This knowledge base on human resources management systems affords clients the opportunity to rapidly determine their criteria for management and employee personnel tasks. Its extensive criteria include benefits and payroll management, employee self service, data warehousing, and health and safety requirements.
| Human Resources (HR) Knowledge Tree | Ultimate Software - UltiPro | ADP - Enterprise HRMS |
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1. PERSONNEL MANAGEMENT
Personnel management automates personnel processes including recruitment, personnel profile, organizational structure, career development & training, reward management, job position and wage profiles, and business travel and vacation allotments. The software should support the following functionality: recruitment management; personnel information and tracking; organizational structuring; job position and salary profile; career development, training and performance management; compensation management; budgeting and cost control; government compliance reporting; expenses management; union information; discipline actions and grievances tracking; and employment history/personnel reporting. | | |
1.1. RECRUITMENT MANAGEMENT
Many milestones are achieved from the time a job posting is created to the time the employee is hired (from sourcing to hiring). Recruitment management functionality provides the ability to attract, select, and hire the right people with the right skill sets, as well as track the information regarding their recruitment for later analysis. | | |
1.1.1. Hiring personnel may access parameters for requisitions
Requisition parameters are used for information on recruiting issues and department personnel needs | Supported | Supported |
| 1.1.2. Searches for eligible applicants and employees based on job requirements, online | Supported | Supported |
| 1.1.3. Lists the postings, position, disposition, disposition date, and applicable codes of a position | Supported | Supported |
| 1.1.4. Tracks applicants using personal data, skill set, academic qualifications, training, and test results | Supported | Supported |
1.1.5. Workflow for forwarding resumes/CVs
A typical feature in employment management systems, resume routing is the ability to divert resumes to the appropriate department or hiring manager. | Supported | Not Supported |
| 1.1.6. Schedules interviews | Supported | Supported |
| 1.1.7. Tracks interview results | Supported | Supported |
| 1.1.8. Customizes recruitment letters by merging files with a word processing template | Supported | Supported |
1.1.9. Offers and new hires processing
New hires are personnel that have been recently acquired by the company. | Supported | Supported |
| 1.1.10. Summarizes status and provides other information on applicant, and applicant requisition and recruitment costs | Supported | Supported |
1.1.11. Information about applicants’ progression
Applicant flow statistics are derived from applicant data, and include information on education, job history, etc. These numbers can be used for effective marketing to further strengthen recruitment, create non-discriminatory policy, create applicant flow reports etc. | Supported | Modification |
| 1.1.12. Compares data on recruiting tasks to show their effectiveness | Supported | Modification |
| 1.1.13. Sourcing engine integration with career development, matching competencies of internal candidates | Supported | Supported |
| 1.1.14. Internet recruiting and tracking of skills inventory | Supported | Customization |
| 1.1.15. Resume scanning capabilities. | Supported | Not Supported |
| 1.1.16. Import resumes from the Internet or e-mail | Supported | Customization |
1.1.17. Enable competencies for applicants
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Supported |
1.1.18. Assign competencies to vacancies
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Supported |
1.1.19. Derive competencies automatically from the job or position competency requirements into vacancy competency requirements
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. Competency requirements are the necessary skills that a candidate must possess in order to satisfactorily operate in a position. | Unrated | Supported |
1.1.20. Enable competence matching between applicant’s competencies and vacancies
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Supported |
1.2. PROFILE OF PERSONNEL
The profile of personnel functionality provides the ability to collect detailed information regarding prospective employees—much like a resume (including personal information, achievements, employment history, etc.), which serves as a tool for recruiting the appropriate person for any given position within the enterprise. | | |
| 1.2.1. Central database containing job data, salary information, education, etc. on employees | Supported | Supported |
| 1.2.2. Searches employee records for information on experience and skills | Supported | Supported |
| 1.2.3. Child, family, and spouse information | Supported | Supported |
| 1.2.4. Contact numbers including home, cell, and alternative numbers | Supported | Supported |
| 1.2.5. Store data for emergency contacts | Supported | Supported |
| 1.2.6. Manage and update education history | Supported | Supported |
| 1.2.7. Tracks and stores information on employee education and training | Supported | Supported |
| 1.2.8. Decentralized updating capability to the employee level such as through the Internet or the internal mail system | Supported | Customization |
| 1.2.9. Stores data about employee performance and salary reviews | Supported | Supported |
1.2.10. Update employee competency profile with competencies acquired from training
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Supported |
1.2.11. Competency profile
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. Competency profiles map the skill sets either possessed by employees or candidates, or those required for a position. | Unrated | Supported |
1.2.12. Enable expiry dates for competencies and alert for re-evaluation
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Modification |
1.2.13. Personal file structure can be defined by user
A file structure is a hierarchy of folders or directories | Unrated | Supported |
1.2.14. Identify gaps between an employee’s competency profile and the competency profile of their job
Competencies are comprised of skill sets, which are mapped to an organization’s needs and strategic goals. Human resources (HR) uses competencies and competency models to determine what skills are linked to a position, what skills need to be enhanced, and what skills are not necessary or no longer valid for a particular job or area. They can also be used to create behavioral tests or other candidate screening tools. | Unrated | Supported |
1.3. ORGANIZATIONAL STRUCTURES
Organization structures refer to the structure or hierarchy of an organization and how the people within that hierarchy work together to achieve common goals. The organization structure can also be referred to as a "organizational chart" or more commonly an "org. chart". | | |
| 1.3.1. Defines organizational units | Supported | Supported |
| 1.3.2. Creates reports containing company information to meet federal reporting requirements | Supported | Supported |
| 1.3.3. Defines entities and organizational units with the company | Supported | Supported |
1.3.4. Organizational structures may be defined using a matrix or a hierarchy
Different conceptualizations of organizational structures can defined and their effects analyzed. For example, a hierarchical structure or in a matrix configuration. | Supported | Supported |
| 1.3.5. Identifies teams and jobs or projects that are suitable for job-sharing | Supported | Modification |
| 1.3.6. Audit trails of organizational and departmental structural changes to track their impact | Supported | Supported |
| 1.3.7. New organizational models can be developed | Third Party Support | Unrated |
| 1.3.8. Organizational models can be compared or analyzed through what-if scenarios | Third Party Support | Not Supported |
| 1.3.9. Categorizes work locations throughout the organization | Supported | Supported |
1.3.10. Restricts access to the organizational structure and task and department information
The ability to prevent non-users from accessing the plan that sorts tasks and identifies the departments responsible for processing them | Third Party Support | Unrated |
| 1.3.11. Drag-and-drop can be used to change organizational structure, with changes automatically updated in employee records | Third Party Support | Not Supported |
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