We began class today with a demo of Zoho Recruit, Zoho’s solution for the recruiting problem. If you are a small business looking to automate your recruiting process and are on a limited budget, Zoho Recruit might be the right solution for you. Its web 2.0 interface is extremely usable, and according to our presenter, the implementation was only a couple of hours. Granted she only had a couple of positions to implement, but the fact that she was up and running in less than a day speaks to its easy configuration and user friendly interface. We discussed its potential lack of scalability as well as its limited reporting functionality. Overall, a great first look at an actual HR system implemented at an actual company.
We then got right into how one comes up with a technology strategy. And like with anything complex, we simplified our approach. Organization exists for a reason. If you understand that and its business strategy, it’s often easier to surmise its people strategy. In other words, define how people fit into the overall business strategy and use that to define your people strategy. The people strategy should then inform your HR technology strategy. For example, if your company is in growth mode, might it make sense to invest in an Applicant Tracking System? Start with the business and the technology will follow.
We leveraged the Capability Maturity Model (CMM), the People Capability Maturity Model (PCMM), and our very own HR Technology Maturity Model to understand and guide one’s view of the business, the people, and a corresponding HR Technology strategy.
We ended the class discussing the importance of project planning. More specifically, we discussed how the charter tool might help define one’s problem prior to implementing and solving the problem. We also talked a little bit about process mapping and its importance in process improvement efforts by defining current process and articulating areas for improvement.
Overall, the class felt pretty good. What did you think?
Go Giants!
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