  TAFE Keeps Employees Happy with BI Enabled HR
Reported by Industry Standard on Saturday, 14 November 2009 (on November 14, 2009)
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Founded in 1960, Tractors and Farm Equipment (TAFE) is not only a tractor manufacturer but also a passenger car distributor. Today, its 4,000-strong workforce is widely distributed both within and outside India, with some located in fairly remote areas. This created hurdles for the company's HR processes.
Highlights
-- Employee Connect initiative was integrated with the company's SAP Business Intelligence 7.0 for dashboards to enable decision-making
-- Benefits ranging from purely qualitative and measurably quantitative were evident post implementation
"There were islands of systems for competency, employee objectives and project deliveries," says P. Shobhana Ravi, chief information and learning officer, TAFE. "This led to subjective performance evaluation, delays in performance evaluation, leave and travel approvals, and reimbursements, which in turn led to employee dissatisfaction."
What TAFE needed was a simple and transparent HR process to connect all its employees. The solution came in the form of the aptly named Employee Connect initiative which was developed in-house and integrated with the company's SAP Business Intelligence 7.0 for dashboards to enable decision-making. The Rs 50-lakh (US$107,589) Employee Connect project introduced online, personalized employee pages. Each page comes with a performance management system and self-service applications for leave and travel approval and reimbursements. It also has training management, an e-learning system that tracks progress and evaluation, and micro-sites for knowledge sharing. In addition, it offers a Web-based, end-to-end recruitment system with SMS and e-mail integration.
Like other implementations of this kind, one of the project's challenges was change management. Ravi says that knowledge transfers of emerging technologies like BI and mobile integration had to be worked on. Other challenges included "changes in processes and requirements and questions of ownership of applications and data," she says.
So, she got buy-in from various process owners, commitment from senior leadership, and generated excitement over the new technologies and its advantages.
Benefits ranging from purely qualitative and measurably quantitative were evident all around. Employee productivity increased. Competency and individual development plans which earlier took up to four months to complete, got done in a month. But, perhaps most importantly, the company's internal survey post the implementation revealed that 95 percent of its employees were happy with the new system.
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