Talent management: what does an HRIS tool actually do for you?

The HRIS (Human Resources Information System) software plays a key role in the smooth running of a company, particularly with regard to personnel administration. What is its concrete use for the talent management internally? In this area, what can it really do?

Developing human capital

For a company, labor is one of the biggest expenses. It is therefore essential to optimize it in order to make investments profitable. The HRIS can answer this problem. It will give access to the priority objectives set by the management to all employees, in order to boost overall productivity.

It also allows managers to know the individual performance of their team, to optimize the
career management
and to discover the successors of the current holders of key positions. Thanks to the centralization and transversality of data, the analysis of the situation is more precise and rapid.

Accompany the growth of the company

The need to optimize the management talent management is felt more during the development of the company. Existing solutions are often ill-suited. Worse, they may be redundant, following various company takeovers and mergers.

These heterogeneous environments create communication difficulties and require huge
operating budgets.
. Once a critical size is reached, the use of HRIS quickly becomes essential. By structuring and unifying data, this tool can improve talent management processes.

The use of a more robust tool can also be linked to a radical change in HR policy or the company’s digital shift.

Bringing out the “hidden” talents

The more employees a company has, the more difficult it is for a manager to find the rare pearl internally. Indeed, in these conditions, knowing all the skills and abilities of each person is complicated. However, this talent management remains essential to support the company’s transformation and to succeed in the necessary transfers of skills.

By taking into consideration all the data contained in the HRIS (CVs, annual interviews, objectives, training requested and completed, etc.), it is now possible to know in great detail the talent pool available to managers. This method of analysis will also be appreciated by the employees.

Based on objective and well-defined evaluation criteria, it will not leave room for the feeling of injustice that some may feel. It will also bring to the forefront the “hidden” profiles, which were previously neglected by managers because of their lack of exposure.

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