When I see a tree anywhere, one of the first things that comes to my mind is what are the functions of the branches of this tree? Which one provides how much benefit? While some of them are branched and have fewer fruits, some of them bear more fruit than others, even though there are not as many details on their branches… I believe that such thoughts can arise in anyone who feels the Human Resources Management principles in their bones, when they see a tree. Based on this idea, I liken corporate structures to trees.
Some of them are saplings whose branches have just begun to grow, while others are centuries-old plane trees that raise many generations under their shadow and protect their employees. Just like a tree takes root in the ground, companies have roots that will enable them to survive for many years, beyond what is visible in corporate life. This is vital for them to withstand the impacts they receive in storms and not to be dislodged.
As can be understood from here, being able to take root and being deep-rooted shows how similar they actually are to each other in the line extending to corporate structures with an inspiration coming from nature, which is the source of life. Even in our working lives, “Organization Tree” is a term we use in daily speech when talking about hierarchical structures.
Being able to preserve these structures, develop and strengthen them with the right guidance reveals the fact that these organizations are lifesaving when necessary and are the basic building block of Human Resources Management.
Organizational structures are among the issues that should be considered when laying the foundations of incorporation. This need is felt more internally, especially as the company grows in size, even if it is not usually at the beginning.
In Human Resources Management, the need for correct structuring in many issues, from duties and responsibilities in the organization to distribution of authority, becomes indispensable after a while; It is very difficult for companies that cannot meet this need to reach the next generations. For this reason, it is vitally important to establish a strong organizational structure that does not depend on individuals, where everyone fulfills their duties completely and as they should, like parts of a machine.
For example, when the company was first established, the big boss (father), who was directly involved in the business, may face the danger of not being able to leave this knowledge to future generations while continuing to grow the business with his own experiences, or when one of the people who holds a position that is important for the company needs to be changed, the person who will replace him must be able to continue with the same experiences. When you cannot do this, a situation arises where you cannot give up on the person in that position.
This begins to disrupt the life balance of the organizational structure. In other words, if the part replaced by a worn-out part, as in the machine example, cannot continue to work in the same way, it will disrupt the working order in the system and perhaps cause other parts to break down. On the other hand, the inclusion of a position that is thought to improve the system and make it more efficient or its relocation within the organization will ensure that it remains constantly updated.
From this point of view, we understand that organizations are structures that need to constantly update themselves in the natural process of life. However, while doing this, we see that he acts in line with the needs.
In Human Resources Management, it is extremely important that the organizational structure is manageable and accurate analysis can be made, considering the above situations.
For this purpose, creating a classical organizational tree and writing flashy titles in the boxes within it will not make any sense on its own for a sustainable, efficient organizational structure. At this point, “Job Descriptions”, which are supportive of organizational structures, help us to explain in detail what that box means.
Keeping analyzable data, especially the data we know as classical, being constantly updated, and accessing this history-based data while updating enables us to achieve organizational management with 100% performance in Human Resources Management. Among the issues we mentioned, it is important that the following data be included in the job descriptions.
- In general, determining and rating the general characteristics of the job, such as which “Job Group”, “Job Family”, “Job Category”, “Job Class” it belongs to.
- Must-have “Skills”, their levels and tolerance values
- “Professional Knowledge” that must be possessed and its levels and tolerance values
- Professionally compulsory or non-compulsory but requested “Certificates” and their levels and tolerance values
- “Education Level and Field” information that the job must have
- Past and internal “Work Experiences”
- Various “Personality” information and “Physical” conditions that must be possessed
- List of “Duties and Responsibilities” that can be classified and history kept
- “Permitted Subjects” regarding working conditions in the organizational structure and “Confidential” issues regarding the task and actions in case of violation of these
- KPIs of the job description
- “Equipment or Materials” that must be used for the job and “Problems and Hazards” that may be encountered during the execution of the job
- Other positions with which you will have a “Business Relationship” as part of your job and business relationship descriptions
As can be seen, it is important to include and apply the above information in the “Job Description” in order to make the job more understandable in Human Resources Management. In addition to these, the information that is followed on a job basis and is not included in the job descriptions but is necessary for Human Resources professionals can be briefly listed as follows.
- Determination of other incumbents to replace the position
- Min., mix., average of the market wage curve according to various criteria on a job basis. creation with values
- If the same job applies to people in more than one position, mapping them
There is a point that should be specifically mentioned in job descriptions in Human Resources Management; You determine what competencies are required to perform a task. With “Talent Management”, one of the important working subjects of Human Resources, you can compare the job and employee profile in many categories such as personal skills, professional/technical competencies.
In fact, in talent management, it is possible to compare not only the job and employee profile, but also the job-candidate profile, employee and employee. For this, you can make a specific score by creating base scores with the competency criteria you determine from a common pool and taking into account the tolerance values in between, and you will have the chance to analyze the candidate or employee who best suits the profile you are looking for. Of course, what you can do in talent management is not limited to these.
At the same time, you can follow the development of the profiles such as the employee/candidate being evaluated and have the chance to support them with various training or activities to contribute. Such practices enable the employee to keep himself more alert, to know how ready he is for different tasks, to see his shortcomings and to look at himself more objectively.
For companies, it enables companies to be more active in issues such as evaluating employee management from a broader perspective, knowing their employees more accurately with numerical data, and measuring the capacity and weight of various jobs and professions within the company. This provides a great advantage in Human Resources Management in terms of making accurate predictions in terms of organizational structuring and taking timely measures in case of long-term global or internal crises.
When we look at it from a general perspective, imagine that all these operations are performed in a data pool containing hundreds and thousands of records. Particularly in large structures, manual tracking of spreadsheets, which have limited possibilities and require repeated data entry, tires and limits people who are committed to this job, and makes it almost impossible to do more.
So, how should Organization and Talent Management, which are subjects that can be studied with such pleasure, be followed more actively? Of course, in an age where data management is important and its value is increasing, digitalization is inevitable and end-to-end Strategic Human Resources solutions within Enterprise Resource Planning systems will make monitoring these processes no longer difficult but can be implemented with pleasure.
In this respect, data management has become a vital need, not a luxury, for organizational structures in our current period. In order to manage these processes in Enterprise Resource Planning and to eliminate manual processes in Human Resources Management, we can list the main features that must be possessed as follows.
- By creating a hierarchical structure based on department and position, the system can then automatically report this information on the basis of position and name in order to manage the subordinate / superior relationship of this hierarchical structure.
- Ability to automatically keep the history of updates made on various dates within the organization and view the old structure when necessary.
- The organization tree can be viewed and retrieved from within the system
- The organizational structure allows position, department and person-based access authorization in every required area in the system.
- Ability to match Position and Job Descriptions and analyze job needs on a position basis
- Integration with the organizational structure on issues such as talent management and monitoring from determining standard staff needs to recruitment processes
If we summarize the features that should be included in ERPs in terms of Organization and Talent Management;
In ERPs, all issues within this need matrix should be presented to the experience of users. It should have a structure that includes modules that can work fully integrated with each other, such as Organization Management, Business and Talent Management, and Norm Staff Management, which make up the Strategic Human Resources Planning modules. While creating your organizational structure, you should be able to view your organizational structure at any date with the history kept by the system and export it to the external environment.
The organizational structure created in ERPs should be left idle within the system and designed in a structure that is more than a simple scheme. It should be actively used in many modules in Enterprise Resource Planning processes, from approvals in purchasing processes to reporting in Project Management, from time reporting in Production to processes in Training Management. Thanks to all these features, the importance of the organizational structure should be explained and experienced in practice by the stakeholders in the system.
When used in this way, it will be seen vividly in the Human Resources Management, like a living organism, in its life cycle within the company, and the reasons for the need to update it when necessary.
On the other hand, department, position and person-based authorizations for data access should be easily made by using the “Access Authorization” feature in the Human Resources modules of ERPs and the organizational structure. Authorizations should be recorded as a history, you should be able to make these definitions with a time limit and ensure that the authorization ends automatically at the end of the period. In this way, you can easily monitor and control your authorization transactions.
In ERP applications, Job Descriptions can be matched with positions in the organizational structure, allowing position-based job analysis.
It should be ensured that all basic data of the job description feeds into other information fields from a single source, and with a feature that can be actively used in Human Resources modules and searched when necessary, it should be possible to make comparisons and analyzes in many variations such as Job – Employee, Job – Candidate, Employee – Employee and find the desired result automatically.
Thanks to the basic data structure that can be managed from a single pool with Talent Management in the application, GAP analyzes and periodic competency evaluations can be made in these areas within the Job – Employee – Candidate cycle, unlimited competency groups can be created for various purposes (polyvalence, etc.) and “Talent Based on Job Based” training needs can be determined.
When we consider that these processes are implemented according to the criteria you are looking for among thousands of employees, it must have a data management capability in this context.
In applications with the specified scope, a wide application perspective can be created for ERP users in Organization and Talent Management. It should be able to provide easy analysis in Organization and Talent Management issues with the reporting tools it will offer within ERPs. It should offer an application area by incorporating the constantly changing and developing global HR trends and their solutions into its R&D studies in the most up-to-date way.
Özer Yılmaz
← Back to blog