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In den vergangenen Jahren hat sich die Art des Arbeitens durch das Verlagern vieler Prozesse in das Home-Office verändert. Die dadurch entstandenen Wirkungen auf Arbeitnehmende und ihre Work-Life-Balance sind trotz bisheriger Erkenntnisse aus Forschungen weiterhin nicht vollständig entschlüsselt. Es ist notwendig zu verstehen, wie sich das Arbeiten im Home-Office auf den Menschen auswirkt. Diese Bachelorarbeit verfolgt das Ziel, Erkenntnisse darüber zu gewinnen, wie das Arbeiten im Home-Office die Work-Life-Balance beeinflusst und welche Faktoren dabei eine bedeutende Rolle spielen. Dafür wurden mittels qualitativer Forschung Untersuchungen an Arbeitnehmenden des Personalwesens durchgeführt. Die Ergebnisse zeigen, dass Home-Office einen Einfluss auf die Work-Life-Balance nehmen kann, was sich an einer besseren Vereinbarkeit von Arbeits- und Privatleben, aber auch an einem Verschwimmen der Grenze zwischen den Lebensbereichen kenntlich macht. Die durch das Arbeiten im Home-Office entstandene Flexibilität und Autonomie sind in diesem Kontext von besonderer Bedeutung. Grundsätzlich gaben die Befragten eine Zufriedenheit mit der Möglichkeit des Arbeitens im Home-Office an, jedoch nur solange es als Hybridmodell genutzt wird.
Globalisation and technological advancements over the last decade have changed the way that business organisations operate. In response to these developments many companies have opted for a global strategy which usually entails a form of standardisation. This thesis will focus on standardisation of human resources software. There are many articles and journals on the field of human resources management, the impact of technology of human resources and standardisation of processes in general but very little literature on standardisation of human resources software despite the huge role that it plays in supporting global HR strategy.
Using mainly qualitative research and primary first-hand experience this thesis will look into the factors affecting standardisation of human resources software. The assumption is that standardisation of HR software is the only option for global strategy and that it will increase efficiency, reduce costs and create other benefits for an organisation.
The research shows that when technical and non-technical factors are not equally considered standardisation of HR software is likely to take longer than intended and according to the measurements put in place it may fail completely or the perceived benefits are not fully realised. Additionally, constant technological innovations could redefine standardisation and the role of HR software in an organisation.
Resulting from the rapid technological advancement in the field of artificial intelligence and its implementation in the business world, intelligent systems are gradually adopted in recruitment. As this development is fast evolving and recent, there is comparatively little research about artificial intelligence in conjunction with recruitment. Hence, this thesis aims at exploring the effects of intelligent algorithms on the recruitment process and the biases involved.To investigate the topic, existing literature was analysed and primary research in form of expert interviews was conducted.The thesis describes the current state of implementation, effects on recruiters and bias as well as potential drawbacks. Overall, it was identified that artificial intelligence cannot prevent bias in personnel selection.The findings imply the need to further research the topic, particularly the implications of algorithmic bias.
Many companies are facing a talent shortage and are not able to fill vacancies with qualified candidates. With the supply and demand of skilled labour being out of equilibrium, companies have realised the necessity to recruit external talent more strategically. One way to transition the mindset to a “talent-focused” approach is to consider students entering the labour market as a source of talent.
The present research aims to define the organisational prerequisites companies require to successfully engage with universities as part of their talent acquisition strategy. While the literature review gives insights into the theories and common practices, the empirical work is dedicated to capturing how companies internally orchestrate their university recruitment. Based on interviews, hypotheses on the ownership of university recruitment, management of talent pools, selection of partner universities, the way talents are attracted, and the motivation of company ambassadors were tested.
The analysis of the interviews yielded that companies can succeed in university recruitment when they can clearly articulate the type of vacancies that should be filled with graduates. Using TRM software to manage Talent Pools can help companies to channel their recruiting activities. However, only one interviewed company used software for talent management. Furthermore, the research has shown that companies tend to rely on partner universities in close proximity to their office first, before aligning the selection of the target universities to the overall business strategy. Also, companies are most successful in attracting candidates when they involve the business line in university events such as career fairs or lectures. That goes along with the finding that the employees are generally intrinsically motivated to support HR in such activities, and no further incentives are needed.
After the Second World War and especially in the early 70s a new phenomenon arose – today widely known as globalization. It eliminated barriers and thus increased international competition. Companies such as Siemens, General Electrics and Procter & Gamble were forced to act globally in order to stay competitive and therefore they had to redefine their businesses in a strategic and internationally oriented manner. As one of a company’s most essential departments, human resources was tremendously forced to adapt to the changed business environment. Language skills, cultural awareness and global mobility were only a few new requirements in human resources.
Early in the beginning of globalization, large companies recognized the opportunity to outsource specific departments with the goal of cost-saving and resource bundling. Manufacturing was and still is a predestined department to make use of outsourcing, whereas the situation for other departments including IT, procurement and human resources is more complex. The main fear is losing control to the outsourcing partner. Main departments with a strategic importance for the overall success are therefore only conditionally suitable for outsourcing. Companies need to ask themselves, how much control over their human capital they are willing to sacrifice for saving costs and staying competitive. With the purpose to evade this conflict of objectives, companies seek for a hybrid model, which allowed them maintaining control and cutting costs at the same time.
In the early 70s, first companies found the solution in the Shared Service Center model, which then rapidly spread throughout a number of countries and industries. Human Resources Shared Service Centers can be defined as a hybrid model, combining advantages and avoiding disadvantages of outsourcing and decentralization of Human Resources. The Shared Service Center model is expected to lower costs, improve efficiency and service quality, and enable organizations to better focus on core functions. Although the strategy seems only having advantages, there are many aspects to consider in the pre-implementation phase. Moving to the Shared Service Center model represents an immense strategic project, including high risk, costs and impact on the overall success. For this reason, the project needs to be well planned, designed, implemented, monitored
and evaluated from the right people, at the right time and at the right place. Any small mistakes made during the project might have an unpredictable and irreversible impact and prevent the company from benefiting of the Shared Service Center model or might even force the organization to stop the project completely. Before deciding to implement Shared Service Centers, companies need to accept that there is neither guarantee for success nor a universally valid success strategy. Best and worst practices will be discovered during the transition at the earliest and a success evaluation can only happen in the post-transition phase. Although the Shared Service Center model is not a recent trend as it found first-time application many decades ago, the topic remains relevant as many companies still hesitate implementing this risky strategy. Some organizations succeeded, others failed and returned to their old approach while some are currently in the transition phase.
Before deciding to move to the Shared Service Center model, one of the top pharma company’s was facing the same issues as other companies on such a scale. The management increasingly felt the pressure to offer the same or an even better service quality at a lower price. Changing the strategy and implementing Shared Service Centers across the globe was seen as the most promising solution. The large pharma company with employees of many nationalities worldwide offers a huge variety of cultures, which can be seen as a chance, but also as an obstacle on the way to a successful Shared Service Center implementation. Primarily, the company has to consider that the project might not work in the same pace, quality and method for all countries. Finding best practices for all countries is a desirable goal, yet not easy to achieve.
The purpose of this study is to research the impact of enterprise social software on performance management in order to explain the statement of this thesis: performance management can benefit from social software. The thesis first defines the emergent collaborative performance management and enterprise social software systems against the background of the need for ‘modernized’ Human Resource systems. Then, interviews were conducted in order to determine the critical success factors of implementing enterprise social software into business systems and processes. Finally, the derived critical success factors are discussed and compared to different assumptions that are made in literature about the impact of enterprise social software on performance management.
It was concluded that performance management can benefit from enterprise social software, but under specific conditions such as rules and policies. Organizations that embrace new technologies and use enterprise social software in compliance with their objectives, strategies and policies can enjoy increased productivity and a collaborative business culture with highly engaged employees.