Employee Relationship Management

Employee Relationship Management is a science as old as business itself. Employees are the major assets of an organization. It is essential that the employees perform together as a collective unit and contribute equally towards the realization of a common goal. It has been observed that targets are achieved at a much faster rate if the employees and employer as well as between employees at the same level work together and share a warm relationship with each other.

“Employee relationship management” is a term that refers to relationship development and management between employers and their employees. The relationship can be between employee and the employer as well as between employees at the same level. Employee relationship management activity helps in strengthening the bond among the employees and ensures that each one is contented and enjoys a healthy relation with each other. Employee relationship management includes various activities undertaken by the superiors or the management to develop a healthy relation among the employees and extract the best out of each team member.

This involves implementing a dedicated information system for the management of human resources (generally referred to as HRIS), which makes it possible to cover all problems that are related with the relationship between a company and its employees, in particular:

• Training, i.e. the preparation of an overall training plan of the company which makes it possible to handle a catalog of compulsory or optional internships, requests by employees, and tracking of training actions;
• Pay, to prepare a statement of payments and mailing of salary bulletins;
• Recruiting, in particular follow-up on recruiting interviews and new recruits;
• Competence and career management, consisting in the implementation of a competence reference standard which permits improved management of jobs within the enterprise and in-house transfers. The goal is to value human assets by prioritizing the competences, knowledge, and know-how of the employees;
• Time management, i.e. the management and quantification of the activity of the employees of the company, in particular with a view to compliance with existing laws (reduction of working hours, payment of overtime, accounting of vacation, work breaks and absences);
• Internal communication, which permits sensitization and transversal information, which makes it possible to break the isolation of the different sectors of the enterprise.