and thank coworkers and employees? Here are ten ways to show your appreciation to employees and coworkers.

* Praise something your coworker has done well. Identify the specific actions that you found admirable.

* Say "thank you." Show your appreciation for their hard work and contributions. And, don't forget to say "please" often as well. Social niceties do belong at work. A more gracious, polite workplace is appreciated by all.

* Ask your coworkers about their family, their hobby, their weekend or a special event they attended. Your genuine interest - as opposed to being nosey – causes people to feel valued and cared about.

* Offer staff members flexible scheduling for the holidays, if feasible. If work coverage is critical, post a calendar so people can balance their time off with that of their coworkers.


* Know your coworker’s interests well enough to present a small gift occasionally. An appreciated gift, and the gesture of providing it, will light up your coworker’s day.

* If you can afford to, give staff money. End of the year bonuses, attendance bonuses, quarterly bonuses and gift certificates say "thank you" quite nicely. TechSmith staff receive a percentage of their annual salary for their end of year bonus.

* Almost everyone appreciates food. Take coworkers or staff to lunch for a birthday, a special occasion or for no reason at all. Let your guest pick the restaurant.

* Create a fun tradition for a seasonal holiday. ReCellular employees draw names for their Secret Santa gift exchange. Alison Doyle, About's Guide to Job Searching, also works in Career Services at Skidmore College where they do a "gift grab" at their holiday party.

LuAnn Johnson who works in Human Resources at the Schaller Anderson Mercy Care Plan says, "We celebrate Treat Tuesday, every Tuesday between Thanksgiving and Christmas. We match up departments or people who don't normally work together as a unit and assign a day to provide gooey, healthy or scrumptious treats for the other groups. It's a great mixer, an opportunity to show off our culinary skills and a morale builder - to say nothing of the sugar high!"

* Bring in bagels, doughnuts or another treat for staff and coworkers. Offerings such as cookies or cupcakes, that you've baked personally, are a huge hit. (Have you tried baking cupcakes in ice cream cones? People love them.) Another hit? Bring chocolate - chocolate anything.

* Last, but not least, provide opportunity. People want chances for training and cross-training. They want to participate on a special committee where their talents are noticed. They like to attend professional association meetings and represent your organization at civic and philanthropic events.



These are my top ten ways to show appreciation to employees and coworkers. Stretch your imagination. There are hundreds of other employee and coworker appreciation ideas just waiting to be found. They'll bring you success in employee motivation, employee recognition and in building a positive, productive workplace.

Memorable Firsts in Human Resources Management

Anyone who works in human resources management knows that the job comes with great joys and great sorrows. And all along the way, memorable first moments with people occur. Sometimes you feel prepared for the moments; some sneak up and surprise you. But whatever memorable human resources management moment you are experiencing for the first time, these resources will help you. Hire an employee, fire an employee, give an employee a pay raise, or perform performance improvement coaching. Your interactions with people will never be boring when you practice in any field of human resources management.

Outsource Human Resource Management

Businesses need to outsource human resource management services in order to succeed in the fiercely competitive corporate sector. Businesses can enter into a relationship with a PEO that takes care of the entire HR responsibilities of the client company. The PEO relationship is called a co-employment relationship and involves an allocation in the contract that enables the PEO to share the client company’s employer responsibilities. This is partnership in its entirety.

The co-employment relationship automatically implies that the PEO contractually assumes some of the employer rights and takes over the risks and responsibilities associated with employees. PEOs themselves maintain an employer relationship at the worksite with the employees of the client companies. In matters relating to work, the client company maintains its control over the employees, while all other matters are taken over by and communicated with the PEO. In other words, the PEO ensures:

the right workforce is recruited

an attractive benefits package is offered

the recruited individuals work to the best of their ability

they stay motivated

their paycheck (out of the PEO’s account) is handed out regularly on time

the relationship between employees is maintained

employee grievances are taken care of

workers’ compensation claims are handled

federal and state government regulation is maintained by the company

employees are trained onsite

employee safety programs are administered

termination process is carried out when required

This leaves the employer or the client company to deal only with the operational side of its business – streamlining business processes, improving production, reducing unnecessary costs, and eventually bringing about greater earnings. When companies outsource human resource management to PEOs, they are left with all the resources, time, energy and workforce to concentrate on placing themselves on the top rung of the market in the midst of fierce competition and the vagaries of the economy.

Human Resource Management

Human resource (or personnel) management, in the sense of getting things done through people. It's an essential part of every manager's responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently.

"People are our most valuable asset" is a cliché which no member of any senior management team would disagree with. Yet, the reality for many organizations is that their people remain

* under valued
* under trained
* under utilized
* poorly motivated, and consequently
* perform well below their true capability

The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy.

The market place for talented, skilled people is competitive and expensive. Taking on new staff can be disruptive to existing employees. Also, it takes time to develop 'cultural awareness', product/ process/ organization knowledge and experience for new staff members.

As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to: "ensure that at all times the business is correctly staffed by the right number of people with the skills relevant to the business needs", that is, neither overstaffed nor understaffed in total or in respect of any one discipline or work grade.
Functional overview and strategy for HRM

These issues motivate a well thought out human resource management strategy, with the precision and detail of say a marketing strategy. Failure in not having a carefully crafted human resources management strategy, can and probably will lead to failures in the business process itself.

This set of resources are offered to promote thought, stimulate discussion, diagnose the organizational environment and develop a sound human resource management strategy for your organization. We begin by looking at the seven distinguishable function human resource management provide to secure the achievement of the objective defined above.

Following on from this overview we look at defining a human resource strategy.

Finally, some questions are posed in the form of a HRM systems diagnostic checklist for you to consider, which may prove helpful for you to think about when planning your development programs for the human resources in your organization, if they are truely "your most valuable asset."

PEO - Human Resource Management Services

Managing human resources is one of the most complex and large scale responsibilities companies have to deal with. Yet it is one of those responsibilities that do not directly contribute to the earnings of the business. Being as resource consuming as it is, businesses would do well to outsource human resource management to a PEO (Professional Employer Organization).

Human resource management is a collection of complex tasks involving employee related matters such as employee relations, health benefits, workers' compensation claims, payroll, payroll tax compliance, unemployment insurance claims, and more. A PEO would take over all these responsibilities. Not only would the PEO enable employers to focus on their core responsibilities, but also offer businesses valuable expertise. The client company can therefore fully shift focus to the operational and revenue-producing side of its operations. Human resource management services offered by a PEO generally include:

Payroll and tax administration
Employee benefits administration
Workers’ compensation administration
Risk management
Regulatory and government compliance
Recruitment and selection
Employer liability management
Immigration compliance

One of the reasons for the efficiency of PEO human resource management services is the nature of the PEO’s relationship with the client company. A professional employer organization generally enters into a co-employment relationship with the client company, whereby it assumes the client company’s responsibilities, leaving the company to concentrate on its core tasks. Small and medium-sized businesses can feel the advantages of hiring a PEO more, as they are the ones generally struggling with setting apart their resources for maintaining a HR department.

IT Project Management Staffing: The Human Resource Management

Staffing includes practice from recruiting, selecting, and establishing workforces for a project, and even firing them when they are no longer needed. Project planning identifies the staffing need for the project and once the needs are determined then the process is set to meet them.

Recruiting is the process of identifying the sources of potential employees and encouraging them to apply for the jobs. The goal is to recruit enough qualified candidates so that the desired people are selected; in short, the recruiting process is discovering potential candidates with the ability and attitude for actual or anticipated project vacancies.

As in today's highly complex and competitive scenarios, the choice of choosing the right person for the right task has far-reaching implications; therefore, it is the process of attracting more candidates to the project, in order to select the most suitable candidate who can help and serve the project to achieve its objectives.

Selection is an immediate process that starts after recruitment, where the qualified personnel can be chosen from applications; in short, it is the process of choosing the most likely candidate from those individuals who can perform the project task successfully.

Placement is an establishing process of the ideal candidates to their respective positions and determining their part in the project for which accepted.

Socialization is an adjusting process for the new employees; making them familiar with the project's unfamiliar environments, surroundings, coworkers and new job responsibilities. Socialization strongly influences employee performance for project stability.

Motivating Human Resources

Project human resource management is the effective use of human resources in order to enhance project performance and motivate all involved towards project goals; this is a primary action that should be followed. The term motivation has been derived form the word motive, which means the urge to do or not to do something. It is an internal force that directs workforces to act in a particular way to satisfy a particular need.Motivation is goal directed behavior, and the goal is to accomplish the project objectives. However, concept of motivation is mainly a psychological factor and relates to those forces operating within the individual employee; which impel him to act or not act in certain ways.

In project management staffing solutions there are many theories that have been derived by experts and among them three excellent theories evolved:

1. Maslow's Hierarchy of Need Theory - Abraham Maslow

2. Herzberg's Motivation-Hygine Theory of Motivation - Frederick Herzberg

3. McGregor's Theory of X and Y - McGregor

These outstanding theories are scientifically proven and are considered prime human resource gauging tools.

Motivation is an important force behind the performance of employees in the project and is directly associated with the project performance.

Performance Appraisal and Reward Management

Project goals can be achieved when people or workforces put in their best efforts; how to ascertain their performances on a given job?

The answer to this is Performance Appraisal.

Performance Appraisal is the process of systematic evaluation of the individual or the group with respect to their performance to the job and their potential for development.

Reward Management is designing, implementing, and maintaining a pay system which helps to improve project performance within project cost constrains. However, a reward is to motivate people for what they are doing and what they can do, in and for the project. The most obvious rewards staff may get from the work is his pay; however rewards also include promotions, desirable work assignments, reorganization, and a host for there less obvious payoffs.

In brief, project staffing involves the productive utilization of people in achieving an assigned project endeavor.

Humans are the workforce, the workforce that activates other resources into existence of any project. Human workforces are neither a commodity nor a resource like mechanical tools; neither their potency can be defined nor it can be accurately measured by any material apparatus. The potency of human workforces must be treasured as the capital, and its creativity should be highly privileged. A successful project inevitably requires proper human resource management and project management staffing solutions.

Cost-Effective Human Resource Management

PEOs offer cost-effective human resource management for client companies. These organizations help businesses reduce overall operational costs, as maintaining a HR department or utilizing the workforce to manage HR in-house could drain the income. Moreover, small companies may not have the required number of employees to maintain a HR department.

Comprehensive HR services

Since federal and state regulation makes HR management mandatory, outsourcing HR responsibilities to PEOs could solve the issue of balancing resources. A PEO offers services related to managing employees, administering employee benefits, payroll processing and delivery, managing employer risks, motivating staff, ensuring workplace safety, processing workers’ compensation claims, terminating employees, and more.

The human resource management services offered by PEOs generally include:

Online HR software solutions
Placement advertising
Recruiting, screening and placement
W-4 and I-9 forms
Employee self service
Employee screening
Employee performance reviews
Benefits administration for employees
Health and safety programs (OSHA compliance)
Unemployment claims management services
Immigration compliance
Conflict resolution
Termination assistance

Cost-effective and Flexible Services

All services offered by PEOs are meant to be cost-effective, making them really useful for companies that wish to streamline their business processes. Whatever be the size or nature of the business, PEO services are adaptable to the specific needs as well as the short term and long term objectives of the company. This flexibility makes cost-effective human resource management a solution that is sure to be successful, as has been proved already in businesses in North America and Europe.

Human Resource Management

The field of human resources pragmatically attempts to assist employees in using their individuality to benefit the business as a system, while simultaneously using the system to benefit the individual. Human resources specialists, also referred to as personnel specialists, serve a variety of functions in regard to the workforce of a company or organization. While the primary function of these specialists is to oversee the interviewing and hiring process, they also assume the responsibilities of training employees, controlling and overseeing various employee benefits programs, and promoting the needs and desires of employees in a general sense. Among the various employee programs human resources managers and specialists oversee are health and life insurance, retirement plans, and various company policies on substance abuse, leave, vacation time. Below articles provide information on human resources and Human Resource Management (HRM).

How Does Human Resource Management in the Workspace Effect Me?

How often do you find yourself saying: "I wish I knew how to learn more about this topic"

Well, we were listening! And this article is the result.

Today human resources management is opening up new horizons in many different offices around not only the United States, but the world. The reason for this is simply supply and demand. More savvy business owners –even of smaller companies, have understood the value of hiring
professionals with experience working in HR. By doing so, and having HR representatives, companies have learned the importance of solid communication with their workforce

The fact is that Human Resource Management exists just for this purpose –to bridge the gap between staff and upper management. In doing so, compromises have been attained which preclude the need for unions or outside arbitration, and thus provide the services that employees feel is their right to have

A company which is not so progressive, on the other hand, neglects HR and the philosophy that goes with it. The result is, employees abandon any thought of fidelity towards their employer in favor of businesses that reward their service in greater ways. Examples of this begin at the most basic level of appreciation. Certificates of recognition awarded on a monthly, bi-yearly, or even yearly basis, for instance, are all that many employees wish.

Now, pay close attention. What you're about to read will help you save hours of frustrating, wasted hunting, and let you hone in on some of the best material on this subject!

Of course, on a more pecuniary basis, more constant raises –whether structured and awarded based on time and/or merit, are always welcomed. Likewise, health benefits are probably the second most important factor, besides these well-earned raises. The HR department is very often responsible for such aspects in the workspace.

Yet, this is only the tip of the iceberg. Surely, the aforementioned has been a part of the American workspace for decades. What staff in HR try to instill are programs and emotional support that make employees feel a part of a winning, caring team –even a family.

This has been actualized by programs such as after-work softball and bowling leagues, on-site day care, free fitness memberships, and even after hours bar hopping and social events with the office staff and the boss. At work, people in HR have implemented office parties where before there were none, office pools, after-hour bingo (for charity or just for fun), and other such activities that create a cohesion within a workforce that makes it extremely difficult for an employee to ever consider leaving. It is just this feeling that managers and owners are looking for and why HR is so important.

This field is open to able-minded people of numerous backgrounds. There is training and certification which is available either in the office or at a local college. A fast growing field, the opportunities are currently expanding rapidly. Not only do people working in Human Resources enrich others, but they also benefit their own well-being in knowing that their job truly makes a difference in others' lives.

So, what did you think about this article? Please drop us a quick note to share your thoughts and comments on it.

Human Resource Management System

A Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardised routines and packages of enterprise resource planning (ERP) software. On the whole, these ERP systems have their origin on software that integrates information from different applications into one universal database. The linkage of its financial and human resource modules through one database is the most important distinction to the individually and proprietary developed predecessors, which makes this software application both rigid and flexible.

The function of Human Resources departments is generally administrative and common to all organizations. Organizations may have formalized selection, evaluation, and payroll processes. Efficient and effective management of "Human Capital" has progressed to an increasingly imperative and complex process. The HR function consists of tracking existing employee data which traditionally includes personal histories, skills, capabilities, accomplishments and salary. To reduce the manual workload of these administrative activities, organizations began to electronically automate many of these processes by introducing specialized Human Resource Management Systems. Due HR executives rely on internal or external IT professionals to develop and maintain an integrated HRMS. Before the "client-server" architecture evolved in the late 1980s, many HR automation processes were relegated to mainframe computers that could handle large amounts of data transactions. In consequence of the high capital investment necessary to purchase or program proprietary software, these internally-developed HRMS were limited to organizations that possessed a large amount of capital. The advent of client-server, Application Service Provider, and Software as a Service or SaaS Human Resource Management Systems enabled take increasingly higher administrative control of such systems. Currently Human Resource Management Systems encompass

The payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports. Data is generally fed from the human resources and time keeping modules to calculate automatic deposit and manual cheque writing capabilities. This module can encompass all employee-related transactions as well as integrate with existing financial management systems.

The work time gathers standardized time and work related efforts. The most advanced modules provide broad flexibility in data collection methods, labour distribution capabilities and data analysis features. Cost analysis and efficiency metrics are the primary functions.