Abstract
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Human Resource Department is a part of any organization. Many companies do depend on HRM on various things like improving performance standards and excellence, staffing motivation etc.If HRM is clubbed with Business Intelligence it bound make some excellent results and also enhances the value of HRM.the statistical techniques applied in BI are bound to yield precise and reliable results in solving many problems proactively. In this article we see the application of BI in the HR department.
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What is Business Intelligence?
Business Intelligence (BI) is a term coined for technologies and applications employed in data collection, access, analysis and information about an organisation's business. It refers to the use of several financial / non-financial metrics / key performance indicators to assess the present state of business and to assist in deciding future course of action. It is ?actionable intelligence'.
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What is HRM?
Human Resource Management is based on ideas and techniques developed to enhance worker motivation, productivity and performance.
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Business Intelligence approach to HR strategy
Human Resources metrics have always been linked to other key performance indicators such as revenue and profitability. However, applying measurements systems, including Balanced Scorecard, to people management is always a challenging task.
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HR is not usually viewed as a source for hard measures. In order to analyze the return on all workforce investments, such as recruiting, developing capabilities, compensation and directing behavior, HR function should understand the business challenges of its entire organization.
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HR professionals must understand the organization's business plans and the operational, financial and customer-facing goals they are expected to achieve. Then they should associate these goals with the existing workforce metrics.
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In many cases, HR information is scattered, which leads to non-systematic hiring, training, performance management and compensation processes. Detailed HR measurement data is essential these days, as globalization, tight labor markets and an aging workforce are causing many businesses to more closely inspect the performance of their largest investment: the workforce whose compensation represents 60 percent to 70 percent of the general expenses.
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New Business Intelligence technologies offer HR departments the ability to invest in Human Capital Management analytics solutions designed to yield the insights essential for making informed decisions on HR.
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Business Intelligence allows HR departments to become a strategic asset within the organization. It helps boost the efficiency within the HR department and make key decisions around recruitment, planning, and budgeting to support the strategic goals.
Business Intelligence systems help HR professional access information from data warehouses and other sources, structure analyses to find areas of improvement, and communicate the results in a way that is convincing to others.
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HR function in the organization is not limited by administrative issues. HR department should use a fact-based systematic approach to solve business problems and offer a longer-term viewpoint in order to adjust to environmental changes. The key task of the HR professional is to proactively produce solutions to strategic business issues facing the organization.
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Business Intelligence -- Transforming HR Data into Business Acumen
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The New Complexity of HR
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More than ever before, HR professionals are being asked to show how their company's workforce policies affect its overall business plan. As a rule, this information is not readily available.
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For example, you granted merit raises to your employees this year. Can you measure your ROI on that expenditure? Did it resolve the turnover issue at your underperforming facility? Did it help retain the people and skills required to meet your company's five-year growth plan?
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In order to provide strategically sound answers, the HR staff needs the critical information provided by the right technology processes and analytical tools. They must be able to access and analyze data from all HR functional areas and employ appropriate methodologies to interpret the data, draw meaningful conclusions and make fact-based decisions.
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Fortunately, today's advanced technology systems can assimilate essential data and transform that data into business acumen that supports the broader enterprise business plan. Companies may have this expertise in house, or they may turn to HR outsourcers and consultants who have the data, technology and knowledge to provide solutions.
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From Disparate Data to Integrated Information
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Many companies struggle with the problem of disparate data that is housed in separate HR systems, making it difficult to extricate, and even harder to interpret.
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The first step is to extract and combine data from the various vertical HR functions, such as benefits, payroll and staffing. This integrated information can then be examined using appropriate metrics and analytics to produce business intelligence (BI) - the useful information on which HR professionals can base strategic decisions.
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For example, a company can discover what is really driving the cost of benefits - the plan design or a hiring freeze that was instituted to control near-term expense and has created an older workforce over time. Or, whether increased hiring is due to growth and skill upgrades or to unwanted turnover. Additionally, BI incorporates insight into statutory and regulatory compliance issues that are front of mind because of Sarbanes-Oxley.
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By accessing HR data horizontally across functional areas, companies can establish an informational baseline. That, in turn, allows them to measure the results of HR programs and practices, and identify critical insights about their workforce. They can examine trends over time and build a base for modeling and conducting 'what-if' projections for the future.
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Delivering Business Intelligence to a Global Organization
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BI is an especially critical area - and challenge - for global organizations, given the complexities of managing a culturally and geographically diverse workforce. An organization should start with a clear understanding of what it needs to measure and why, and take an inventory of the systems that house the base data. Often, a capital investment is necessary to obtain the requisite tools and infrastructure.
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It's best for companies to start with a few key business challenges that are significant to overall results. Although a long-term vision is essential, it's better to implement in stages.
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Benchmarking Increases the Value of Business Intelligence
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As HR outsourcing has matured, more industry benchmarking information is becoming available. Proprietary databases are being developed that can be used with benchmarking data maintained by third-party vendors, industry groups and government.
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By comparing typical ranges for workforce metrics in the marketplace, HR can set appropriate targets. For example, a company can consider labor supply, compensation; healthcare and payroll tax norms to understand what will drive its future profitability and productivity, to evaluate the impact of changing workforce demographics or to consider where to expand call center operations geographically.
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Linking Workforce Value to Financial Performance
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Business intelligence is an important input in measuring the value of a company's workforce because it helps link people data and programs to financial performance. Sophisticated analytics now can measure how HR systems and programs affect employee behavior and how that, in turn, influences customer behavior - and ultimately drives financial results.
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Companies need to know the demographic and skills profile of their workforce in order to optimize the value of that workforce. That is increasingly the job of a strategic HR function. And, companies must be able to link workforce measurement and the role of the HR function to their business goals. That allows them to evaluate whether HR is doing the right things to help the company grow.
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Using current employee data and projections about future workforce trends, companies can model the people implications of their business plans. HR can then develop targeted workforce strategies to help it attract, engage and retain the right people, in the right locations, at the right cost.
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For example, a global banking organization modeled its total projected labor costs to make decisions about where non-customer-facing employees should be located. In another instance, a leading information services provider was able to better understand current and future staffing trends to better align its reward programs.
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Leading companies create capability in workforce management. By leveraging a combination of excellent processes and technology, they take control of their future workforce today and position themselves to be ready to deliver on their strategy.
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Business Intelligence for HR
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Business Intelligence for HR functions as decision support structure for assessing and administering all HR functions. It offers access to precise, appropriate, wide-ranging information from HRMS applications besides facilitating tools to make improved and more calculated choices.
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Applying Business intelligence in HR helps in executing extensive manpower assessments, preparing account reports, employee performance reports, evaluating wages, staffing, available jobs and termination rules. This eventually helps the organization in making advanced choices that joins the staff with the corporate goals.
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BI helps the HR to provide strategically sound solutions with the help of right expertise and methodical instruments. Through BI an HR is able to avail and assess data from related operational area besides deploying suitable methodologies to understand the data, derive significant conclusions and make evidence based choices.
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Business intelligence (BI) is used in HR to enhance outcomes across all divisions of the firm right from applicant selection, performance assessment, value control, maintenance and profitability. The platform collects the significant data and converts it into commercial acumen that assists the extensive organizational plan.
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Business intelligence (BI) can be used in HR to improve results across all aspects of the organization ?candidate screening, performance appraisals, cost-containment, retention and productivity.
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With BI HR can accelerate to:
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Acquire Talent: Key insights can help HR cost-effectively find the right people in the shortest time.
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Deploy Staff: To segment workforce and invest time in the key employees who make the biggest contribution.
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Segment Talent: To provide opportunities for growth such as training, on-the-job experience, and mentoring.
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Retain Top Talent: To identify the critical talent within the organization and ensure HR retains it.
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It's not enough for HR to simply manage administrative issues. Rather, value will lie in using a fact-based analytic approach to solve business problems and providing a longer-term viewpoint about how the organization should adjust to environmental changes.
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?????? Aligning payroll and incentives with corporate goals
?????? Monitoring key metrics like turnover, demographics, cost per employee, recruiting, and training effectiveness
?????? Analyzing opportunities for improvement in areas such as recruitment, attrition, and retention
?????? Minimizing the administrative burden of manual processes involved with spreadsheets
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Application of Business Intelligence in HR
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?????? BI helps in acquiring right candidate in shortest span of time using economical
measures
?????? It helps in organizing staff and segmenting those who are consistent performers.
?????? It offers prospects for expansion such as training, counseling and on site
experience, etc.
?????? It assists in retaining top performer by locating the significant talent within the firm.
?????? It helps the HR to manage issues other than management and allows him to use evidence based logical approach to resolve commercial issues and offers long-standing perspective on how the firm should regulate keeping the industrial alterations in mind.
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?????? It helps in supporting the appraisal and incentives process in accordance to corporate objective.
?????? It helps in supervising major metrics like value per staff, revenue, staffing, demographics and training efficiency.
?????? Inspecting opportunities for enhancement in context of enrollment, abrasion, and maintenance
?????? Reducing the managerial weight of labor-intensive methods engaged with spreadsheets
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Role of Business Intelligence in HR decision-making
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?????? Offering precise, significant and actionable knowledge
?????? Implementing structuring abilities dependent on actual data to make protrusions regarding the altering dynamics of a firm's employees before, during and post strategy, administrative and other alterations.
?????? Conveys the plan of action, tools and studies to comprehend the influence of the business on office trends, choices and schemes
?????? Recognizes and associates performance enhancers and significant trends that help in updating the strategy for uninterrupted business solutions
?????? It controls pre-allocated KPIs to assign administrative objectives.
?????? It combines all major data on a single homepage which the user can access with one click
?????? It helps in managing employee's growth and learning, and evaluating training turnout, resource utilization, rates, and success rates.
?????? It helps in optimizing payments and comparing it with average salary group on the basis of performance and service analysis.
?????? It helps in controlling recruitment by evaluating time and money spent in the process.
?????? It helps in understanding employee's composition by job profile, user-identified groups, minority categories, and business areas.
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BI acts as a decision support system that helps analyze and manage all HR processes. It provides access to accurate, timely, comprehensive data from HRMS applications and provides the tools to make better, more strategic decisions. Perform comprehensive manpower analysis and budget reports. View employee development and performance reports. Analyze salary, recruitment, vacancy and termination trends. The results: drive faster, better decision-making that aligns your workforce with corporate objectives.
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More than ever before, HR professionals are being asked to show how their company's workforce policies affect its overall business plan. As a rule, this information is not readily available.
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For example, you granted merit raises to your employees this year.
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?????? Can you measure your ROI on that expenditure?
?????? Did it resolve the turnover issue at your underperforming facility?
?????? Did it help retain the people and skills required to meet your company's five-year growth plan?
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In order to provide strategically sound answers, the HR staff needs the critical information provided by the right technology processes and analytical tools. They must be able to access and analyze data from all HR functional areas and employ appropriate methodologies to interpret the data, draw meaningful conclusions and make fact-based decisions.
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Business Intelligence Supports Strategic HR Decision-making
BI can help HR departments become a strategic asset within their respective organizations in two ways: by generating efficiencies within the department itself; and by using the insight that BI delivers to help their organizations make strategic decisions around staffing, planning, and budgeting to support key goals.
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BI can help HR provide answers to the questions that have a direct bearing on their organization's strategy. For example:
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?????? Do our recruitment programs attract our future managers?
?????? Which employees are ready for management positions?
?????? What will our staffing needs be five years down the road?
?????? Who are the most productive employees across the company?
?????? Which employees are at risk of leaving? What can we do to keep them?
?????? Do we have the right skills mix to achieve our goals? Where are the gaps?
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With answers to these questions, HR can identify trends in their workforce that lead to a better understanding of how to maximize human capital. Positive trends can be leveraged for greater value; negative trends can serve as an early warning system to spur corrective action before problems become acute.
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Hiring, retaining, and deploying employees with the right skill sets can be challenging and has strategic implications to firms across industries
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Provides accurate, meaningful and actionable information.
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Introduces modeling capabilities based on real data to make projections about the changing dynamics of a company's workforce in advance of, during and after policy, regulatory and other changes.
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Delivers the methodologies, tools and analyses to understand the business impact of workplace trends, decisions and policies
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Identifies and links performance drivers and critical workforce trends that better inform the strategy for end-to-end business solutions
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Gain Daily Business Intelligence: Leverage predefined KPIs to set management goals. Consolidate all key information on a single homepage, with one-click access to automated out-of-tolerance notifications, KPIs, reports, and more.
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Manage Workforce Development and Learning: Analyze competence gaps by person and job. Analyze skills gaps for groups and individuals. Manage training attendance, resource use, costs, and success rates.
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Optimize Compensation: Analyze salary trends. Compare average salaries by group. Look at salary distributions and skews by grade, performance, and service test. Evaluate benefits plans for maximum value.
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Manage Recruitment: Analyze time and costs by recruitment method. Review recruitment success rates. Analyze applicant statistics and dropout reasons.
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Analyze Workforce Composition: Understand workforce trends by job, geography, user-defined categories, minority groups, and business areas.
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Manage Utilization and Productivity: Analyze planned and unplanned hours by cost band over time. Analyze absenteeism by reason over time.
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BI tools
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With BI tool, HR department can utilize all the data related to their existing employees to analyze their human capital and provide decisions around staffing and retention. Business intelligence can also help HR Department to mine out information regarding:
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?????? How to motivate individuals and departments within organizations?
?????? Do our incentives and benefits reward smart contribution?
?????? How to flush out innovation from individuals and departments?
?????? Will the individuals work their best in collaborative environment?
?????? What is the best technique to train employees?
?????? How to incorporate feedback from individuals?
?????? Why do employees leave the company? Where do they go?
?????? What does the individual employee think of work environment?
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With the BI tools, the HR can tailor the benefits and incentives. The era of providing generic benefits is over. BI tools help get ?Mass Customization' of benefits to suit individual employee. This will be very critical to be competitive in attracting and retaining talent.
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?????? Is my workforce capable enough to meet my target?
?????? Why is my employee turnover so high?
?????? Have I recruited the right people?
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Getting these answers is very critical not just for your HR strategy but to your business as a whole. But are your systems giving you the right information to help you answer these questions?
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They might be giving you numbers, percentages and statistics. But a lot of times you would not have known what to do with them. Unless and until they facilitate good decision making and intelligent choices, they mean nothing. So how do you get those ?good numbers'?
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Metrics in Business Intelligence
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What exactly are metrics?
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Metrics are numbers that indicate how well an organization is performing in a specific area and provide the context around which that performance should be analyzed. Metrics are often expressed as percentages (for example, percentage return on an investment), or sums (for example, total quarterly revenue). They can be either prime or aggregate. For example, an aggregate metric such as recruitment effectiveness could combine recruitment costs, time to recruit, and employee quality, and could be tracked over a specific period of time. Metrics provide the context for decisions around corporate performance in many ways. They have specific definitions, performance targets, thresholds, data sources, historical performance and include supporting documentation. Metrics have an owner who is responsible for meeting performance targets. Ownership for one or more metrics can fall to an individual employee, a team, a line of business, or an entire organization.
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They might be giving you numbers, percentages and statistics. But a lot of times you would not have known what to do with them. Unless and until they facilitate good decision making and intelligent choices, they mean nothing. So how do you get those ?good numbers'?
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HR is a key function and BI is required for better people management and overall business management.
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We understand the critical need of good decision making whatever be the functional domain. It is with this vision that we design and integrate business intelligence solutions with HR solutions.
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Along with integrating HR with your core business strategy, you will have a reporting system which will take care of your metrics. Get your metrics for:
?????? Trends analysis
?????? Employee turnover
?????? Workforce analysis
?????? Budget control
?????? Recruitment cost analysis
?????? Salary Monitoring
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Common sources of HR data are:
Internal
External
Payroll applications
Industry benchmarks
Legacy systems
Labor market trends
Employee surveys
Labor regulations
ERP systems
Collective agreements
Spreadsheets
Outsourced information
Financial systems
Industry benchmarks
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Business Skills for the IT Workers
IT executives are starting to see a looming shortage of people with the mix of tech and business skills they'll need. Its loud and clear Business Organizations need talent with a mix of technology and business acumen. Retiring Baby-boomers have amassed the business knowledge over the period of their employment. Businesses are looking for the same level of Business skill when hiring entry level IT worker to fill their position.
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At the same time ?Hard' IT skill by itself will not be a differentiator because of globalization of labor. The role of IT has also evolved from mundane automation in the 1990s to enabling the business to sustain competitive advantage. If the IT project is not critical to the company's core competency, it will get outsourced. With maturing SaaS model, the organizations will get very comfortable in using ?On Demand' delivery model for non core IT activities. With these emerging new realities, IT workers especially in the developed countries when they compete with other IT workers around the globe need to move up the value chain quickly. ?Soft' skills like good communication skill, collaboration skills etc. are beginning to gain importance.
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The sad part is, because of cost cutting, the organizations are not willing to invest in their workers to acquire those 'soft' skill. The IT workers need to be proactive and acquire those skills themselves.
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Companies around the world face a workforce that is getting older. This will make attracting and retaining talent a top priority. This trend will catapult into the role of HR department right into the middle of formulating a people centric business strategy, especially in Knowledge Industry. As the global war on talent continues, it will become increasingly difficult for large organizations to hire, motivate and retain talent. With the technological advances and globalization, organizations will be subjected to intense competition. Thus, utilizing the right human capital will be of paramount importance. Intense competition will also lead to growing attrition. This is where HR can play an important role in ?Talent Management'. Rather than doing only administrative work and ?reactive' hiring/firing employees, the HR professional need to ?proactively' start solving people issues. IT executives will not be able to address this on their own. Like it or not, they will have to collaborate with HR department in producing solutions to strategic ?people' issues facing the organization. With the advances in Business Intelligence (BI) tools, HR department can utilize all the data related to their existing employees to analyze their human capital and provide decisions around staffing and retention. Business intelligence can also help HR Department to mine out information regarding:
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?????? How to motivate individuals and departments within organizations?
?????? Do our incentives and benefits reward smart contribution?
?????? How to flush out innovation from individuals and departments?
?????? Will the individuals work their best in collaborative environment?
?????? What is the best technique to train employees?
?????? How to incorporate feedback from individuals?
?????? Why do employees leave the company? Where do they go?
?????? What does the individual employee think of work environment?
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Currently HR is not empowered to answer these questions in a systematic way. With the BI tools, the HR can tailor the benefits and incentives to custom fit every employee. The era of providing generic benefits is over. ?Mass Customization' of benefits to suite individual employee is where the future is. BI tools will help HR get there. This will be very critical to be competitive in attracting and retaining talent.
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Pervasive Business Intelligence
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Here are 5 Steps every organizations need to take to make BI pervasive
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Think Big: Don't think of BI as synonymous with query tools; instead, think about how information can be used to improve everything about your business.
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Start Small: A focused project will yield a fast win, garner executive enthusiasm, and provide greater insight into BI's complexities.
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Foster Business-IT Partnership: Learn what drives the business. Staff BI teams jointly with business and tech experts.
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Clean Up: If your source systems are a mess, your BI platform will be, too. Use a data governance program to improve data integrity.
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Provide A Portfolio Of Tools: BI interfaces are optimized for different users and applications. Don't underestimate the importance of interface appeal
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Six reports every HR executive needs
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HR scorecard
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A scorecard is part of a performance management system that provides executives and other people in an organization with critical information about their performance in an easy-to-use format. Scorecarding software creates, manages, presents, and delivers an Organization's key performance metrics (for example: quarterly revenue, ROI, customer satisfaction) and presents them using such intuitive symbols as traffic lights or directional arrows. From this summary information, the end user can drill down through a particular metric to increasingly detailed layers of information to analyze the factors that drive its performance. Scorecards can also be used to measure the performance of a specific department. For HR, key metrics could include progress against recruitment targets, overall headcount, skills gaps, training expenses and effectiveness, employee performance ratings, turnover rates, and more. An HR scorecard enables HR managers to achieve two goals at once: it identifies opportunities for HR to improve its own performance through more effective strategies, whether they focus on recruitment, training, retention, or other areas. It can also be integrated into an executive-level scorecard that illustrates the impact of HR in context to the organization's strategic goals and success.
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Recruiting analysis
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Companies use many recruitment methods to attract top talent. These include newspaper ads, agencies, job fairs, and employee referrals. Recruitment costs account for a considerable percentage of HR's overall budget, and HR mangers need to know that the money that's being spent is attracting the right people. Many HR departments calculate their average cost per hire. However, this tells only part of the story. With BI, a HR manager can measure recruitment efforts in terms of the time required to recruit. From there, the manager could combine the time, money, and recruitment method required to recruit a specific employee, then correlate these metrics to the employee's performance. This could reveal that one method attracts more people in a shorter time or at a lower cost, but that the people are not as highly qualified as those attracted by another method that either costs more or takes a longer time. In this way, the manager can see which methods bring in the highest-quality employees and design highly targeted, highly effective recruitment campaigns that attract highly qualified people.
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Retention analysis
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A challenging economy and a fluid job market have made employee turnover a growing concern among HR executives. Turnover costs can range from the equivalent of six months to three years' worth of salary and benefits depending on the level and expertise of the employees who need to be replaced. To reduce hiring and employee placement costs, HR executives need the ability to proactively identify the factors that lead an employee to leave, thereby increasing the company's overall retention rate. Both of these goals can be accomplished using BI. An HR executive can consolidate and monitor the various facets of each employee's situation (seniority, salary, position, promotions, job class, skill set, and more) and analyze the impact of each facet?whether on its own or combined with others?on the company's turnover rate. In this way, HR executives can create a profile of the employees who are at the greatest risk of leaving, identify the employees that match that profile, and then devote resources to the factors that will prevent them from leaving. This helps the company lower its turnover rate, thereby reducing recruitment, new hire, and employee placement costs.
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Workforce analysis
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A company's ability to deliver on its strategic goals depends not only on its staffing levels, but also on the skills of its employees. Departments that are continually understaffed, or employees that are lacking specific skills, can impair the company's effectiveness. As such, HR managers need the ability to map the goals of each department to the staffing levels and skills mix they will need to achieve them, and then measure progress against these targets. This lets the HR manager align employee performance with the company's strategic goals.HR managers can also use BI to report on basic employee information such as age, gender, and even ethnic origin. Accessing this information lets HR managers see whether their company is complying with labor regulations such as Employment Equity or Affirmative Action. The resulting insight can spur changes in staffing policies that could spare the company from potentially serious consequences. HR managers can also be notified of shortfalls through an automatic email. In this way, HR managers can prevent staffing problems before they develop. If a company plans aggressive growth through acquisitions, BI can be used to consolidate the various legacy systems that will become part of the company's HR database. At the same time, HR managers can use BI to forecast future staffing needs and inform executive decisions regarding budgeting and planning.
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? succesion planning analysis
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Many companies fill their managerial ranks with a mix of internal employees who have worked their way up and people from outside the company. Newcomers inject new ideas and energies; veterans provide continuity and a deep understanding of the corporate culture. The challenge for HR managers is to identify future leaders from within the company and to ensure that recruitment programs are attracting suitable managers from without. Using BI, HR managers can adopt a long-range view that enables them to assess what is sometimes referred to as their company's "readiness rate." They can use BI to create a profile of current managers (their skills, salary, seniority, related experience, and so on) and correlate that information to the company's current workforce. This "bench strength analysis" lets them identify employees who are ready to assume management roles now (those who match the profile), and those who will be ready down the road. From here, directors can identify the skills that future management candidates require to become fully qualified and then design the appropriate development or training programs. This helps ensure that departing managers do not leave holes in the corporate memory?holes that are very expensive to fill.
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Compensation analysis
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Performance-based compensation packages are an effective way for a company to recruit and keep top talent. Performance-driven organizations reward the most effective employees. HR managers need to know that their compensation plans are effective and competitive for their industry and for the skills that they require.BI can help HR managers design effective compensation benefits and policies by correlating compensation to performance targets, skill sets, seniority, and other factors. For example, a sales manager could use BI to analyze the split between revenue generated by new and existing customers, identify those sales reps who bring in a higher percentage of new business, and structure their compensation accordingly. This encourages employees to continually improve their performance and skills. For the HR manager, the end result is a reduction in turnover rates and the associated recruitment costs. It also ensures that payroll spending has a demonstrable impact on overall performance.
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Conclusion
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To conclude Business Intelligence will help HR departments to solve people's issues proactively. It will help HR in Talent aqusition, reducing costs, retaining better talent, work force segmentation,.accesing the performance of the employees or workforce etc.BI gives a new facet to HRM.BI helps HR departments to generate wide variety of on demand HR reports and thus contributes for the effective functioning of HR in organizations through accurate decision making. Thus BI helps in creating and adding a value to the Human Capital Management. Business Intelligence Provides Strategic Value to HR by giving a Complete View of Employee, Compensation, Training, and Workforce Planning Data
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References:
Transforming HR Data into Business Acumen-Roselyn Feinsod, Principal, Towers Perrin HR Services, and Michael Tindall, Manager of Global Business Intelligence and Talent Management, ExcellerateHRO-July 30, 2006
Various blogs related to HRM and Business Intelligence
A seat at the table-how smart hr departments win with business Intelligence - 2008-IBM Cognos.(e-book)
http://www.citehr.com/129316-research-articles-hrm.html
5.????? Human Resource Management Practices in Small and Medium-Sized Enterprises: Unanswered Questions and Future Research Perspectives-RL Heneman, JW Tansky, SM Camp.
6.????? http://tdwi.org/articles/list/business-intelligence-bi.aspx
7.????? The four pillars of HRM: are they connected?-S Wood - Human Resource Management Journal, 1995 - Wiley Online Library.
8.????? HRM in project-intensive firms: changes and challenges-J S?derlund, K Bredin - Human resource management, 2006 - interscience.wiley.com.
9.????? HRM in project-intensive firms: changes and challenges- S?derlund, K Bredin - Human resource management, 2006 - interscience.wiley.com
10.? Talent Intelligence- HRM Today-Alice Snell-May 2010
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Published several Articles on Datamining and Busines Intelligence.Interested areas are Software Engg,Datamining,DBMS,COBOL>presently faculty Alluri Institute of Manangement Sciences,Warangal,A.P.
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Source: http://bensbusinessforce.org/the-fascia-of-business-intelligence-in-human-resource-management/
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