Human Resource Managers Have Been Implementing Technological

Human resource managers have been implementing technological solution systems facilitating the development of competitive solutions between future talents and current business operations. Both employees and HR professionals are using HR tools. Collaborations, training, finding information, setting goals, and managing people are some of the functions performed by technology systems.

Technology that relates to Compensation

Compensation technology refers to tools that assist HR professionals in distributing an increment in salary during the cycle of yearly merit. Many of us who are comp steeped are aware that this is not a fact. Compensation of developing a salary structure, participation survey, market price, and survey management are all functions that have been drafted in spreadsheets, but they may be advanced and developed further by use of technology solution (Chanda, Sivarama, & Shen, 2007).

In fact, there exists a huge potential cost to allow the compensation team makes use of their time struggling to gain data. In case the comp persons are watchful of the spreadsheets, they do not spend most of their time assisting business partners of HR, employees and line managers understand the work out of compensation. If there is manual working of the structural development and market analysis, it becomes very hard to establish a clear mode in how the compensation dollar has been spent in the organization and if the scarce dollars are directed where the organization needs them most. There also exists a final impact where organizations that use technology to function all the processes of compensation outdo their competitors on the number of significant financial metrics (Chanda, Sivarama, & Shen, 2007).

Technology that relates to Employment Systems and Services

UAccess Employee was enacted as part of the Mosiac Project of UA. UAccess Employment offers for the provision of position and employee information, information on tax, benefit administration, time recording, and payroll. Employees are able to access benefits summary, online timesheets, leave balances, and personal information. Each employee is designated a specified time sheet, which include time coordinators, time approvers, and time reporters. Employees are classified into two:

I. The exempted employees do not participate in overtime tasks and are an exception. Their requirement is to report exception time like a sick leave or vacation.

II. Nonexempt employees are not qualified to earn overtime: they are regarded as positive time reporters. Their requirement is to be confirming their day-to-day hours online.

For the exempt employees, they do not enjoy the exception time because reporting in a period of pay will not be essentially entered in the systems of bookkeeping, but a confirmation of presence at work is needed by their department. A significant difference that accompanies the system apart from being automated requires that employees who are nonexempt to register their time to assure their pay. No pay can be processed if the period is not registered in the system (Chanda, Sivarama, & Shen, 2007).

Technology that relates to Time and Attendance

The old saying that goes, 'time is money' has never been true. The increase in costs has caused the advancement in business efficiency; businesses are seeking ways of overcoming these challenges. When unable evaluate, it becomes very hard to manage it (Chanda, Sivarama, & Shen, 2007). Below are ways of evaluating and tracking employee attendance and time:

Businesses that are service oriented - Some businesses need track of employee attendance and time badly. These businesses include law firms, auto repair, warehousing, accounting, and consulting. In these types of businesses, the employee is in direct contact with the customer.

Manufacturing businesses - Manufacturing oriented businesses also need information on what and where the employees spend their time. Some of these companies concentrate more on products that are customized and are unique to certain customers. Whichever way, track of the amount of labor directed at the cost of production of the product (Chanda, Sivarama, & Shen, 2007). The reasons for tracking employee time are attendance and time for purposes of payroll; billing, in case the time of an employee is billed directly to a customer; costing, in case the time of an employee directly relates to product cost.