Implementation planning for Infor HR Talent

Number of organizations

One of the first things you must decide is whether to define one organization or more than one. The organization defines the foundation of your HR Talent implementation, so this is a critical decision in your planning.

There are two typical scenarios where it is best to set up one organization:

• Your organization has one primary line of business.
• Your organization has multiple lines of business, but there is interaction or movement between the business lines. For example, resources transfer between them.

You can set up one organization to maintain a resource's employment history as they move throughout the organization. When this setup is used, organization units can share the same processes, codes, and other elements of daily business.

If your organization has separate lines of business with no interaction between the business lines, you can set up multiple organizations. A holding company is an example of this kind of organization. In a multiple organization business, the organizations operate independently from each other.

You can use multiple organizations to separate businesses within your organization for processing and reporting purposes. Because it is difficult to transfer employees between organizations, you should not structure your company this way if such transfers are common.

Typically, a human resources manager, the Human Resources Information Systems (HRIS) manager, and operational director work together to define the number of organizations.

Organization locations

For each organization that you create, you must also define the physical locations for that organization. Locations are used by organization units, positions, and work assignments within an organization, and must be defined when the organization is defined. Locations are also used by Talent Acquisition. Typically, a human resources manager and the HRIS manager define the locations for each organization.

Currencies

Each organization must be associated with a base currency and a currency rate table. Therefore, you must determine which currencies your organization requires before starting your implementation.

See Currency setup.

Organization units and structure

Organizations consist of organization units which are the building blocks that define the structure of your organization within HR Talent

Organization units are arranged in an organization structure. When you create an organization unit, you must specify another organization unit to which it reports. This relationship is used to define the organization unit's position within the organization structure.. Each organization can represent a business unit, a geographical office location, a department within an office, or any other component of your business. You can create an unlimited number of organization units to represent the components of your business.

Organization unit types

Organization unit types are used to designate which organization units are equivalent from a business standpoint, even if they are not at the same level in the organization structure. Organization unit types are associated with organization unit levels. For example, you have a Division A organization unit that reports to Region A, which in turn reports to the National Office. You have a Division B organization unit, but for some reason there is no Region B organization unit. So Division B reports directly to the National Office. In this situation, you can assign the same organization unit type and organization unit level to both Division A and Division B to designate them at the same level from a business standpoint. For example, organization unit type = Division. Level = 2. This is correct even though one of them reports directly to the National Office and the other does not.

The types that you can assign to an organization unit are defined at the organization level. They can only be used for organization units within that particular organization. A carefully thought out implementation of organization units and levels is critical to efficient HR Talent set up and use.

. Each organization can represent a business unit, a geographicalMultiple organization unit types can be associated with the same level. For example, some organization units may be associated with a unit type named DIVISION at level 3. Another organization unit may be associated with a unit type named SECTION, also at level 3. The organization considers these unit types as equivalent. If you report on all organization units with level 3 unit types, both DIVISION organization units and SECTION organization units are included. Levels can also be used in Process Server processes. For example, if a process is directed to managers of organization units with level 3 unit types, then the managers receive the request in their Process Server in-basket.

Jobs and positions

A job is a unique set of responsibilities performed within an organization. A position is a specific instance of a job. For example, you have a job of Nurse and a position of ER Nurse that is a specific occurrence of the Nurse job. When planning your implementation, you must determine what types of jobs and positions are required for your organizations. Consider default rules that may be required, any country-specific attributes, the job level and category, and whether to use family groupings. Determine if there are specific skill or competencies that jobs require.

If you are using Talent Acquisition, pay attention to the job and position responsibilities, skills, competencies, education, and credentials. These elements are integrated into requisitions and are displayed on job postings.

Positions can be automatically created when a job is added. To use this feature, select this option at the organization level. This feature synchronizes the job description, short description, and active status with the position description, short description and active status.

At the organization level, you can also define if and how specific job fields default to the equivalent position fields and work assignment fields.

See the chapters on jobs, job structure, and positions for more information on these considerations.

Resources

A resource is a person who has a relationship with an organization. A resource can be an employee, contractor, volunteer, or have any number of other relationships to an organization. When defining your organizations, some attributes that are related to resources are decided then. For example, whether identifiers are automatically assigned to new resources. Consider these questions when defining resources:

• How many and what types of sources are associated with resources. For example, do you use multiple vendors for hiring contractors,
• What details are required for each resource, For example, personal details, qualifications, contacts, preferences

Work assignments

Work assignments identify which position or positions a resource holds, where the position is within the organization structure, and other specifics about the position. For example, the rate of pay and the manager. To be included in the HR business processes, each resource must have at least one work assignment.

You should determine if any work assignment information should default from a job or position.

Competencies and skills

Competencies and skills can be tracked for your resources, and requirements can be attached to jobs and positions. A competency is a personal characteristic that can enhance job performance. A skill is a learned ability that can be measured objectively. Many organizations do not differentiate between competencies and skills. The main difference in the Competency Management system is that competencies are not renewable and skills can be renewable. Use HR Talent to define and track competencies and skills. Optionally, you can also group competencies and skills into competency groups and competency models, which are used to add multiple competencies and skills at once to jobs and positions. You can also add competencies and skills individually to a job or position. Determine which competencies and skills are required for your jobs and positions and whether to use competency groups and models.