To what extent has the RMG industry helped in Bangladesh’s sustainable development goals?
To what extent has the RMG industry helped in Bangladesh’s sustainable development goals?
THE IMPACT OF FACEBOOK INFLUENCERS ON MILLENNIALS PURCHASING BEHAVIOURS DURING THE COVID-19 PERIOD THEME 2: BRADFORD GLOBAL CHALLENGE (UN-SUSTAINABLE DEVELOPMENT GOALS – SDG12)
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11 pages + well-structured + cited references
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5/10/22
General comment: Please revise:
- Interview questions must be revised:
“Writer has not sectioned the themes with it
He needs to section the questions in themes”. - Feedback is not addressed:
“Can the writer make the dissertation credibility model on attractiveness, trustworthiness and expertise plz? And
then develop interview questions on the concepts.”
It means that a significant part of the dissertation should be rewritten.
- Research objectives may be adjusted (115 words)
- Theoretical framework should be redone (435 words), with new conceptual map
- Results should be rewritten fully (1980 words)
- Discussion + Conclusion and Recommendations may be adjusted as well (1666 words) due to the changes in
research objectives and Results.
Use QA file 843507_rev.docx, as it has been already formatted and proofread.
Map, matrix and research report about two learners
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7 pages + well-structured + cited references
Description
There are 3 things in this paper- ecological map, matrix( table) and report analysing each learner. All should be
combined to one document. Microsoft word is much preferred.
Must use the headings that are provided in the template. And stuck to the template for map, matrix and
pseudonyms.
In case of matrix headings, headings are not included in word count.
What kind of resources can be used is clearly mentioned in the screenshot I’m sending.
For referencing, use APA 7 format and must use academic reaources.
It requires analysing two learners. Please make sure all the things you use look real, examples cannot be vague.
You can think of any two learners- say one can be you and the other can be your friend. Because you should
know some personal information about them. Examples can be hypothetical but make sure they look real. The
format has to be followed strictly and word count must be according to the format provided. The references
should be of APA 7th edition and all sources should be academic.
Must follow the rubric provided because marking is based on that.
When using academic resources, try to use those which are on university of melbourne library. I am sending all
the screenshots where it is explained what to do in this assignment and how. And, I’m also sending an example
of this assignment but this is only for taking ideas, it cannot be copied because it is the work of some old
student
Examining the impact of competitiveness influencers on destination competitiveness: An investigative study of Kingdom of Saudi Arabia’s (KSA) destination competitiveness as an accessible tourism destination
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Writing analysis chapter in the Phd thesis
1- Apply (the solution) i attached for the dataset we discussed about it before.
2- Follow the feedback points i received from supervisor about the data analysis chapter you did such as:
- Analysis needs to use advanced techniques such as CFA and SEM-AMOS.
- In the analysis chapter you need to support your arguments with the literature (This is analysis chapter from
your PhD thesis) for example, when you state that the various index are good you must use the necessary
references in text. ((i hope you do this point in perfect way))
3-check the graduated paper i attached go to analysis chapter as an example to guide you to write the chapter as
what my supervisor want me to do.
4-Also make sure before you complete the nalysis chapter or even the chapter after to read and understand (( My
transfer report ))
5- You recommended me to place order with 20 pages after checking the graduated student paper which my
supervisor asked me to follow the structure of his analysis, it seems 20 pages are too short. Please note that this
will be the final draft of analysis chapter will send it to supervisor and my supervisor will not give me more time
to fix again and again so it suppoused to be perfect with no other comments or mistakes.
6- Please make sure this new analysis is after receiving feedback comment about the previous data analysis
chapter you did so it suppoused to be connected to each other. i know it is totally new analysis but of course it is
editing of the brevious one. So at least some parts supposed to be in.
7- You and Quality team have confirmed and gave a guarntee that all the feedback points will be done in the
same way and structure i asked for, no matter if you thing some points of supervisors comment semms wrong or
good. so we should follow the the same points because i don’t have more time to receive any other strong
feedback.
Finally the most important thing is
understand my transfer report + applying the solution for the dataset + edite the work you did (data analysis
chapter ) following the same feedback points i received from supervisor + check the analysis chapter of the
graduated student (i attached the paper ) it is guidance for writing the thesis as my supervisor said .
Construction Panelling using recycled plastics and waste – rice husk
CONSTRUCTION PANELLING USING RECYCLED PLASTICS AND WASTE RICE HUSK
by [Name]
Course
Professor’s Name
Institution
Location of Institution
Date
Executive Summary
The proposed research seeks to build upon current knowledge through an experimental investigation of a new material made from recycled plastics and waste rice husks for construction panels. The study focused on achieving the following objectives; to analyse the mechanical properties of panels made using recycled plastic and waste rice husks; to investigate the relationship between rice husk fibre ratios and tensile strength, flexural strength, modulus of elasticity, density, and water absorption; to compare the mechanical performance of panels made using different polymer materials such as PVA, polystyrene, and polyvinyl chloride. The polymer composite material will be developed using the standard synthesis procedures. The rice husk loading factors and recycled plastic ratios will be varied to determine the optimal ratio that yields the best mechanical strength and least water absorption. The impact of different rice husk loading factors on tensile strength, flexural strength, modulus of elasticity, density, and water absorption predicted the commercial suitability of the construction panel specimens. The ASTM D 3039 is identified as the best material characterisation procedure for composite materials.
Table of Contents
Climate Change, Global Warming, Population Growth and Biomass-based Materials. 5
Rice Husk Fillers in Composite. 5
Rice Husk and Plastic Composite Materials. 9
Mechanical properties of panels made using recycled plastic and waste rice husks. 11
Matrix Properties and Reinforcement of Polymers with Rice Husk. 12
Cost-Benefits of Rice Husk Biomass in Polymer Composites. 13
Materials Characterisation. 19
Benefits and Limitations of the Methodology. 22
List of Figures
Figure 1 Tensile strength of rice husk fibres (Bisht, Gope and Rani, 2020) 10
Figure 2 Chemical constituents in rice husk waste (Bisht, Gope and Rani (2020) 11
List of Tables
Table 1 Comparative analysis of the chemical composition of rice and coconut husk. 13
Table 2 Relationship between the rice variety and the mechanical properties. 14
Table 3 Research work plan. 20
Background
The background information section highlights the impact of global warming, population growth, and agricultural intensification on the availability of biomass materials including rice husk, which is a suitable filler material for construction composite materials. The section also reviews the impact of different plastic and composite material ratios on mechanical strength, and water absorption. The preliminary outcomes drawn from the background information would help guide the literature review.
Climate Change, Global Warming, Population Growth, and Biomass-based Materials
The emerging concerns about global warming and climate have contributed to the demand for eco-friendly materials to replace the current non-renewable alternatives (Arjmandi et al., 2015). Beyond climate change and global warming, the global population growth was anticipated to catalyse agricultural intensification by 70-110% between 2005 and 2050 to satisfy future demand (Mauser et al., 2015). Cropping intensity and advanced agricultural practices would lead to a higher generation of biomass waste from crops.
The availability of large quantities of biomass waste could help catalyse the development of reinforced polymer composite materials. Based on this worldview, agricultural intensification would have a positive impact on the valorisation, and transformation of biomassinto valuable products, including products, fuels, chemicals, materials, and investments in energy-from-waste technologies (Mauser et al., 2015). The observations made by Mauser et al. (2015) were corroborated by (Daramola and Ayeni, 2020) and (Zaman et al., 2017). Since the production of biomass would increase with agricultural intensification, the development of sustainable and renewable materials for construction purposes, including panels for partition, was a practical option.
Rice Husk Fillers in Composite
The use of risk husk fillers in composites can be traced back to the 1970s (Bisht, Gope, and Rani, 2020). The scope of application had increased as researchers explored new applications. Mosaberpanah and Umar (2020) noted that rice husk was an ideal partial replacement for concrete to create ultra-performance concrete (Mosaberpanah and Umar, 2020) while (Nwajiaku et al., 2018). and ingredient for animal feeds (Nwajiaku et al., 2018). However, the proposed study will focus on the mechanical properties of the material for construction-related purposes.
The selection of rice husk in place of other biomass sources was justified given the material was affordable, widely available, and exhibited high specific strength, low density, and biodegradability (Bisht, Gope, and Rani, 2020). The disposal of rice husks is a challenge in Australia and other countries with large rice farms, considering that 160 million tons of the product are released into the environment each year (Mosaberpanah and Umar, 2020). The estimates provided by (Mosaberpanah and Umar, 2020) were comparable to Chen et al. (2021), who estimated that about 150 million tons of rice husk were generated each year.
Considering that the value addition of rice husk waste was poorly developed in Australia, rice growers in major rice-producing regions such as South-Eastern New South Wales practised field burning (Quayle, 2016). In selected cases, the rice husk waste was incorporated into animal feedstock (Paethanom and Yoshikawa, 2012). Burning rice husk waste is not a sustainable option considering the process releases pollutants into the atmosphere. Beyond rice husks, Australia generates and other developed countries generate millions of plastic waste each year. Cumulatively, 400 million tons of plastic waste are generated yearly, and most are disposed of in landfills and oceans (UNEP, 2022). The scale of plastic pollution justifies the need for value addition, recycling, and conversion of waste into high-value materials.
Research Problem
Even though extensive research has been conducted on construction panels produced using waste rice husks and recycled plastics, there is inconclusive evidence on whether it was possible to optimise the modulus of elasticity (MOE) and reduce water absorption while maintaining high tensile strength, modulus of rapture, flexural strength and impact strength (Ismail, Yassen, and Afify, 2011; Racca et al., 2018; Yamin et al., 2018). Most studies affirmed that the enhancement of mechanical properties involved a tradeoff with performance under different conditions.
Research Question
- Does the rice husk fibre ratios influence the mechanical strength of composite construction panels made from recycled plastics and waste rice husks?
Research Aim
The review aimed to synthesise current knowledge relating to the development of construction panels using recycled plastics and waste rice husk and inform future research on the development of advanced composites for construction panels.
Research Objectives
- To analyse the mechanical properties of panels made using recycled plastic and waste rice husks.
- To investigate the relationship between rice husk fibre ratios and tensile strength, flexural strength, modulus of elasticity, density, and water absorption.
- To compare the mechanical performance of panels made using different polymer materials such as PVA, polystyrene, and polyvinyl chloride.
Scope
The proposed study focuses on rice husk biomass as a filler material for polymer composites for construction panels. The choice of rice husk led to the exclusion of other sources of biomass such as bamboo, algae, and fruit peel waste. The scope of the experimental process encompassed the purchase of rice husk waste from rice producers in New South Wales. The plastic materials were sourced from garbage collection companies; this process was followed by polymer composite materials synthesis. The practical utility of the materials in construction was predicted by the tensile strength, yield strength, and flexural strength; analysis of the surface and cross-section morphology using the SEM and TEM instruments; and determination of the water absorption characteristics.
Chapter Outline
The research proposal has three chapters, namely the introduction, literature review, and methodology. The theoretical background for the study and the fundamental objectives concerning the optimisation of the rice husk and recycled plastic ratios and questions were presented in the introduction chapter. The literature review appraised different experimental data to determine the optimal ratios and loading factors for the rice husk materials. In addition, the chapter outlined the gaps in the body of knowledge.
Literature Review
The literature review builds upon the current body of knowledge presented in the introduction with a greater emphasis on the mechanical properties of panels made using recycled plastic and waste rice husks, the link between rice husk fibre ratios and tensile strength, flexural strength, modulus of elasticity, density, and water absorption, and mechanical performance of panels made using different polymer materials such as PVA, polystyrene, and polyvinyl chloride. The object purpose of the literature review was to address gaps in the body of knowledge and derive new insights and perspectives, which would guide the implementation of the study objectives. The gaps drawn from the research were listed in the final section of the study.
Rice Husk and Plastic Composite Materials
The utility of composites made from recycled plastics and rice husks for construction-related purposes such as in-house partition was assessed based on the following criteria: fire resistance, water absorption, density, flexural and tensile strength in line with established mechanical testing standards (Ismail, Yassen, and Afify, 2011; Yamin et al., 2018). The review contributed new insights on the value addition of plastic waste and rice-derived biomass; this is critical to the conservation of the environment and the reduction of the carbon footprint.
The accumulation of non-biodegradable plastic waste materials had a detrimental effect on soils and the environment, as noted by Yamin et al. (2018) and Maddah (2016). Extensive research has been conducted on composite materials made from recycled plastic and waste rice husks with variable results. For example, Ismail, Yassen, and Afify (2011) prepared rice straw fibre-reinforced polymer composites. The materials had a flexural strength of about 400N and impact strength of approximately 3.8 J/cm2. The performance of the composite was dependent on the polymer – Polyvinyl alcohol (PVA)-based composite materials that had higher flexural strength relative to the polystyrene polymers (Ismail, Yassen, and Afify, 2011). In contrast, composite materials made using rice husk fibres had a tensile strength of 20-35 MPa and Young’s modulus above > 5,000 MPa (see Figure 1) (Bisht, Gope, and Rani, 2020). The mechanical properties affirm the suitability of the composite for construction-related applications.
Figure 1 Tensile strength of rice husk fibres (Bisht, Gope, and Rani, 2020)
The performance of the rice husk fibres exceeded alternative materials such as talc composites. Talc is a widely used filler material with a high aspect ratio that reinforces the thermal and mechanical properties of the polymers. Despite the advances made in the development of advanced composites from different biomass materials, the enhancement of the mechanical properties often involves a tradeoff with the thickness, swelling, density, and the modulus of rupture (Ismail, Yassen, and Afify, 2011; Racca et al., 2018; Yamin et al., 2018). The challenge has persisted with the generation of new materials. Considering that low water absorption and high tensile strength, and flexural strength were vital requirements for durable materials, there was a need for further research and development. In contrast to Ismail, Yassen, and Afify (2011), Yamin et al. (2018) developed an advanced composite material, which integrated oil palm empty fruit bunch in addition to the waste plastics and rice rusks for optimal modulus of elasticity (MOE) and lower water absorption.
Mechanical properties of panels made using recycled plastic and waste rice husks.
Composite materials made from recycled plastic and rice waste husks had variable tensile strength, flexural strength, modulus of elasticity, density, and water absorption. The variations were attributed to the different weight proportions of plastics and rice husk fibres. The current body of knowledge advanced distinct narratives about the phenomena. For example, Bisht, Gope, and Rani (2020) noted that the incorporation of rice husks translated to a significant improvement in mechanical properties. The microstructural changes that contribute to the robust performance can be linked to the high cellulose (35%) and hemicellulose content (25%) (see Figure 2). The chemical composition was dependent on controlled pyrolysis conditions, given organic matter is removed (Severo et al., 2020); this would compromise the mechanical performance of rice husk-based composite materials for construction purposes.
Figure 2 Chemical constituents in rice husk waste (Bisht, Gope and Rani (2020)
Based on the data, it could be deduced that pyrolysis temperatures predicted the chemical characteristics of the value-added product. A contrary phenomenon was observed at 700 oC (Nwajiaku et al., 2018). The effect of temperature on the chemical properties of rice husk waste documented by Nwajiaku et al. (2018) was in agreement with Paethanom and Yoshikawa (2012), who noted that at a higher temperature, there was a notable decline in the biochar yield.
Matrix Properties and Reinforcement of Polymers with Rice Husk
Even though rice husk waste is rich in organic compounds such as cellulose and hemicellulose (Severo et al., 2020), the trace levels of sodium, phosphorous, magnesium, calcium oxides, and chemical composition changes in the polymer structure had a pronounced effect on the impact strength, flexural and tensile strength as noted by Ismail, Yassen and Afify (2011) and Yamin et al. (2018). For example, metal oxides and silica predict the electrical conductivity and pH of the biomass-derived material (Mosaberpanah and Umar, 2020). The observations made by Bisht, Gope, and Rani (2020) and Mosaberpanah and Umar (2020) were corroborated by other scholars, including Nwajiaku et al. (2018). However, in the latter case, the chemical composition of the rice husk waste varied with exposure to different pyrolytic temperatures (Nwajiaku et al., 2018). At temperatures of about 300 oC, the content of silica, calcium, magnesium, sodium, and carbon increased.
A comparative analysis of the metal oxides in rice husk and other biomass indicates that the former had higher levels of manganese, iron, magnesium, and aluminium oxides (see Table 1) (Zaman et al., 2017). The phenomena were attributed to the methods of rice husk pyrolysis, soil characteristics, and harvest conditions (Severo et al., 2020). The oxides predicted a metal adsorption capacity and chemical composition, and mechanical behaviour of the rice husk-plastic composite material for constriction purposes.
Table 1 Comparative analysis of the chemical composition of rice and coconut husk
| Oxide composition | Rice husk ash (%) | Other biomass (%) |
| MnO | 0.2 | 0.0 |
| CaO | 0.0 | 0.3 |
| K2O | 1.5 | 4.8 |
| Fe2O3 | 0.5 | 0.2 |
| MgO | 0.5 | 0.0 |
| SiO2 | 69.8 | 72.3 |
| TiO2 | 1.3 | 1.9 |
| Al2O3 | 1.3 | 0.9 |
| P2O5 | 0.3 | 0.6 |
| Al2O3 + Fe2O3 | 1.7 | 1.0 |
| SiO2 + Al2O3 + Fe2O3 | 71.6 | 73.4 |
| LOI | 8.2 | 9.3 |
Source: (Zaman et al., 2017)
Aluminium, magnesium, silicon, calcium, and iron reinforced the mechanical properties, particularly the tensile strength (Saravanan and Kumar, 2013). The positive link between metals and tensile and flexural strength reported by Saravanan and Kumar (2013) was corroborated by Muni et al. (2019), who attributed the changes to specific weight compositions (6-10% wt). However, impact strength was lower with higher reinforcements, given that reinforced composite materials were less ductile compared to the non-reinforced materials.
Cost-Benefits of Rice Husk Biomass in Polymer Composites
Even though there was strong evidence in support of the integration of rice biochar, contrasting evidence was presented in the literature. Arjmandi et al. (2015) and Yiga et al. (2021) argued that the incorporation of rice husk did not automatically translate to a statistically significant improvement in mechanical strength. The arguments made by Arjmandi et al. (2015) and Yiga et al. (2021) could be attributed to the risk husk varieties – long grain, short grain, hybrid, and organic golden rose medium grain (Chen, Xu, and Shivkumar, 2018). Each rice variety had a unique diameter of the external protrusions, grain length, thickness of the epidermis, epidermis fibre length, and wall thickness (Chen, Xu, and Shivkumar, 2018), which in turn, predicted the mechanical behaviour.
The data presented in Table 2 affirmed that organic short grain rice husk had the lowest specific strength (11 MPa), followed by the medium grain (18 MPa). In contrast, the long grain and organic golden rose medium grain had significantly higher specific strength (>60 MPa) and tensile strength (135 MPa) (Chen, Xu, and Shivkumar, 2018). On the downside, there was no comparative data from other literature. Yiga et al. (2021) reported the performance of different varieties of rice husk, namely K85 and K98, which are distinct from the medium, long, and short-grain varieties studied by Chen, Xu, and Shivkumar (2018). Following the review of the mechanical properties of different rice husk types, the long grain and organic golden rose medium grain were best suited for constructing panels due to their desirable mechanical properties. However, it remains unknown whether the high mechanical properties would remain unchanged with the incorporation of recycled plastic materials.
Table 2 Relationship between the rice variety and the mechanical properties
| Rice type | Maximum load | Ultimate tensile strength (MPa) | Tensile modulus (GPa) | Density | Specific strength (MPa) | Specific modulus (GPa) |
| Organic long grain | 8.7 ± 2.2 | 106 ± 25 | 1.5 ± 0.5 | 1.8 ± 0.5 | 59 ± 14 | 0.8 ± 0.3 |
| Organic golden rose medium grain | 8.3 ± 4.7 | 135 ± 41 | 1.8 ± 0.5 | 2.0 ± 0.4 | 68 ± 21 | 0.9 ± 0.3 |
| Organic short grain | 2.7 ± 0.7 | 19 ± 9 | 0.4 ± 0.1 | 1.8 ± 0.4 | 11 ± 5 | 0.2 ± 0.1 |
| Hybrid long-grain texmati | 12.1 ± 3.7 | 136 ± 39 | 2.0 ± 0.4 | 2.1 ± 0.3 | 65 ± 19 | 0.9 ± 0.2 |
| Medium grain | 2.6 ± 0.9 | 28 ± 9 | 0.9 ± 0.4 | 1.6 ± 0.1 | 18 ± 6 | 0.5 ± 0.2 |
| Long grain | 7.7 ± 2.9 | 134 ± 32 | 2.6 ± 0.5 | 1.9 ± 0.3 | 71 ± 17 | 1.4 ± 0.3 |
| Nylon 618 | – | 78 | 2.4 | 1.13 | 69 | 2.1 |
| Polylactic acid19 | – | 44.5 | 3.1 | 1.3 | 34.2 | 2.4 |
Source: (Chen, Xu, and Shivkumar, 2018)
Considering that the mechanical properties of the long grain and organic golden rose medium grain were higher compared to polymers (Nylon and Polylactic acid), the loading factor for the former in the composite should be higher. The proposal was in line with Yiga et al. (2021), who recommended a risk husk loading factor of 10-30%. Similar percentages were reported in other experimental studies on rice husk-reinforced polymer composites (Yamin et al., 2018; Mosaberpanah and Umar, 2020). However, there was no standard loading factor. This means the loading factor and ratios should be customised to achieve the desired tensile strength. However, contrasting evidence suggests that the rice husk fibre loading factor did not have a uniform effect on the tensile strength.
Morales et al. (2021) reported a loss in tensile strength. The phenomena were attributed to absent/limited chemical bonding between the rice husks and the polymer chain matrix (Morales et al., 2021). Additionally, the large surface energies contributed to the loss in the tensile strength. Various material modifications were proposed to enhance the mechanical properties, including the incorporation of carbon fibre as filler material and water and PLA with alkaline-treated rice husk fiber (see Table 3); this led to the development of rice husk–filled carbon-reinforced hybrid polymer composites (Jena, Das, and Mohapatra, 2021). The mixed effect of the rice husk loading factors on the tensile strength of the polymer composites informed the optimisation experiments for the polymers.
Table 3 Experimental study of recycled panels including rice husk
| Material | Tensile strength | Tensile modulus |
| PLA | 7.35 | – |
| PLA with alkaline-treated rice husk fiber | 39 | 52 |
| PLA and starch | 14.25 | 0.225 |
Source: (Arjmandi et al., 2015)
Gaps in Literature
The following gaps were observed in the literature. First, there was inadequate data comparing the mechanical properties of long-grain and organic golden rose medium grain rice husk before and after the addition of recycled plastic waste. Second, there was limited comparative data about the mechanical properties of K98 and K85 rice husk versus long grain and organic golden rose medium grain rice husk; this had an impact on the proposed study considering different rice varieties were cultivated in Australia.
Conclusion
The literature review provided useful insights into how the rice husk fibre and polymer ratios, loading factors, and varieties influenced the mechanical strength of composite construction panels made from recycled plastics and waste rice husks. Considering that different studies focused on the development of unique materials with context-specific applications, there was no universal loading factor. The ratios were predicted by the desired application of the material. Additionally, the literature review confirmed that it was practical to enhance the mechanical properties of panels made using recycled plastic and waste rice husks through the optimisation of the rice husk fibre ratios to achieve desirable tensile strength and flexural strength modulus of elasticity, density, and water absorption.
Methods
Introduction
The proposed methodology focused on the optimisation of the mechanical performance of panels made using different polymer materials such as PVA, polystyrene, polyvinyl chloride, and rice varieties, particularly the long grain and organic golden rose medium grain, to achieve optimal tensile and flexural strength and minimal water absorption. An experimental approach will be recommended because there was limited data about the desired loading factor and the impact of rice husk variety on the mechanical strength of the composite panels.
Research Design
Moissenko et al. (2016) described a research design as a plan of action employed to answer specific research questions. In the current case, the primary question was whether the material of interest had satisfactory mechanical strength compared to the existing materials. The proposed research will employ an experimental research design. According to (Panchal and Szajnfarber, 2017), experimental research designs helped to test scientific hypotheses and develop theories. The experimental research design was aligned with past studies on rice husk fiber and polymer composite materials (Arjmandi et al., 2015; Chen, Xu, and Shivkumar, 2018). The experimental setup is reviewed in the next section.
Experimental Set-up
The experimental setup was aligned with established standards for rice husk and recycled waste material characterisation and testing.
Material Collection
The rice husk materials were collected from rice-growing areas in New South Wales. A key focus was on the comparison of the K95, K85, long grain and organic golden rose medium grain rice husk. As noted in the preceding sections, it was necessary to compare the performance of different varieties of rice husks, including long, medium, and short-grain, hybrid, and organic golden rose medium grain because each variety had a distinct tensile strength (Chen, Xu, and Shivkumar, 2018). The rice husk was cleaned off any organic debris and then shorted and dried to remove the excess water. Following the drying process, the samples were ground and labelled before mixing to achieve the desired loading factor. As noted in the literature review, the optimal loading factor varied between 10 and 30%. The theoretical evidence will guide the preparation of the polymer-rice husk ratios.
Materials Characterisation
The material characterisation experiments were conducted in line with the ASTM D 3039 standard for assessing the tensile strength, Poisson’s ratio, and tensile modulus of composite materials, which used extensometers and strain gauges with or without moisture loading at different temperatures. The performance of K95 and K85 rice husk will be compared against the long grain and organic golden rose medium varieties to establish, which had superior mechanical properties. The ASTM D 3039 test helped to predict the force needed to break the bonds in a polymer composite specimen and the force required to stretch and elongate the specimen up to a breaking point (ASTM International, 2014; Intertek, 2022). The ASTM D 3039 standard was preferred in place of the ASTM D 638 for plastic materials and other standards for rice husk materials (ASTM International, 2014; Jena, Das, and Mohapatra, 2021). The adoption of a uniform standard will enhance the reproducibility and reliability of the proposed methodology.
Beyond the mechanical properties, other material properties performance of the polymer composites were evaluated using microscopy techniques, including scanning electron microscopy (SEM) and tunnelling electron microscopy (TEM), which are liable instruments used to determine the surface and cross-sectional morphologies. The choice of the microscopy techniques is informed by past scholarly studies (Sahiner, 2014; Iyer, Zhang, and Torkelson, 2016). The surface and cross-sectional morphologies and particle shapes and sizes of the virgin and mixed polymer materials will be assessed using the scanning electron microscope (SEM) and transmission electron microscope (TEM). FTIR instrument will facilitate the determination of the functional groups after functionalisation, while nitrogen sorption measurement will help determine the polymer’s surface properties.
Work Plan
The proposed research will be conducted in line with the work plan presented in Table 4. According to the work plan, the first step of the research will encompass a preliminary research review and sourcing of the raw materials from rice fields and recycled plastic disposal sites. The next phase of the research will involve lab-based synthesis of composite materials with different loading factors of rice husk and polymers. The third phase of the study will be material characterisation to assess the tensile strength, yield strength, and flexural strength; analysis of the surface and cross-section morphology using the SEM and TEM instruments; and determination of the water absorption characteristics. The last phase of the study will be the compilation and write-up of the final results and the presentation of the data.
Table 4 Research work plan
| Activity | Months | |||||
| May | June | July | August | September | October | |
| Preliminary research review and sourcing of the raw materials from rice fields and recycled plastic disposal sites. | ||||||
| Laboratory-based synthesis of composite materials with different loading factors of rice husk and polymers. | ||||||
| Material characterisation to assess the tensile strength, yield strength and flexural strength. Analysis of the surface and cross-section morphology Analysis of the water absorption characteristics | ||||||
| Optimisation of the mechanical properties | ||||||
| Research report/thesis write-up |
The proposed work plan suggests that the research activities will commence in May 2022. The proposed six months duration might change depending on the availability of the precursors for the composite materials and laboratory infrastructure, among other unforeseen circumstances. The research window will be adjusted accordingly in line with the research plan activities.
Ethical Considerations
The principal ethical issue of concern was a conflict of interest in the optimisation of the modulus of elasticity (MOE), water absorption, high tensile strength, modulus of rapture, flexural strength, and impact strength (Ismail, Yassen, and Afify, 2011; Racca et al., 2018; Yamin et al., 2018). A researcher’s professional judgement during research might be compromised by financial and personal considerations (University of California, 2022). The issue will be addressed through self-funding of the research; this would help to ensure that external stakeholders had no undue influence on the research outcomes.
Benefits and Limitations of the Methodology
The proposed experimental study will have mixed benefits. On the other hand, the experimental approach will contribute new knowledge and insights beyond what is presented in the literature. The new evidence would help establish whether the enhancement of mechanical properties involved a tradeoff between performance and the optimal rice husk fibre ratios needed to achieve desired mechanical strength of composite construction panels. On the other hand, the preparation and characterisation of composite materials were time and resource-intensive. Additionally, there was a risk of errors in instrumentation linked to calibration and sampling errors.
Conclusion
The proposed research will contribute new insights into the utility of recycled plastics and waste rice husk materials in construction panels. In contrast to past scholarly studies, the proposed research will focus on the mechanical properties of the K95, K85, long grain and organic golden rose medium grain rice husk varieties in polymer composites. The scope was justified by the gaps relating to the tensile strength, flexural strength, modulus of elasticity, density, and water absorption of different rice husk varieties in different polymers such as PVA, polystyrene, and polyvinyl chloride given that different polymer ratios, and pyrolysis temperature had a distinctive impact on the composite materials mechanical strength. The focus on biomass-derived fillers for construction materials is anticipated to catalyse the production of affordable and durable materials.
References
Arjmandi, R. et al., 2015. Rice Husk Filled Polymer Composites. International Journal of Polymer Science, 2015, pp. 1–32. doi: 10.1155/2015/501471.
ASTM International, 2014. ASTM D3039/D3039M-08: Standard Test Method for Tensile Properties of Polymer Matrix Composite Materials. [Online] Available at: https://www.astm.org/d3039_d3039m-08.html [Accessed 20/04/2022].
Bisht, N., Gope, P. C. and Rani, N., 2020. Rice husk as a fibre in composites: A review. Journal of the Mechanical Behavior of Materials, 29(1), pp. 147–162. doi: 10.1515/jmbm-2020-0015.
Chen, R. et al., 2021. Sustainable utilization of biomass waste-rice husk ash as a new solidified material of soil in geotechnical engineering: A review. Construction and Building Materials, 292, p. 123219. doi: https://doi.org/10.1016/j.conbuildmat.2021.123219.
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The shortage of skill in the construction industry in the UK
Project proposal
Title: The shortage of skill in the construction industry in the UK.
Contents
Research question and objectives. 3
Construction Industry in UK.. 3
Role of Brexit in the Shortage of Labours. 4
Training and Recruitment Issues. 6
The number of apprentices entering the sector 8
Recessions affect the skill shortage. 9
Research philosophy and approach. 10
Research technique and procedure. 10
Methods of data collection and analysis. 11
Sampling based on the industry. 11
Sampling based on the year of experience. 11
Consent of the organisation. 12
Problem specification
The title of the project clearly stated the area of interest for the research. This research is based on analysing the shortage of skills in the construction industry in the UK.
Background
The shortage of skills in the construction sector has been under debate for the past three years as construction industries have faced a lot of issues related to the decline of the skills in the construction industry. Skilled people are always required in every field and every sector demands skilled people for carrying out smooth operations in the business. The construction industry is considered to be one of the main sectors in the UK in which the majority of the population of the UK is employed. Different people from different backgrounds are being employed at various positions in construction companies (Díaz et al., 2021). It has been seen that in recent year’s construction industries has been facing a shortage of skills as the people who are being hired in the construction companies are not well-trained. Factors that are causing a shortage in the skill in the construction industry include no proper training to the employees by which they can enhance their skills to be a part of the construction company (Adaloudis and Roca, 2021). According to the office for national statistics, the employment rate in the construction sector has been decreased from 2.4 million to 2.1 million in the last three years. This shows that four per cent in employment has been decreased in UK-born workers and almost forty per cent decline has been seen in EU workers. It has been also considered that the ageing workforce is one of the main reasons behind the shortage in the construction industry. When the workers reach the age of retirement, it becomes very difficult for the companies to hire new people who are equally competent and skilful as the old employees. The skills of the workers in this field are very important and it demands potential workers to compete for the tasks. Many operators in the construction sector have reported a shortage of skilled workers in the construction sector.
This research question has great significance as it will give a new dimension for the researchers to analyse the factors which can help in enhancing the skills of the workers. This research will be used by future researchers in the construction industry to develop new strategies for helping this sector in terms of the enhancement of the skills of the workers. It is really important to consider all the factors which can lead to the shortage of skill in the constriction sector as it can lead to great loss in this sector (Badi et al., 2021).
Aim of study
The study aims to highlight the factors which are causing a decline in the skill in the construction sector and how the skill of employees can be enhanced in the construction sector.
Research question and objectives
The research question for the research are as:
- What are the different factors which are the main cause behind the decline of skill in the construction industry?
- What are the different factors which must be considered for enhancing the skills of the employees in the construction industry?
The research objectives for this research include:
- To highlight the importance the skilled workers in the construction companies
- To highlight the factors which are causing the shortage of skill in construction companies
- To highlight the factor which can help in enhancing the skills of the employees in construction companies.
Construction Industry in the UK
The Construction Industry Training Board (CITB) has announced its latest predictions for how many additional construction employees the industry will need to hire. After accounting for productivity gains and changes in task mix, the total for the five years from 2021 to 2025 is 217,000. These will help to increase the number of people working in the business while also compensating for those who will quit. The economic data that underpins these forecasts are significantly more encouraging than many had predicted a year ago. Then, during the early stages of the epidemic, there was concern that rebuilding construction activity and job numbers to 2019 levels would take at least five years. This estimate predicts a significantly more robust recovery, with construction output rising by 11% this year, followed by a sustained growth of roughly 3% over the next four years (Dixon and Umeokafor, 2021).
Role of Brexit in the Shortage of Labours
According to CITB, as the industry grows from 2.7 million to 2.84 million workers by 2025, an annual recruitment rate (ARR) of 43,000 people will be required. This includes around 400,000 professionals who are generally classed as working in the service industry. Carpenters, bricklayers, and plasterers are among the trained tradespeople in short supply, according to builders and developers across the UK (Green, 2021). As a result of the labour shortage, construction projects are stalling and wages are rising, while material costs are skyrocketing as a result of the wider disruption to global supply networks. According to industry experts, the government’s goal of building 300,000 homes per year will be difficult to achieve without a liberalisation of migrant visas and a significant domestic training drive (Lawani et al., 2021). All of this appears to be quite beneficial, and it is in many respects. While the research acknowledges that a shortage of new hires is a problem, it does not specify how difficult it will be for the industry to retain enough skilled workers to satisfy demand. Because of the pandemic’s situation, conducting surveys has become difficult, and the results have become less reliable. Meanwhile, it’s difficult to separate the consequences of the epidemic from those brought on by Brexit. Even though the fog of confounding factors obscuring a stormy ocean of data, the outline of what could prove to be an iceberg on our way to calmer seas in the form of a huge event can be seen. Brexit has been proved to be one of the major factors in decreasing the number of skilled workers in the construction industries. It has restricted many of the workers from working in different regions as different laws were made for the workers after Brexit. Workers of the construction companies who were from the EU were having additional requirements to be part of the different organisations in the UK. This made it difficult for the employees to be part of the different construction companies in the UK.
Figure 1: UK’s builder’s costs (Source: IHS Markit)
The outbreak was exacerbated by the outbreak, which left an insecure workforce in the area entrenched amid repeated losses, and thousands of skilled workers, mostly from Eastern Europe, fled. Meanwhile, Brexit and the end of the free movement of people between Britain and Europe have shown how reliant the UK construction industry is on the work of migrants to fill gaps (Badi et al., 2021). Official government data show that construction activity dropped sharply in April and May after a surge earlier in the year. While the overall forecast for development remains encouraging, the RICS research indicates that industry restrictions are continuing to weigh on momentum. Since the United Kingdom’s exit from the European Union, which reduced the pool of trained employees, labour shortages have been particularly acute. In the last four years, the number of EU construction employees has halved, and contractors who laid-off workers during lockdowns are finding it difficult to rehire them (Turnpenny and Hussein, 2021).
Construction output is forecast to expand 13.7 per cent this year and 6.3 per cent in 2022, despite growing challenges and slowing growth in April and May, according to the Construction Products Association. After a 44 per cent drop in output between February and April last year, a rise in home building in the United Kingdom helped boost construction activity to pre-pandemic levels in the early months of 2021 (Ranci et al., 2021). According to Swain, bricklayers now earn £220 a day, sometimes more, compared to £180 before the crisis. Wages are rising all over the place. Wage increases, according to the prime minister, are a necessary adjustment on the path to the high-skill, high-wage economy that people voted for when they rejected EU membership in 2016. However, there is a risk that inflationary pressures and labour shortages would restrict demand for new investment (Fuller, 2021).
Training and Recruitment Issues
One of the main reasons for the migration of foreign labour is that recruiting and training is a major issue – not just for construction companies, but for the entire sector. The levy-funded industrial training boards established in the 1960s to enhance national skills levels were abolished in the 1980s. The CITB and its sister institution, the Engineering Construction Industry Training Board (ECITB), which covers heavy engineering workers such as those working on big energy, chemical, and process engineering projects, both survived. The need to preserve them was recognised even in the strongly market-oriented political context of the 1980s, principally to correct a market failure (Loosemore et al., 2021). The idea was, and still is, that if construction businesses are left to their own devices, they will poach rather than train the skills they require, resulting in a poorly trained and inefficient workforce. In addition, training is extremely costly, costing tens of thousands of pounds per qualified individual. Companies need worker flexibility, which explains why there is a high rate of self-employment. And potential recruits know that the uncertainty and risk of repeated layoffs comes from flexibility, which is one of the main reasons British millennials are reluctant to participate (Wallis, 2021).
Given this, it’s logical that businesses would seek out a quick supply of qualified individuals who, by their very nature, are mobile. Furthermore, according to the CITB study, employers perceive international workers as being more skilled and having a better work ethic than many domestic workers. The regulations altered as a result of Brexit, and the free movement of labour came to an end. This does not imply that the route is shut down. New hurdles, on the other hand, will deter some, if not many, EU citizens (Loosemore et al., 2021). As a result, we must assume that all other things being equal, the influx of workers from the EU will be lower. That brings us to the present day. The influx of workers hired in the 1980s is nearing retirement age. It will be more difficult to fill their shoes with talented workers from other countries. When there was previously a unified market for employment, the points-based immigration system creates a barrier for EU workers (Watkins and Hochlaf, 2021).
Supply chains have been disrupted, and some industries and locations, such as office and retail construction, are falling behind while others, such as housing and distribution, are booming. As a result, there are zones of abundance and pockets of scarcity. This helps to explain why, as of early May, there were still 166,600 construction workers on furlough in the UK, with two-thirds on complete vacation and a slew of self-employed construction workers seeking income support. The use of these programmes is disproportionately concentrated in London. Architectural design, engineering, and project management, as well as on-site trades, are all part of the construction sector (Watkins and Hochlaf, 2021). And whether it’s the design of a structure or its physical construction, all of these responsibilities necessitate specialised knowledge. In the United Kingdom, many construction employees are also migrant labourers. According to a recent report by the Construction Industry Training Board, as much as a third of construction firms in the UK now employ tradespeople who were born outside of the UK. As a result, if free movement is restricted after Brexit, the skills shortfall may grow (Wallis, 2021).
The number of apprentices entering the sector
The UK construction industry is one of the country’s main economic generators, but a shortage of skilled workers is a problem for an industry that is more than most dependent on its workforce. The construction industry is considered to be one of the main sectors in the UK in which the majority of the population of the UK is employed. Different people from different backgrounds are being employed at various positions in construction companies. It has been seen that in recent year’s construction industry has been facing a shortage of skills as the people who are being hired in the construction companies are not well-trained. Construction employers and temporary employment agencies are aware of the shortage of qualified personnel; competent professionals in the craft recruitment market are always in need. While the industry remains important for employment, the economy and social development, the lack of skills to drain a recovering market threaten (Bahr and Laszig, 2021). The construction industry is one of the pillars of the UK economy. As we think back to hard helmets and a builder, the company spans a wide range of disciplines including architecture, civil engineering and even Laurence Llewelyn Bowen. Construction is an excellent indicator of how the economy as a whole is doing because of the high cost and risky side of the industry. The development of new projects is slowing in a weak economy and the recovered empire will see investment devaluation. Investments are currently on the rise. New real estate initiatives have resulted in a healthy sector with the longest growth since the last recession. Employer confidence has improved, so it’s a great time to work in construction, but skills shortages are a potential obstacle to further expansion.
According to the Department of Business, Innovation and Skills, the condition of an industry hit by the recession has had a significant impact on the number of new entrants to the profession. In the years 2013-2014, there were 8,000 students in the “construction, planning and construction environment”, a number that has been declining steadily for the past five years. The number of completed apprenticeships increased by more than 10,000 in the years 2008-2009, a decrease of 55 per cent compared to pre-recession figures (Stojanovska-Georgievska et al., 2021).
Ageing Factor
The UK population is ageing and the construction industry is expected to lose more skilled workers than any other company. The booming generation of children is nearing the end of their working lives and companies are very worried that younger workers will not be able to fill their shoes. About a fifth of construction workers are over 50, and 400,000 are over 55 to retire in the next decade. In addition, the increase in the number of employees over 60 is the largest for any age group in the industry, with the largest decrease among those under 30. While experience in all workplaces is crucial, trends show currently that the workforce is starting to attract because new employees are unable to meet the demand left by pension Professors (Torku et al., 2021).
Recessions affect the skill shortage
The inevitable redundancies come with every recession and the construction sector is no exception. While skills may leave the sector in the short term, this may have long-term consequences as workers may not be available when the market improves. Construction work has changed in the last decade but reached its peak in 2007 with 2.3 million people. However, after the 2008 crisis, numbers fell sharply, with around 400,000 jobs lost due to a market crash in the late 2000s. Construction was one of the hardest-hit industries, with a large number of skilled workers leaving the UK to work in other countries (Flannery et al., 2021).
Methodology
The research methodology used in this research is primary research in which the opinions of the different business analysts in the construction sector are analysed and the results are based on the data collected from the opinions of these people. Primary research is considered to be an efficient technique for research purposes. The researchers need to use the correct methodology for the research purposes so that effective results are made.
Research philosophy and approach
In this method, different numerical data is collected for the preparation and interpretation of the results. In this research, close-ended questions are asked in the questionnaire and different themes will be made. Quantitative data will help in analysing the depth of the research questions (Driscoll, 2011).
Research technique and procedure
In this research, data is collected from two different construction companies in the UK. The research data is collected by using a questionnaire as the research instrument. Many different types of research instruments can be used for gathering the data but a questionnaire is considered to be the most effective one and in this case, the use of a questionnaire is selected as face to face interviews require much protocol and additional requirements to be fulfilled. For face to face interviews, the researcher has to travel to a specific location whereas the questionnaire can be filled online and can be submitted any time. Moreover, this research demands quantitative data collection and it is very important to collect authentic data and this can be done by gathering the opinions of the people from the relevant field. Quantitative surveying is the best technique and it can be used for the development of the results (Pandey and Pandey, 2021).
Methods of data collection and analysis
The data collected from the questionnaire is analysed by using thematic analysis. Different themes will be made for analysing the data and based on these themes results will be evaluated. The data of the questionnaire will be analysed by using Spss for identifying the correlation between different themes. Data collection is very important for the research as based on the data collection, results and discussion for the research will be written. Data should be collected from authentic sources and primary research is considered to be the most authentic method for the research (Guest et al., 2020).
Sampling
Sampling is the most important part of primary research. This research is based on gathering information from different people in the construction industry. The two main industries used in this research are Costain Group Plc and Homeserve Plc. Both these industries are located in England, UK. Employees who are working in these companies are the targeted population for the research purpose (Driscoll, 2011).
Sampling-based on the industry
The sampling will be based on the name of the industry from which the participant is. It is expected to have 50% people from each of the companies to avoid any biasness.
Sampling-based on the year of experience
This type of sampling is based on the year of the experience of the participant in the construction company. This will show that the authenticity and validity of the opinion of the participant as experienced persons give more genuine and authentic opinions.
Sampling based on gender
Sampling based on gender is done to avoid any sort of biasness in the opinions. It is expected to have the opinion of the females and males equally so that the research could be free of biasness.
Sample size
The sample size for the research should be chosen very carefully as the whole of the research is based on the opinion of the participants. The sample size chosen for the research is 100. fifty participants will be chosen from each of the companies to analyse the research questions.
The period of research
The period for the research will be three months. This will be longitudinal research in which the research will be completed in a long time.
Ethical considerations
Ethical considerations are important for the research process and the researcher must focus on ethics while conducting the research. Following are some of the ethical considerations which are required for the research (Brittain et al., 2020).
Consent of the organisation
This research will involve the two companies and their employees therefore it is important to take consent from the organisation to perform the research there. There are many different considerations that need to be taken care of while researching any organisation. The researcher should guarantee the organisation that none of the personal information will be used anywhere else. Consent of the organisation is an important factor to be considered while carrying out the research.
Consent of participant
Consent of participants is very important for the researcher and every participant should be asked before conducting the research. If the participant is not willing to be a part of the research then the research should not force them for giving their opinion. A consent form should be designed and the participants should fill the consent form before they are recruited in the research process (Díaz et al., 2021).
Anonymity
The personal information of the participant should be kept safe and it should not be shared with any other person. The anonymity of the participant is very important and the researcher should not disclose the personal information of the person. The data of the participant should be protected.
References
Adaloudis, M. and Roca, J.B., 2021. Sustainability tradeoffs in the adoption of 3D Concrete Printing in the construction industry. Journal of Cleaner Production, 307, p.127201.
Badi, D., Papadonikolaki, D. and Sourlantzi, E., 2021. Blockchain-based innovation in UK construction: A user perspective. Eleni and Sourlantzi, Eleni and Ochieng, Professor Edward, Blockchain-based Innovation in UK Construction: A User Perspective (May 12, 2021).
Bahr, M. and Laszig, L., 2021. Productivity development in the construction industry and human capital: a literature review. arXiv preprint arXiv:2104.00129.
Brittain, S., Ibbett, H., de Lange, E., Dorward, L., Hoyte, S., Marino, A., Milner‐Gulland, E.J., Newth, J., Rakotonarivo, S., Veríssimo, D. and Lewis, J., 2020. Ethical considerations when conservation research involves people. Conservation Biology, 34(4), pp.925-933.
Díaz, L., Zambrano, E., Flores, M.E., Contreras, M., Crispín, J.C., Alemán, G., Bravo, C., Armenta, A., Valdés, V.J., Tovar, A. and Gamba, G., 2021. Ethical considerations in animal research: The principle of 3R’s. Revista de investigación clínica, 73(4), pp.199-209.
Dixon, L.R. and Umeokafor, N., 2021. Determinants of smart technology adoption in the construction phase of projects: a scoping study of the United Kingdom.
Driscoll, D.L., 2011. Introduction to primary research: Observations, surveys, and interviews. Writing spaces: Readings on writing, 2, pp.153-174.
Flannery, J., Ajayi, S.O. and Oyegoke, A.S., 2021. Alcohol and substance misuse in the construction industry. International journal of occupational safety and ergonomics, 27(2), pp.472-487.
Fuller, C., 2021. Understanding the impact of Brexit: The case of foreign software corporations in Scotland and South East England. European Urban and Regional Studies, 28(2), pp.173-191.
Green, B., 2021. Industry faces a titanic struggle for skills. [online] ribaj.com. Available at: <https://www.ribaj.com/intelligence/market-analysis-construction-skills-shortage-aging-workforce-reduced-immigration> [Accessed 19 December 2021].
Guest, G., Namey, E. and Chen, M., 2020. A simple method to assess and report thematic saturation in qualitative research. PLoS One, 15(5), p.e0232076.
Lawani, K., McKenzie-Govan, S., Hare, B., Sherratt, F. and Cameron, I., 2021. Skill shortage of bricklayers in Scotland. Journal of Engineering, Design and Technology.
Loosemore, M., Alkilani, S.Z. and Hammad, A.W., 2021. The job-seeking experiences of migrants and refugees in the Australian construction industry. Building Research & Information, pp.1-18.
Pandey, P. and Pandey, M.M., 2021. Research Methodology Tools and Techniques.
Ranci, C., Arlotti, M., Cerea, S. and Cordini, M., 2021. Migrant and/or care workers? Debating the ethnicization of the elderly care market in Italy and the United Kingdom. Social Politics: International Studies in Gender, State & Society, 28(1), pp.47-70.
Stojanovska-Georgievska, L., Sandeva, I., Krleski, A., Spasevska, H., Ginovska, M., Panchevski, I., Ivanov, R., Arnal, I.P., Cerovsek, T. and Funtik, T., 2021. A Brief Report on the Actions towards the Introduction of BIM in the Macedonian Construction Sector. Environmental Sciences Proceedings, 11(1), p.8.
Torku, A., Bayrak, T., Ogunlana, S.O., Chan, A.P.C. and Owusu-Manu, D.G., 2021. Are the Ageing Workforce Satisfied with the Construction Work Environment?. In Collaboration and Integration in Construction, Engineering, Management and Technology (pp. 101-106). Springer, Cham.
Turnpenny, A. and Hussein, S., 2021. Migrant Home Care Workers in the UK: a Scoping Review of Outcomes and Sustainability and Implications in the Context of Brexit. Journal of International Migration and Integration, pp.1-20.
Wallis, W., 2021. Construction stalls as UK shortage of skilled workers bites. [online] Ft.com. Available at: <https://www.ft.com/content/e37e2944-da21-4a2c-af16-9b5c0b70d4eb> [Accessed 19 December 2021].
Watkins, O. and Hochlaf, D., 2021. Skills for a green recovery: a call to action for the UK construction sector.
Developing a Business Case
Project proposal
Title: The shortage of skill in the construction industry in the UK.
Contents
Research question and objectives. 3
Construction Industry in UK.. 3
Role of Brexit in the Shortage of Labours. 4
Training and Recruitment Issues. 6
The number of apprentices entering the sector 8
Recessions affect the skill shortage. 9
Research philosophy and approach. 10
Research technique and procedure. 10
Methods of data collection and analysis. 11
Sampling based on the industry. 11
Sampling based on the year of experience. 11
Consent of the organisation. 12
Problem specification
The title of the project clearly stated the area of interest for the research. This research is based on analysing the shortage of skills in the construction industry in the UK.
Background
The shortage of skills in the construction sector has been under debate for the past three years as construction industries have faced a lot of issues related to the decline of the skills in the construction industry. Skilled people are always required in every field and every sector demands skilled people for carrying out smooth operations in the business. The construction industry is considered to be one of the main sectors in the UK in which the majority of the population of the UK is employed. Different people from different backgrounds are being employed at various positions in construction companies (Díaz et al., 2021). It has been seen that in recent year’s construction industries has been facing a shortage of skills as the people who are being hired in the construction companies are not well-trained. Factors that are causing a shortage in the skill in the construction industry include no proper training to the employees by which they can enhance their skills to be a part of the construction company (Adaloudis and Roca, 2021). According to the office for national statistics, the employment rate in the construction sector has been decreased from 2.4 million to 2.1 million in the last three years. This shows that four per cent in employment has been decreased in UK-born workers and almost forty per cent decline has been seen in EU workers. It has been also considered that the ageing workforce is one of the main reasons behind the shortage in the construction industry. When the workers reach the age of retirement, it becomes very difficult for the companies to hire new people who are equally competent and skilful as the old employees. The skills of the workers in this field are very important and it demands potential workers to compete for the tasks. Many operators in the construction sector have reported a shortage of skilled workers in the construction sector.
This research question has great significance as it will give a new dimension for the researchers to analyse the factors which can help in enhancing the skills of the workers. This research will be used by future researchers in the construction industry to develop new strategies for helping this sector in terms of the enhancement of the skills of the workers. It is really important to consider all the factors which can lead to the shortage of skill in the constriction sector as it can lead to great loss in this sector (Badi et al., 2021).
Aim of study
The study aims to highlight the factors which are causing a decline in the skill in the construction sector and how the skill of employees can be enhanced in the construction sector.
Research question and objectives
The research question for the research are as:
- What are the different factors which are the main cause behind the decline of skill in the construction industry?
- What are the different factors which must be considered for enhancing the skills of the employees in the construction industry?
The research objectives for this research include:
- To highlight the importance the skilled workers in the construction companies
- To highlight the factors which are causing the shortage of skill in construction companies
- To highlight the factor which can help in enhancing the skills of the employees in construction companies.
Construction Industry in the UK
The Construction Industry Training Board (CITB) has announced its latest predictions for how many additional construction employees the industry will need to hire. After accounting for productivity gains and changes in task mix, the total for the five years from 2021 to 2025 is 217,000. These will help to increase the number of people working in the business while also compensating for those who will quit. The economic data that underpins these forecasts are significantly more encouraging than many had predicted a year ago. Then, during the early stages of the epidemic, there was concern that rebuilding construction activity and job numbers to 2019 levels would take at least five years. This estimate predicts a significantly more robust recovery, with construction output rising by 11% this year, followed by a sustained growth of roughly 3% over the next four years (Dixon and Umeokafor, 2021).
Role of Brexit in the Shortage of Labours
According to CITB, as the industry grows from 2.7 million to 2.84 million workers by 2025, an annual recruitment rate (ARR) of 43,000 people will be required. This includes around 400,000 professionals who are generally classed as working in the service industry. Carpenters, bricklayers, and plasterers are among the trained tradespeople in short supply, according to builders and developers across the UK (Green, 2021). As a result of the labour shortage, construction projects are stalling and wages are rising, while material costs are skyrocketing as a result of the wider disruption to global supply networks. According to industry experts, the government’s goal of building 300,000 homes per year will be difficult to achieve without a liberalisation of migrant visas and a significant domestic training drive (Lawani et al., 2021). All of this appears to be quite beneficial, and it is in many respects. While the research acknowledges that a shortage of new hires is a problem, it does not specify how difficult it will be for the industry to retain enough skilled workers to satisfy demand. Because of the pandemic’s situation, conducting surveys has become difficult, and the results have become less reliable. Meanwhile, it’s difficult to separate the consequences of the epidemic from those brought on by Brexit. Even though the fog of confounding factors obscuring a stormy ocean of data, the outline of what could prove to be an iceberg on our way to calmer seas in the form of a huge event can be seen. Brexit has been proved to be one of the major factors in decreasing the number of skilled workers in the construction industries. It has restricted many of the workers from working in different regions as different laws were made for the workers after Brexit. Workers of the construction companies who were from the EU were having additional requirements to be part of the different organisations in the UK. This made it difficult for the employees to be part of the different construction companies in the UK.
Figure 1: UK’s builder’s costs (Source: IHS Markit)
The outbreak was exacerbated by the outbreak, which left an insecure workforce in the area entrenched amid repeated losses, and thousands of skilled workers, mostly from Eastern Europe, fled. Meanwhile, Brexit and the end of the free movement of people between Britain and Europe have shown how reliant the UK construction industry is on the work of migrants to fill gaps (Badi et al., 2021). Official government data show that construction activity dropped sharply in April and May after a surge earlier in the year. While the overall forecast for development remains encouraging, the RICS research indicates that industry restrictions are continuing to weigh on momentum. Since the United Kingdom’s exit from the European Union, which reduced the pool of trained employees, labour shortages have been particularly acute. In the last four years, the number of EU construction employees has halved, and contractors who laid-off workers during lockdowns are finding it difficult to rehire them (Turnpenny and Hussein, 2021).
Construction output is forecast to expand 13.7 per cent this year and 6.3 per cent in 2022, despite growing challenges and slowing growth in April and May, according to the Construction Products Association. After a 44 per cent drop in output between February and April last year, a rise in home building in the United Kingdom helped boost construction activity to pre-pandemic levels in the early months of 2021 (Ranci et al., 2021). According to Swain, bricklayers now earn £220 a day, sometimes more, compared to £180 before the crisis. Wages are rising all over the place. Wage increases, according to the prime minister, are a necessary adjustment on the path to the high-skill, high-wage economy that people voted for when they rejected EU membership in 2016. However, there is a risk that inflationary pressures and labour shortages would restrict demand for new investment (Fuller, 2021).
Training and Recruitment Issues
One of the main reasons for the migration of foreign labour is that recruiting and training is a major issue – not just for construction companies, but for the entire sector. The levy-funded industrial training boards established in the 1960s to enhance national skills levels were abolished in the 1980s. The CITB and its sister institution, the Engineering Construction Industry Training Board (ECITB), which covers heavy engineering workers such as those working on big energy, chemical, and process engineering projects, both survived. The need to preserve them was recognised even in the strongly market-oriented political context of the 1980s, principally to correct a market failure (Loosemore et al., 2021). The idea was, and still is, that if construction businesses are left to their own devices, they will poach rather than train the skills they require, resulting in a poorly trained and inefficient workforce. In addition, training is extremely costly, costing tens of thousands of pounds per qualified individual. Companies need worker flexibility, which explains why there is a high rate of self-employment. And potential recruits know that the uncertainty and risk of repeated layoffs comes from flexibility, which is one of the main reasons British millennials are reluctant to participate (Wallis, 2021).
Given this, it’s logical that businesses would seek out a quick supply of qualified individuals who, by their very nature, are mobile. Furthermore, according to the CITB study, employers perceive international workers as being more skilled and having a better work ethic than many domestic workers. The regulations altered as a result of Brexit, and the free movement of labour came to an end. This does not imply that the route is shut down. New hurdles, on the other hand, will deter some, if not many, EU citizens (Loosemore et al., 2021). As a result, we must assume that all other things being equal, the influx of workers from the EU will be lower. That brings us to the present day. The influx of workers hired in the 1980s is nearing retirement age. It will be more difficult to fill their shoes with talented workers from other countries. When there was previously a unified market for employment, the points-based immigration system creates a barrier for EU workers (Watkins and Hochlaf, 2021).
Supply chains have been disrupted, and some industries and locations, such as office and retail construction, are falling behind while others, such as housing and distribution, are booming. As a result, there are zones of abundance and pockets of scarcity. This helps to explain why, as of early May, there were still 166,600 construction workers on furlough in the UK, with two-thirds on complete vacation and a slew of self-employed construction workers seeking income support. The use of these programmes is disproportionately concentrated in London. Architectural design, engineering, and project management, as well as on-site trades, are all part of the construction sector (Watkins and Hochlaf, 2021). And whether it’s the design of a structure or its physical construction, all of these responsibilities necessitate specialised knowledge. In the United Kingdom, many construction employees are also migrant labourers. According to a recent report by the Construction Industry Training Board, as much as a third of construction firms in the UK now employ tradespeople who were born outside of the UK. As a result, if free movement is restricted after Brexit, the skills shortfall may grow (Wallis, 2021).
The number of apprentices entering the sector
The UK construction industry is one of the country’s main economic generators, but a shortage of skilled workers is a problem for an industry that is more than most dependent on its workforce. The construction industry is considered to be one of the main sectors in the UK in which the majority of the population of the UK is employed. Different people from different backgrounds are being employed at various positions in construction companies. It has been seen that in recent year’s construction industry has been facing a shortage of skills as the people who are being hired in the construction companies are not well-trained. Construction employers and temporary employment agencies are aware of the shortage of qualified personnel; competent professionals in the craft recruitment market are always in need. While the industry remains important for employment, the economy and social development, the lack of skills to drain a recovering market threaten (Bahr and Laszig, 2021). The construction industry is one of the pillars of the UK economy. As we think back to hard helmets and a builder, the company spans a wide range of disciplines including architecture, civil engineering and even Laurence Llewelyn Bowen. Construction is an excellent indicator of how the economy as a whole is doing because of the high cost and risky side of the industry. The development of new projects is slowing in a weak economy and the recovered empire will see investment devaluation. Investments are currently on the rise. New real estate initiatives have resulted in a healthy sector with the longest growth since the last recession. Employer confidence has improved, so it’s a great time to work in construction, but skills shortages are a potential obstacle to further expansion.
According to the Department of Business, Innovation and Skills, the condition of an industry hit by the recession has had a significant impact on the number of new entrants to the profession. In the years 2013-2014, there were 8,000 students in the “construction, planning and construction environment”, a number that has been declining steadily for the past five years. The number of completed apprenticeships increased by more than 10,000 in the years 2008-2009, a decrease of 55 per cent compared to pre-recession figures (Stojanovska-Georgievska et al., 2021).
Ageing Factor
The UK population is ageing and the construction industry is expected to lose more skilled workers than any other company. The booming generation of children is nearing the end of their working lives and companies are very worried that younger workers will not be able to fill their shoes. About a fifth of construction workers are over 50, and 400,000 are over 55 to retire in the next decade. In addition, the increase in the number of employees over 60 is the largest for any age group in the industry, with the largest decrease among those under 30. While experience in all workplaces is crucial, trends show currently that the workforce is starting to attract because new employees are unable to meet the demand left by pension Professors (Torku et al., 2021).
Recessions affect the skill shortage
The inevitable redundancies come with every recession and the construction sector is no exception. While skills may leave the sector in the short term, this may have long-term consequences as workers may not be available when the market improves. Construction work has changed in the last decade but reached its peak in 2007 with 2.3 million people. However, after the 2008 crisis, numbers fell sharply, with around 400,000 jobs lost due to a market crash in the late 2000s. Construction was one of the hardest-hit industries, with a large number of skilled workers leaving the UK to work in other countries (Flannery et al., 2021).
Methodology
The research methodology used in this research is primary research in which the opinions of the different business analysts in the construction sector are analysed and the results are based on the data collected from the opinions of these people. Primary research is considered to be an efficient technique for research purposes. The researchers need to use the correct methodology for the research purposes so that effective results are made.
Research philosophy and approach
In this method, different numerical data is collected for the preparation and interpretation of the results. In this research, close-ended questions are asked in the questionnaire and different themes will be made. Quantitative data will help in analysing the depth of the research questions (Driscoll, 2011).
Research technique and procedure
In this research, data is collected from two different construction companies in the UK. The research data is collected by using a questionnaire as the research instrument. Many different types of research instruments can be used for gathering the data but a questionnaire is considered to be the most effective one and in this case, the use of a questionnaire is selected as face to face interviews require much protocol and additional requirements to be fulfilled. For face to face interviews, the researcher has to travel to a specific location whereas the questionnaire can be filled online and can be submitted any time. Moreover, this research demands quantitative data collection and it is very important to collect authentic data and this can be done by gathering the opinions of the people from the relevant field. Quantitative surveying is the best technique and it can be used for the development of the results (Pandey and Pandey, 2021).
Methods of data collection and analysis
The data collected from the questionnaire is analysed by using thematic analysis. Different themes will be made for analysing the data and based on these themes results will be evaluated. The data of the questionnaire will be analysed by using Spss for identifying the correlation between different themes. Data collection is very important for the research as based on the data collection, results and discussion for the research will be written. Data should be collected from authentic sources and primary research is considered to be the most authentic method for the research (Guest et al., 2020).
Sampling
Sampling is the most important part of primary research. This research is based on gathering information from different people in the construction industry. The two main industries used in this research are Costain Group Plc and Homeserve Plc. Both these industries are located in England, UK. Employees who are working in these companies are the targeted population for the research purpose (Driscoll, 2011).
Sampling-based on the industry
The sampling will be based on the name of the industry from which the participant is. It is expected to have 50% people from each of the companies to avoid any biasness.
Sampling-based on the year of experience
This type of sampling is based on the year of the experience of the participant in the construction company. This will show that the authenticity and validity of the opinion of the participant as experienced persons give more genuine and authentic opinions.
Sampling based on gender
Sampling based on gender is done to avoid any sort of biasness in the opinions. It is expected to have the opinion of the females and males equally so that the research could be free of biasness.
Sample size
The sample size for the research should be chosen very carefully as the whole of the research is based on the opinion of the participants. The sample size chosen for the research is 100. fifty participants will be chosen from each of the companies to analyse the research questions.
The period of research
The period for the research will be three months. This will be longitudinal research in which the research will be completed in a long time.
Ethical considerations
Ethical considerations are important for the research process and the researcher must focus on ethics while conducting the research. Following are some of the ethical considerations which are required for the research (Brittain et al., 2020).
Consent of the organisation
This research will involve the two companies and their employees therefore it is important to take consent from the organisation to perform the research there. There are many different considerations that need to be taken care of while researching any organisation. The researcher should guarantee the organisation that none of the personal information will be used anywhere else. Consent of the organisation is an important factor to be considered while carrying out the research.
Consent of participant
Consent of participants is very important for the researcher and every participant should be asked before conducting the research. If the participant is not willing to be a part of the research then the research should not force them for giving their opinion. A consent form should be designed and the participants should fill the consent form before they are recruited in the research process (Díaz et al., 2021).
Anonymity
The personal information of the participant should be kept safe and it should not be shared with any other person. The anonymity of the participant is very important and the researcher should not disclose the personal information of the person. The data of the participant should be protected.
References
Adaloudis, M. and Roca, J.B., 2021. Sustainability tradeoffs in the adoption of 3D Concrete Printing in the construction industry. Journal of Cleaner Production, 307, p.127201.
Badi, D., Papadonikolaki, D. and Sourlantzi, E., 2021. Blockchain-based innovation in UK construction: A user perspective. Eleni and Sourlantzi, Eleni and Ochieng, Professor Edward, Blockchain-based Innovation in UK Construction: A User Perspective (May 12, 2021).
Bahr, M. and Laszig, L., 2021. Productivity development in the construction industry and human capital: a literature review. arXiv preprint arXiv:2104.00129.
Brittain, S., Ibbett, H., de Lange, E., Dorward, L., Hoyte, S., Marino, A., Milner‐Gulland, E.J., Newth, J., Rakotonarivo, S., Veríssimo, D. and Lewis, J., 2020. Ethical considerations when conservation research involves people. Conservation Biology, 34(4), pp.925-933.
Díaz, L., Zambrano, E., Flores, M.E., Contreras, M., Crispín, J.C., Alemán, G., Bravo, C., Armenta, A., Valdés, V.J., Tovar, A. and Gamba, G., 2021. Ethical considerations in animal research: The principle of 3R’s. Revista de investigación clínica, 73(4), pp.199-209.
Dixon, L.R. and Umeokafor, N., 2021. Determinants of smart technology adoption in the construction phase of projects: a scoping study of the United Kingdom.
Driscoll, D.L., 2011. Introduction to primary research: Observations, surveys, and interviews. Writing spaces: Readings on writing, 2, pp.153-174.
Flannery, J., Ajayi, S.O. and Oyegoke, A.S., 2021. Alcohol and substance misuse in the construction industry. International journal of occupational safety and ergonomics, 27(2), pp.472-487.
Fuller, C., 2021. Understanding the impact of Brexit: The case of foreign software corporations in Scotland and South East England. European Urban and Regional Studies, 28(2), pp.173-191.
Green, B., 2021. Industry faces a titanic struggle for skills. [online] ribaj.com. Available at: <https://www.ribaj.com/intelligence/market-analysis-construction-skills-shortage-aging-workforce-reduced-immigration> [Accessed 19 December 2021].
Guest, G., Namey, E. and Chen, M., 2020. A simple method to assess and report thematic saturation in qualitative research. PLoS One, 15(5), p.e0232076.
Lawani, K., McKenzie-Govan, S., Hare, B., Sherratt, F. and Cameron, I., 2021. Skill shortage of bricklayers in Scotland. Journal of Engineering, Design and Technology.
Loosemore, M., Alkilani, S.Z. and Hammad, A.W., 2021. The job-seeking experiences of migrants and refugees in the Australian construction industry. Building Research & Information, pp.1-18.
Pandey, P. and Pandey, M.M., 2021. Research Methodology Tools and Techniques.
Ranci, C., Arlotti, M., Cerea, S. and Cordini, M., 2021. Migrant and/or care workers? Debating the ethnicization of the elderly care market in Italy and the United Kingdom. Social Politics: International Studies in Gender, State & Society, 28(1), pp.47-70.
Stojanovska-Georgievska, L., Sandeva, I., Krleski, A., Spasevska, H., Ginovska, M., Panchevski, I., Ivanov, R., Arnal, I.P., Cerovsek, T. and Funtik, T., 2021. A Brief Report on the Actions towards the Introduction of BIM in the Macedonian Construction Sector. Environmental Sciences Proceedings, 11(1), p.8.
Torku, A., Bayrak, T., Ogunlana, S.O., Chan, A.P.C. and Owusu-Manu, D.G., 2021. Are the Ageing Workforce Satisfied with the Construction Work Environment?. In Collaboration and Integration in Construction, Engineering, Management and Technology (pp. 101-106). Springer, Cham.
Turnpenny, A. and Hussein, S., 2021. Migrant Home Care Workers in the UK: a Scoping Review of Outcomes and Sustainability and Implications in the Context of Brexit. Journal of International Migration and Integration, pp.1-20.
Wallis, W., 2021. Construction stalls as UK shortage of skilled workers bites. [online] Ft.com. Available at: <https://www.ft.com/content/e37e2944-da21-4a2c-af16-9b5c0b70d4eb> [Accessed 19 December 2021].
Watkins, O. and Hochlaf, D., 2021. Skills for a green recovery: a call to action for the UK construction sector.
Chemical Literature Review project
Chemical Literature Review project – Guidance
The description below is in addition to the General Guidance Document provided for this
module on Learning Central.
A Chemical Literature Review should provide an in-depth description of important topics in the
chemical sciences. It should give an account of the subject matter and a balanced assessment
of the current primary literature. The implications of recent developments for the wider
scientific community should be discussed and emphasised. A literature review does not
contain unpublished research.
Good sources of information for a chemical literature review are review articles, such as in the
Chemical Society Reviews and Chemical Reviews journals, as well as other sources of the
primary literature.
Report (50%) – Advice on writing the report should be sought from supervisors. The headings
under which your report will be marked are described below along with the weighting of marks
each category receives.
Abstract/Introduction/ References: 30 marks
Outlook/ Conclusions: 20 marks
Discussion: 40 marks
Quality of Presentation: 10 marks
Total: 100 marks
The following structure for the report is suggested. If you feel this structure is inappropriate
you must discuss the matter with your supervisor prior to adopting an alternative report
structure. This structure is recommended for your guidance but also gives your assessors a
standard by which reports in different areas of the subject may be judged.
The following should be used as a guide during the preparation of your report. You should consult
with your supervisor on the finer details as different areas of chemistry require different styles of
presentation (cf. synthetic organic chemistry vs computational chemistry). The report should
contain the following sections:
Title page – This has been prepared for you and should be downloaded from the module folder
on Learning Central. Insert your name, your supervisors’ name(s), and your project title in the
spaces indicated. The section indicated should be filled with graphical representation of your work.
This could be a reaction scheme, an image or model of a compound, or a relevant graph.
Table of Contents/Acknowledgements/Abstract – The abstract is the first part of your report
that your assessors and readers will see. It will help them to quickly get an idea of the subject of
the report. Therefore, it is important that it clearly and concisely summarises the main discussion
points of the report and why they are important.
The abstract is a single paragraph which should:
• Be no more than 200 words; concise and easy to read with recognisable words and
phrases. For representative examples of abstracts refer to papers relevant to your field.
• Set out the main objectives and results of the work; it should give the reader a clear idea
of what has been achieved
• Emphasise (but not overstate) the potential impact of the research and why it is important
(compared to other research in its field)
• Avoid including detailed information on findings; this should be described in the main part
of the report
Introduction – An introduction should ‘set the scene’ of the work. It should clearly explain both
the nature of the problem under investigation and its background. It should start off general and
then focus into the specific research question you are investigating. Ensure you include all
relevant references. All literature must be suitably referenced (see below).
Results and discussion – This is arguably the most important section of your report. Your
findings should be organised into an orderly and logical sequence. Only the most relevant results
should be described in the text; to highlight the most important points. Figures, tables, and
equations should be used for purposes of clarity and brevity; they should be your own
reproductions and not directly copied from the literature source. Data should not be reproduced
in more than one form, for example in both figures and tables, without good reason.
The purpose of the discussion is to explain the meaning of your findings and why they are
important. You should state the impact of the work presented and relate it back to the problem or
question you posed in your introduction. Ensure claims are backed up by evidence and explain
any complex arguments. The style adopted in the papers used for your introduction will act as a
guide.
Outlook – Based on the current literature presented in the main part of the report, an account of
the possible future developments of the subject under review should be included.
Conclusions – This is for interpretation of the key results and to highlight the significance of the
presented work. The conclusions should not summarise information already present in the main
part of the report or abstract.
References – All references listed numerically in the sections above (as superscripts) should be
given in RSC style, i.e.
- J.Bloggs and U.T.Cobbley, Angew. Chem., Int. Ed. Engl., 1999, 38, 666.
Project Report Style: Type written on A4 single-sided paper (margins top/bottom/left = 2.5 cm,
right = 2 cm), font no less than 11 pt, one and a half line-spacing, pages numbered. Chemical
structures should be prepared in ChemDraw (or equivalent). All spectra, graphs etc that are
included, irrespective of whether they are in the main body of the report or the appendix, should
be clearly and carefully labelled, in type. Spectra should also be labelled with a structure of the
compound used.
Project Report Length: The Introduction/ Discussion/Outlook/ Conclusions sections should be
in the order of 25 to 30 typed pages, excluding spectra and appendices, etc but including diagrams
and tables. Please note this is a guideline, if the nature of the project is such that a longer report
is thought to be necessary, then advice should be sought from supervisors.
How to Implement SAP SuccessFactors Software
W.1 Project
A Study on How to Implement SAP SuccessFactors Software – Employee Central Module, in Human Resource Function to Improve Efficiency and Standardisation
An empirical project submitted in partial fulfilment of the requirements for the degree of
Master of Arts in Human Resource Management
at the Westminster Business School of the University of
Westminster, by
SubDeclaration
I declare that the research conducted for analysis and discussion on this dissertation has been solely composed by myself. Wherever references have been made of others’ discussion adequate references and credits have been given to them in the relevant sections.
No part of this research has been submitted for grant of academic credit of any other research.
1 Acknowledgements
This research has been possible because of the valuable guidance of Ms Christine Porter, our Course Leader, and Ms Sangeetha Srinivasan my supervisor for this research. Their continuous support has helped me to bring this research to the current form and shape that it is today.
I would also like to thank Dr Francesca Andreescu, our Module Leader. Credits are also due to Dr Elisabeth Michielsens for her valuable guidance at various points during this research.
I would also like to express my gratitude to all the respondents for the efforts they took to patiently reflect on their experiences in the implementation and application of SAP SuccessFactors Employee Central and other e-HRM tools in their organisations.
2 Abstract
This research aims to answers the main questions that the HRM functions of the organisations that make use of the SAP SuccessFactors Employee Central want to be answered. This research starts by exploring how the use of this technology increases the efficiency in the HRM working and at the same time standardises their processes. It also critically evaluates how successfully this technology has been able to meet the objectives of its use. A survey was conducted using a self-designed questionnaire to explore how the use of this application in the HRM evaluates it factoring in the organisational setup in which they operate.
A logical and methodical analysis of the survey results highlighted the pervasive and ominous use of these applications. However, the benefits which these applications offer now are in the area of administrative functions of HRM. The use of SAP SuccessFactors and other HRM technology as a strategic tool for HRM is still evolving.
With the advancement of technology, there is a high probability that these concepts will be used by SAP SuccessFactors too. The ERP HRISs will be supporting HRM across all sizes of organisations particularly for MNCs to be a strategic partner of the organisation.
3
4 Table of Contents
6.3 Challenges and Future Path.. 9
7.1 Strategic Partner and Emergence of e-HRM.. 10
7.2 ERP HR Software’s Vital to MNCs. 11
7.3 Increase in Efficiency. 12
7.4 Efficiency in Day-to-Day Operations. 13
7.5 Efficiency while Implementation and Maintenance. 17
7.7 Challenges in the use of HR Software. 18
7.8 Further Automation Required. 19
8 Research Methodology and Methods. 20
8.2 HR Research and Methods. 21
8.3 Research Questions and Objectives. 22
9.1 Decoding of the labels assigned to different questions. 27
10.2 Population and Sampling. 38
10.3 Data Collection Process and Access to Literature. 38
13 CIPD Reflective Statement 43
15.1 Figure Proposal Gantt Chart 49
15.2 Figure Actual Gantt Chart 49
15.3 Appendix: Online Survey Information presented to all participants. 50
5 Glossary Of Terms
| Notation | Description |
| AI | Artificial Intelligence It is the ability of the computer to intelligently perform common tasks (Britannica, 2022). |
| CIPD | Chartered Institute of Personnel and Development |
| e-HRM | Electronic Human Resource Management |
| ERP | Enterprise resource planning or ERP application can be defined as an application that helps organisations to run all their core process: finance, HR, supply chain, procurement, manufacturing, and others (SAP Insights, 2022). |
| HR | Human Resource |
| HRIS | Human Resource Information Systems |
| HRM | Human Resource Management |
| IT | Information Technology |
| L&D | Learning and development |
| Machine Learning | It is a branch of artificial intelligence that use algorithms and data to Enable machines to imitate the manner in which humans learn. |
| MNC | Multiple National Companies |
6 Introduction
SAP SuccessFactors Employee Central is one of the widely used ERP based HRM tools. Organisations use these tools as a driver to bring efficiency in its HRM function. This study contributes to the evolving area of use of technology through the SAP SuccessFactors Employee Central in the field of HRM and the academic interest in it of HR professionals. Empirical pieces of evidence have been used to gain an insight into how the use of SAP SuccessFactors Employee Central technology to perform HRM functions has brought efficiency and standardisation in its operations.
6.1 ERP Tools for HRM
Different formats of technological support are available for HRM and the ERP HRM solutions are considered to the best of the breed (Boroughs and Rickard, 2016). The ERP provides a complete range of functionality to support and manage the HRM. The available functionalities of SAP SuccessFactors Employee central are evaluated in light of the efficiency it embeds in the HRM operations and how it contributes in the standardisation of these operations.
These HRIS comes with options of the standardised set of configurations which can be either mirrored or customised to suit the nature and the scale of the HR functions of the organisations implementing them (Hunter, Saunders, Boroughs and Constance, 2006). The research discusses how the use of SAP SuccessFactors brings efficiency in the HRM processes of the organisations that operates as MNCs . The HR function of an organisation can operate under different setup: entity-based functions, shared service, co-sourced or outsourced. These HRIS can be used in all the setups and for varying scale of HRM operations.
6.2 ERP and Efficiency
The efficiency derived from the SAP SuccessFactors was analysing considering the existing offerings of these HRIS and then evaluating on how they contribute to the different functions of the HRM in terms of efficiency and standardisation. To do this first the primary and critical activities of the HRM were identified and then an evaluation was made on how the functionalities within the SAP SuccessFactors Employee Central supports.
A discussion on HR’s role and the organisations expectation from them has changed dramatically since 1960 i.e. roughly the time when the HRM function were digitised. how the role that HR plays within the organisation has changed was analysed.
The contribution to each critical function was analysed. Also, responses were sought to a self-designed questionnaire to confirm on what the end-users experience has been with the use of HRIS tools. The respondents were asked to share their response by easily selecting the coded labels.
The use of HRIS enables the users to maintain error free, data in a secured manner with controlled access. This data is logically processed by the systems to generate meaningful information. This information can support various functions of HRM: recruitment, on-boarding, performance management, time, and attendance, compensations and so on. The roles which these eHRM tolls support are mainly eliminate the administrative tasks of the HRM, they don’t contribute much to the strategic goal of the organisations. This is seen as a limitation of the SAP SuccessFactors Employee Central in its present state and form. But the emerging development in the technology and their successful implementation on other functions of the organisations through an integrated ERP platform is acting as a sliver lining where they will be able to support those functions of HR that are more judgemental based.
Furthermore, the capability of SAP SuccessFactors in a cloud format and how it benefits the HR has also been explored. It has to be highlighted that beside the primary benefits which the automation of these HR activities brings in terms of the savings in cost, time, compliance with the regulations and capability to generate massive reports in a concise and succinct manner for the management use there are also secondary benefits. These secondary benefits are mainly noted in the increased morale of the employees and their enhanced productivity (Boroughs and Rickard, 2016).
6.3 Challenges and Future Path
The research acknowledges the challenges which comes with the use of the HRIS. The efficiency introduced by these systems comes at a cost. There are both tangible monetary outflow and other intangible limitations with their use. The implementation of these applications is a complex process that is often managed through external support. A rigorous compliance of the agreed project implementation plan is necessary to ensure that the SAP SuccessFactors is configured to deliver the results in line with the standard agreed practises of the organisation. However, ones the application is implemented things comes down mainly on the day-to-day operating of these applications. The manner in which the users input and analysis the data on the HRIS defines whether it will add to the efficiency. Thus, the training of the employees is critical to make the efficient use of the eHRM to support the HR. The challenges are discussed more under in detail in the named section below.
The current limitations of these applications can be seen as the areas where they can support in the future. These are mainly with regards to the HR processes that are yet not support such as change management, employee relations and son on.
6.4 Research
The research mainly tries to gauge first hand experience of the users of these applications through a series of questions. The results of the survey were then then analysed manually to draw logical inferences and check their conformity or deviation to the findings of the scholars discussed in the literature review. This was then used to draw meaningful conclusions and recommendations.
7 Literature Review
7.1 Strategic Partner and Emergence of e-HRM
In modern organisations employees play a key role in determining a firm’s performance in business settings thus Human Resource Management (HRM) plays a critical management function in managing these resources (Uysal, 2014). Organisations could use human resources as differentiator so that they give them competitive leverage over their rivals. Further, for the realisation of the organisation’s strategic goals effective management of the human resources is vital (Khashman and Al-Ryalat, 2015).
The use of technology to conduct HRM activities is referred to as e-HRM. This term was initially coined in the 1990s. Earlier this term was used in a very narrow technological aspect and covered only those HR activities performed using the internet. However, as time evolved this term encompassed wider use of technology including the use of HRIS. There are three overarching applications of these HRIS: To publish information, automate transactions, transform the use of HR functions (Wilton, 2019).
HRM function has been restructured over time to fit in different roles over the time. In the 1960s HRM was mainly concerned with maintaining personal files, while in the mid of 1960s until the mid-1980s HRM function was expected to support the organisation to be compliant with all legal frameworks. From the mid-1980s HRM roles too more of the role of personal management and managing the employee life cycle. However, there has been a shift in the role of HRM from the late 1990s where it is mainly seen as a strategic partner. The traditional roles of HRM-related to database management, recruiting, appraisal support, are either outsourced or automated. Where HRM are unable to deliver on these expectations of the organisation they usually see their positions being made redundant as part of the restructuring (Torres-Coronas and Arias-Oliva, 2009). The use of technology in HR has grown and become pervasive in most of its activities like payroll, training & development, recruitment, HR planning. The drive for automation in HR is driven by the HRIS strategy which is expected to provide a competitive advantage to organisations (Torres-Coronas and Arias-Oliva, 2009).
7.2 ERP HR Software’s Vital to MNCs
The number of MNCs operating in different sectors has risen in modern times. These MNCs are organisations whose operations are spread across different geographical territories. These MNCs derive 25% or more of their revenue from operations that they carry out outside of their home country (The Black’s Law Dictionary, 2012).
The human capital of these organisations is spread across different countries. It is highly unproductive and futile to use manual processes to manage the HR of such organisations. Such companies thus usually use ERP tools which is a comprehensive way to manage the HR functions of these companies.
The use of these software/e-HRM tools allows them to automate HR processes such as managing absenteeism, performance appraisal, payroll, and learning and development. If these processes are performed manually these will take away much of HR’s time and it will have less time to support the strategic objectives of the organisation.
Further studies suggest that in these organisations HR is an active and strategic partner. Their role is elaborative in the larger organisations as compared to the role HRM has been performing in a traditional organisation. This shift in their role requires better data analysis and automation of clerical and repetitive functions.
One of the widely used e-HRM systems in the MNCs is SAP SuccessFactors Employee Software – Employee Central Module. They have positioned themselves as a Global Leader in developing and delivering software solutions for the execution of business processes and functions. This software offers various modules that can be used to automate the HR functions such as payroll, time management, compensation, recruitment and onboarding, performance management. Through its various modules, it is positioned to support the HRM functions and manage data in a manner that allows for further integration with the wide business like sharing the payroll data with the finance department for the further processing and payments of the employee salaries and compensations (SAP, 2020).
7.3 Increase in Efficiency
HRM aims to support organisations in achieving their objectives, such as recruiting the right people, developing a cordial relationship between the employer and their employees. HR proposes the people’s policies and practices while the line manager implements them while ensuring that the organisation achieves its objectives. To achieve this primary objective there are various peripheral roles that they have to perform such as mentoring and coaching, communicating across various levels, and being technologically skilled.
E-HRM provides organisations with the tools through which HR can organise, analyse and manage the personnel in a manner that would support the management to attain their strategic objectives cost-effectively and efficiently. This is particularly helpful when managers are operating in uncertainty, turbulence.
The organisation’s strategy should be driven by big data. HR systems can be used to perform people analytics to analyse people’s engagement, discourage absenteeism, evaluate the outcomes of learning and development activities, recruitment process, performance management, and reward management.
The outcomes of these analyses help organisations drive better employee engagement and reduction of employee turnover and retention. This also drives updates and changes to the HR policies and procedures, evaluation of the diversity and inclusion performance of the organisation, and estimating the social and financial return on the human resources. However, for e-HRM to be effective in this regard the input data must be cleaned, and accurate which can be used to perform multidimensional, predictive, and descriptive analytics (Armstrong, 2009).
HRM’s decision-making improves when it’s supported by the data analysed from information systems. The HRM systems provide for an organised solution to store the data systematically. Comprehensive detail of employees’ data can be maintained in this HR software These systems have been particularly helpful in the planning and development of HR setup in contemporary organisations (Alshibly, 2014).
This data is analysed to make informed and rational decisions about the employees of organisations which are also aligned to the individual’s needs. A cordial work environment is established where individual needs and matched to the organisation’s objectives. One such example can be seen when reports on completion of the assigned L&D training to the employees is analysed. In case there are delays in the completion of these pieces of training, the line manager can push the employees to complete them. This is beneficial for the organisation and their employees to upskill themselves (Chang et al., 2013).
Though there is an outflow of monetary resources when this HR software is implemented and also in their further maintenance. This, however; lead to better and more efficient results being made that support the short-term and long-term goals of organisations (Masum, Kabir, and Chowdhury, 2015).
7.4 Efficiency in Day-to-Day Operations
The use of technology in HRM is mainly targeted to accomplish HR transactions, record keeping, and other repetitive administrative HRM tasks. It is expected that through the use of this software, the HR function within the organisation will be able to support the strategic objectives of the organisation as highlighted in the sections above along with bringing financial savings for the HR department. With the evolution of technology, these tools can serve as specialised advice to the management on compensation, career development, selection, and management of the talent pool of the organisation.
Due to the relative newness of the use of technology and ERP software, there is not much-supported information and statistics to evidence their effect on the effectiveness of the HRM function. The presently available research shows that the most useful benefit is in terms of efficiency in the areas of are cost, service, and speed to bring to HRM function. When the delivery of services of HRM improves it also improves the credibility of the HRM.
However, some of the scholars opine that the existing HRIS tools do not effectively contribute to the attainment of the organisations’ objectives and decision-making by HR. The main reason for this disappointing contribution of HRIS can be attributed to the novelty of these applications and the inexperience of the organisation in the use of these tools for strategic purposes. Refinements are still sought in the manner the data is being processed by these HRIS tools before they can prove to be as effective as the finance, supply chain, or other system managing applications. The management supports building HRIS so that it can manage its dispersed and diversified workforce. The use of the HRIS in an integrated setup like SAP SuccessFactors Employee Central enables for holistic use and analysis of data and contribute to the organisation’s objective efficiently by creating knowledge of networks, improving the manager decisions on human capital, offering a positive experience to its users, and enabling the measurement of its contribution to the organisation amongst other factors. Also, a parameter to measure the effectiveness of the HRIS is measured by the amount by which it has reduced the HR cost. This at times as having negative implications for HR personnel as it is expected to lead to their redundancy (Lawler III and Boudreau, 2015).
The global operations of the organisation require the use of a networkable and advanced solution to manage the dispersed workforce make wider use of these applications. Completely integrated applications as SAP SuccessFactors Employee Central are rated much higher in terms of efficiency they bring in:
Human Resource Planning (HRP): Organisation’s demand for labour requires analysis and forecast of the demand and supply of the labour. While making such predictions factors such as expected leavers, temporary withdrawals (due to maternity/paternity leave, secondments, or sabbaticals) are to be considered. HRIS is designed to make these analyses on HRM’s behalf (Wilton, 2019). It is one of the analytics that SAP SuccessFactors’ HR Analytics can do for HR personnel. The data derived from such tools are expected to have fewer chances of error and the results of such analysis are much quicker when we compare them to the manual processing of such information (SAP, 2022).
Its various modules introduce efficiency at different points in the HRM functions. In the onboarding stage, HR professional spends a lot of time keying in the data which is shared by the employees over form. This can, however; be managed efficiently in SAP SuccessFactors that is designed around the principle of self-service. So, once the new employees are added to this application they can update their own information on the system, and HR can just verify and check the information (Murray, Mazhavanchery, and Marson, 2015).
Integration: One of the main advantages that ERP software offers is that of integration (Lawler III and Boudreau, 2015). SAP SuccessFactors is an ERP solution which means that the organisations can add different modules to their subscribed piece of software to match their growing needs. There is a native integration between these modules which means that the data of one module can act as an input for another. Like the time management modules could be used for processing of payroll. This saves some valuable time for HR personnel who can instead use that time saved on repetitive administrative work for strategic tasks.
Also, there are certain changes which have an impact on all or a group of employees in the organisation such as when change there are changes to the tax rates, or when emails are to be sent to a particular group of employees all these processes can be automated by updating the configurations of the HR software.
Availability: When organisations use HRIS to manage the data of their data it gives them the ability to access data from anywhere at any time (Lawler III and Boudreau, 2015). Users can access SAP SuccessFactors and the HRIS tools at any time and from anywhere. Also, these tools are supported across various platforms which means mobile, computers and other platforms can be used to access this data. HRM personnel using these have mobility and they longer have to be physically present at the office to access that critical information.
Cloud-Based: The cloud-based versions of the SAP application are expected to enhance the quality of the data past, current and information analysed. Thus, making them available when required and also cutting down on the cost of these systems and their maintenance to the cross-function units such as IT and the related downtime in the HR. Due to the scalability, organisations are able to upgrade their subscribed services and support the larger data processed by HRM. The could-based versions give more independence in terms of cost and thus more organisations can use these to standardise their process and increase their revenue. The Cloud version of SAP SuccessFactors is maintained and hosted by the vendor, which means that they are responsible for their maintenance, and even when there are any deletes the vendor is expected to have a backup of that data and restore them. Thus, HR does not have to re-create those data (Bondarouk, Ruël and Parry, 2017).
An HRIS is considered to be effective when it can support more tasks (Lawler III and Boudreau, 2018). There are various modules offered by SAP in their present offering for SAP SuccessFactors. This helps to automate the various processes of HRM such as recruitment and onboarding, time and attendance, learning and development. Using the recruitment and onboarding module HRM personnel can manage the recruitment requisitions, interviews, matching, compliance, offer, and also rating the candidates. Workflows can be designed and configured within the system to ensure that there are different employees involved with the requisitions, review, and approval. Thus, minimizing the chances of error and managing the process seamlessly. It also allows HR to enhance its banding and reach a larger talent pool through various channels such as LinkedIn, Facebook, job portal, corporate website, helping the management to make an informed decision (Grubb and Lessley, 2017)
The information generated and maintained by the SAP SuccessFactors depends upon the quality of data that is entered and the validation and the logic through which the data is processed by this application. With the growing relevance of the data governance the use of these HRM systems there are checks to confirm the completeness, accuracy, consistency and relevance of the data. Poor data maintained by the HRM has a cross-functional impact and can affect the over finance, compliance, productivity, and confidence of the staff in a negative way (Bondarouk, Ruël and Parry, 2017).
7.5 Efficiency while Implementation and Maintenance
Strategic and operational functionalities of HR processes can be covered through the use of SAP SuccessFactors. As the organisations grow one of the main questions that they face is whether the applications which they are using will be able to process the larger data? Thus, scalability becomes important. Here the offering of the cloud or hybrid versions SAP SuccessFactors come in handy. If the organisation chooses to go with the cloud or hybrid version of this HR software they get immediate access to scalability. This means that they have more storage and processing capability at their disposal. Thus, HR is doesn’t have to each time go back to the software provider, and there It for making a major change to the organisation’s IT infrastructure and disruption to the HR technology saving some valuable HR personals work hours (Murray, Mazhavanchery and Marson, 2015).
Further SAP offers to provide regular updates to this software to patch any vulnerability in the security of this software which means that the personal and sensitive information which is stored by HR in it is secure and HR can save a lot of time that it would otherwise spend on the management of the files and hard copies. Also, when software is used to manage data then a backup of these data is kept by the companies hosting them. Thus, there is also a facility to restore the data if the data is deleted by error or even sometimes intentionally by a distraught employee (SAP, 2022).
7.6 Shared Services
The use of HRIS has also boosted the concept of shared services. Through the use of technology, there has been a rise in the organisations that manage the HR functions of different organisations. Also, there are centralised units of HR within the organisations that manage the functions of its multiple entities. Using these outsourced and co-sourced services the organisations are able to reduce the cost, increase human motivations and focus on what is more important strategically (Boroughs and Rickard, 2016).
7.7 Challenges in the use of HR Software
There has been a spike in the demand for HR software in the UK. Between 2016-2021 a compounded growth of 7.7% was expected in the revenue of the organisations that develop such HR software. The total market revenue was expected to reach £1.2 billion (IBISWorld – Industry Market Research, Reports, and Statistics, 2022). Many companies have a share in this market such as Workday, SAP SuccessFactors, BambooHR, ADP, Oracle PeopleSoft. The selection of which application is will suit the requirements of an organisation is vital.
This has resulted in a spike in the investments which organisations make in the acquisition and maintenance of HRM tools and software with the aim to support better HR planning, employee training, and development, along with succession planning Nagendra and Deshpande, 2014). This implementation is however not always straightforward and has its own challenges. In June 2021 CIPD did a study on the larger organisations who as per them have employed between 10,000 to 60,000 employees to identify the challenges which they faced while implementing HRIS system to automate the HR functions and their learning from this change management process. This article shared the experiences of HR professionals of three such large organisations. Implementing a new HRIS involves identifying the outcomes from those systems, engaging with internal and external experts to support the implementation process, ensuring that the employees can access the data from different platforms such as laptops, mobiles, and desktops (CIPD 2021 Operating efficiently: implementing HR information systems in large organisations).
It is also vital that there are controls to ensure that the data can be accessed by only relevant individuals. It is important that any regional law and regulations related to the implementation of the new system that process any personal and sensitive personal information are complied with like in the UK the GDPR regulations published by the ICO for the implementation of such systems are to be completed with by completing the Data Protection Impact Assessment (DPIA) before implementation of these systems (Data protection impact assessments, 2022).
Adequate training is an important factor for the appropriate use of the SAP SuccessFactors and other technology in HRM. Depending upon the quality of the system the training plans are to be adjusted such as SAP is a highly technical application thus when this application is implemented then staff using these applications are imparted training for it to be effectively used. Thus, training has an impact on the efficiency of this application (Bondarouk, Ruël and Parry, 2017).
7.8 Further Automation Required
Innovation is required for HRIS to be effective. HRIS can be seen as a computer of the HRM that is expected to automate its processes. However, there are certain limitations to the state and form up to which the SAP SuccessFactors Employee Central and the other HRIS have managed to be developed. The role of HRM might be restricted to being a mere spectator of data. Mostly it is the traditional HRM functions that are at play by the EHRM tools (Bondarouk, Ruël, and Parry, 2017). There are still areas in HRM for which no electronic solution is available like employee relationship management (grievances and disciplinary). Yet these are mostly manually managed areas with the augment of AI and machine learning it might not be a surprise if we see the software providers launch software to develop these areas which are not yet captured by SAP SuccessFactors.
Further, a report shared by KPMG based on their analysis of the major 21 tasks of HRM noted that there is high potential to automate the different functions of HRM either fully or partly. The automation of the five major areas of the HRM is less susceptible: managing employee relations, change management, managing organisational effectiveness, management of the architect of people performance, and supporting the HR and business strategy. Also, there are challenges in keeping the workplace human as it is expected that the use of automation and robotics will replace the human side of human resources (Tobenkin, 2022). SAP SuccessFactors is expected to leap forward in terms of the additional functionality offered by it through the use of artificial intelligence and machine learning where it will make use of conversational interfaces and bots[1] to manage the areas unexplored by HRIS and to manage better some of already supported task more effectively (Burlacu, 2022).
8 Research Methodology and Methods
8.1 Methodology
The research analysis the results of the self-designed questionnaire though comments were sought to improve it before being circulated to the potential participants. There are chances that its purpose the understanding of the researcher may have limited its aptness for the research. Also, the information shared by the respondents has been assumed to be correct and accurate no investigative work was done to establish its correctness and completeness. This might have an impact on the quality of data used for analysis. Further, there may be many more benefits, challenges, and limitations with the SAP SuccessFactors Employee Central and other HRM software used by the respondents. But due to the constraint in the time, only those points which are assumed to be most critical by the researcher have been set as an option in the answer for the survey.
A further pragmatic approach was taken to ensure that only related empirical observations, hypotheses, and induction carried out during the research were considered to deduct any irrelevant information while proposing the recommendations (Saunders, Lewis and Thornhill, 2019, Pg.148-155).
8.2 HR Research and Methods
In simple terms, research means a systematic way to findings out things with the objective to increase one’s knowledge. HRM as a discipline involves making sound informed decisions that have an impact on the employees. Thus, HR research can be explained as a systematic and organised inquiry undertaken with an objective to increase one’s knowledge in HR that supports the action taken by HRM (Anderson, Fontinha and Robson, 2019 Pg.10-11).
Applied research is carried out with the purpose of gaining an understanding of a specified topic (Anderson, Fontinha, and Robson, 2019 Pg.11-12). As highlighted in the discussion of various literature reviews, there is a lack of research material on the impact of the implementation of SAP SuccessFactors – Employee Central in organisations. This research attempts to narrow this gap especially focusing on the impact it has had on the effectiveness of the HRM functions of the MNCs that have implemented it. The aspect of the introduction of standardisation in the processes of the HRM through the use of this software has also been explored.
Research in HR is characterised by diversity. Thus, the assumption after consideration of the various models for research processes and diagrams that there is one right way to conduct research may be incorrect (Anderson, Fontinha, and Robson, 2019 Pg.13).
An explanatory and exploratory research approach was undertaken to explain how SAP SuccessFactors have an impact on the efficiency of HRM functions and their standardisation. The research further explores finding new insight and asking questions on how this software could be used to support the HRM function better.
Explanatory and exploratory research requires the use of both quantitative and qualitative methods to answer the ‘why’ and ‘how’ and at the same time gain new insights.
Mixed methods of research see value in the use of both qualitative and quantitative data are particularly useful where are resource constraints: time and cost. These methods help to gain valuable insight into the variables cross-check the confirmations and provide a better understanding of the ‘why’ relationship between the different variables.
Mixed methods were used to design the survey. At first, participants were asked to share their responses to the standardised questions sent to all the participants by filling out the questionnaire. Follow-up clarifications were asked from them as and when necessary to gain insight into their responses.
8.3 Research Questions and Objectives
The online survey questionnaire was designed to gain insight into the research problem. The use of SAP SuccessFactors Employee Central as a preferred HR software tool was explored, along with the benefits of its uses, challenges in its use, and areas of further improvement were also gauged through this questionnaire that had these questions:
There is no publicly available document that confirms which organisations use SAP SuccessFactors Employee Central Various tools. To gain confirmation, it was ensured that the respondents know which HR software is in consideration, this question was asked first.
It is vital for the research to understand if there are organisations that prefer other eHRM tools over SAP SuccessFactors Employee Central. An analysis of this question is expected to be indicative of the limitations of this software in terms of its reach (cost limitations) and or functionalities, among others.
The number of employees impacts the volume of the data which is processed by the HRM. This study also identifies if there is a correlation between the sheer number of employees to the selection of the HRM software.
A way to attain standardisation is when similar processes are followed both at the Head Quarter’s and at the regional offices. One of the key aspects of MNCs is that they are spread across countries and many times across the continents too (James and Baruti, 2021). It was identified if there are respondents who work for organisations that operate across the borders and are required to meet the objectives of efficiency and standardisation.
This research is primarily focused on the use of SAP SuccessFactors Employee Central in the MNCs, and the respondents were asked to confirm if they work for an MNC so that correct inference can be drawn from the analysis of the data.
SAP SuccessFactors Employee Central offers various modules such as employee benefits management, time and attendance, succession and development, and others to facilitate digitisation and automation of HRM processes. Organisations have an option to subscribe to all or any of these modules (SAP, 2022).
The main aim of this study is to identify the areas within HRM that benefit from the implementation and use of SAP SuccessFactors particularly in the areas of efficiency and standardisation. Respondents were asked to choose from the main benefits advertised by SAP SuccessFactors from the use of their application (SAP, 2022). They were also given the option to choose others if they experience benefits that are different from those bulleted in the questions. They also had the option to skip this question in case they felt that there are no tangible and intangible benefits from the use of this software. An analysis of this response gives insight into what users feel are the most beneficial features of this technology. It was also analysed if users of the other software have experienced similar benefits.
HRM is the management of human resources that requires an emotional and contextual analysis. SAP is working to introduce artificial intelligence to help digitise more processes of HRM. An inquiry was made to track which are the areas of HRM are not supported by SAP SuccessFactors and is of interest to the respondents.
This inquiry was made with the target to find major challenges which the users of this application have had with its use. Being a heavy on technology application there are various implementations and day-to-day issues may face. The respondents were given the general issues that are faced by the users in such a scenario based on the reading at CIPD’s website and they were asked to choose any or all the challenges that they encounter (CIPD, 2022).
8.4 Procedure
This research was performed in an organised and structured manner following the underlying principles of the Research Onion. Attempts were made to ensure the analysis of data is performed with a neutral and unbiased view (Saunders, Lewis, and Thornhill, 2019).
The current sociological and regulatory factors were considered while deciding on the methodology. The normal work hours of employees have increased by 56% ((Impact of COVID-19 on working lives | Survey reports | CIPD, 2022). Technology has enabled more employees to know work from home. There is an increase in social isolation and increased adoption of technology-enabled methods (The impact of new tech during COVID-19 | CIPD, 2022).
To adapt to the change in the preferred ways of interactions and working online surveys were carried out with an expectation of wider and quick response. Survey Legend website was used to design the survey and later collect the results. Primary data was collected from the users through a structured interview that had pre-coded answers. Such an interview style is expected to lead to an unbiased interview but might have elements of subjective opinion from the interviewee (Saunders, Lewis, and Thornhill, 2019, Pg. 435-436).
The information on the total number of organisations that use SAP SuccessFactors Employee Central is not publicly available. A sample-based approach was used to collect responses to the survey. Sampling can be used as an alternative from obtaining a census from the entire population when there are budget constraints, and time and where it is impractical to survey the total population (Saunders, Lewis, and Thornhill, 2019, Pg. 492-494).
An outline of the survey questions to be sent out to the participants was discussed with the supervisor at the time of review of the project proposal and feedback received at that time was used to update the final questionnaire used for this project. Eleven responses were received to the online survey over 10 days. Each respondent could only fill out the survey once. The responses were coded and quantitative analysis of the descriptive data was carried out this allowed me to carry our comparisons between the data collected. Additionally, this approach also saved time (Saunders, Lewis, and Thornhill, 2019, Pg. 569 – 571).
8.5 Respondents
The online questionnaire was sent to 25 HRM professionals who have had experience in the use of SAP SuccessFactors Employee Central and other eHRM tools. The link to the survey was shared with them through email and/or mobile messages. Ethical issues such as privacy, informed consent, anonymity, and confidentiality of the respondents were considered while processing their responses and reporting them for this research (National Centre for Research Methods, 2022.
The research survey was open from 8 January 2022 to 17 January 2022, giving the professionals a window of 10 Days to respond to the survey. The users were requested to respond to all the survey questions. However, this was not made mandatory. This is analysed further in the reflective statement.
The respondents to the survey were independent of this review and anonymity was maintained throughout the survey. Also, assurance was provided on the confidentiality of the data shared by them to ensure that their opinion is free of any influence. However, as this survey is based on the experiences of the SAP SuccessFactors Employee Central users, the objectivity of their answers might be a debatable point (Saunders, Lewis, and Thornhill, 2019).
9 Results and Analysis
9.1 Decoding of the labels assigned to different questions
The response to questions 1,2, 4, and 5 of the questionnaires fall under the dichotomous category as only two categories of response are possible to them. Value labels were assigned to different categories of responses within each of the questions. The responses were coded. The coding assigned to the two labels in the dichotomous questions 1,2,4 and 5 are represented in the table below:
| Label Question No# | 1 | 2 |
| 1 | Yes | No |
| 2 | Yes | No |
| 4 | Yes | No |
| 5 | Yes | No |
The first question was to confirm if the respondents are using SAP SuccessFactors Employee Central. Code 1 was used to capture the positive responses while code 2 was used to capture a negative response. The second question tests if there are other eHRM in the market. When the respondent selected code 1 as a response to this question it confirmed that they do use an alternative HRM software while a response as 2 means that they don’t use any HRM software. Response to question 3 of the questionnaire that finds the size of the organisation has been measured using a quantitative variable. The response to it is scalable from 0 to more than 10,000 with regards to the number of staff employed by it and there are fixed intervals to it.
Question 4 gathered responses on whether the operations of the organisation in which the respondents work operate in more than one country. When the participants confirmed that their organisation operates from more than one country it coded as 1 while any negative response to this question is recorded as 2.
While question 3 was targeted to find the number of staff supported by the organisation on whose practices the participant is responding to. However, this data is not distributed in equal intervals and thus it has been analysed using a nominal basis rather than as scaled data. The following coding was used:
| Code | Label | Code | Label |
| 1 | Less than 1000 | 3 | 2000 – 5000 |
| 2 | 1000 – 2000 | 4 | 5000 – 10000 |
The next three questions were aimed to find respectively the various modules of the SAP SuccessFactors Employee Central or other eHRM tools that they are using. While question 8 seeks to know what benefits did the participants noted from the use of these tools. While in the last question inquiry was made to the challenges they faced with the use of the application. All these three questions were set as multiple choice and more than one response was possible.
In response to question 7 of the questionnaire, participants were able to select the following codes to reflect which of the modules of SAP SuccessFactors or other eHRM do they use. The following codes were used to capture their response:
| Code | Label | Code | Label |
| 1 | Saving of cost | 4 | Motivated employees |
| 2 | Time to value/efficiency | 5 | Data security |
| 3 | Time and attendance | 6 | Accuracy |
In question 8 the codes were attached to the main benefits that the use of SAP SuccessFactors as discussed in the literature review section above that the participants experience with the use of these tools.
| Code | Label | Code | Label |
| 1 | Employee relations | 3 | Motivated employees |
| 2 | HR Strategy | 4 | Data security |
In the last question of this questionnaire, the challenges experienced with the use of these applications were captured using the following codes:
| Code | Label | Code | Label |
| 1 | Initial installation | 3 | Motivated employees |
| 2 | Training employees | 4 | Data security |
SPSS software was used to analyse the data this tool doesn’t have the capability to interpret the data. The results of the analysis were interpreted to draw an objective conclusion.
The valid data is where we have a score where the participants have decided to abstain from responding those fields are taken as invalid data and have not been used for analysis and further interpretation.
The percentage is calculated based on the total sample size while the valid percentage is computed based on the number of responses from that set of samples. This research interprets data based on the valid percentage unless indicated otherwise.
9.2 Quantitative Analysis
To start with a first-level analysis was performed using frequencies. This helps users to get an understanding of the data and make primary comparisons (Anderson, Fontinha, and Robson, 2019).
Also, deviations of most observations were captured in the form of standard deviations and the behaviour of different variables was analysed.
SAP SuccessFactors is a widely used HRM software with 54.5% of the respondents confirming the use of this application to manage their HRM activities.
| Do you use SAP SuccessFactors Employee Central to manage your HRM function? | |||||
| Label | Frequency | Percent | Valid Percent | Cumulative Percent | |
| Yes | 6 | 54.5 | 54.5 | 54.5 | |
| No | 5 | 45.5 | 45.5 | 100.0 | |
| Total | 11 | 100.0 | 100.0 |
The remaining 45.5% of the users confirmed the use of other eHRM tools. This substantiates the pervasiveness of the use of technology for HRM discussed above in the literature review. Interestingly the organisation where all the respondents worked had its operations spread in more than one country. One of the main reasons for the use of this software is their capacity to bring standardisation in the processes of the MNCs that are spread across the borders and thus have different regulatory and cultural practices.
| Is your organisation considered to be a Multinational Company (MNC)? | ||||||
| Label | Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Yes | 8 | 72.7 | 72.7 | 72.7 | ||
| No | 3 | 27.3 | 27.3 | 100.0 | ||
| Total | 11 | 100.0 | 100.0 | |||
72.7 of the participants confirmed they use these tools while working in an MNC. 45.45% of the respondents were those who used SAP SuccessFactors in an MNC setup.
The size of the organisation where the respondents used these tools mostly employed less than 1000 employees with 72.72% of the respondents claiming that their organisation employed less than 100 staff. 85% of these organisations use SAP SuccessFactors. The results are indicative that eHRM tools are used in all the sizes of organisations whether such size is determined based on their size, geographical spread, or the revenue generated from overseas.
| How large is your organisation (considering the total number of employees)? | ||
| Size of Employees | N | Frequency |
| Less_than_1000 | 11 | 8 |
| Between_1000 to 2000 | 11 | 1 |
| Between_2000 to 5000 | 11 | 0 |
| Between_5000 to 10000 | 11 | 1 |
| More_than_10000 | 11 | 1 |
| Valid N (listwise) | 11 |
The relationship between the use of eHRM tools, size of the organisations, the spread of operations of the organisations, and the number of staffs in that organisation. A maximum positive frequency of 8 was noted when the organisation operates in more than one country and they use eHRM tool including SAP SuccessFactors to manage, automate and standardise their large scale HRM operations.
Fig1: Relationship Map
9.3 Qualitative Analysis
The results of the survey suggest that time and attendance is the module used by most of the organisations in which the respondent works. This is closely followed by recruitment, compensation, onboarding. This further emphasises the use of SAP SuccessFactors and eHRM on the automation of the tasks that are clerical and repetitive HRM tasks introduce efficiency highlighted in the literature review. The results of the descriptive analysis are highlighted below:
| Which areas of HRM in your organisation are managed through SAP SuccessFactors or any other HR software that you use? | ||
| Module | N | Frequency |
| Time and Attendance | 11 | 10 |
| Recruitment | 11 | 9 |
| Compensation | 11 | 7 |
| Onboarding | 11 | 7 |
| Learning and Development | 11 | 6 |
| Performance and goal management | 11 | 5 |
| Succession and development | 11 | 3 |
| Valid N (listwise) | 11 |
The modules to manage the learning and development, and performance and goal management, are also used widely. However, the survey suggests that organisations make the least use of the module designed to manage the succession and development module.
Fig 2 : Analysis Graph
There are various tangible and intangible benefits from the use of this software. When users were given multiple options to select which are the most beneficial features of the survey. 72.72% of the respondents agreed that the automation of the HRM tasks mainly helps to perform more tasks and thus channel that time to manage the more strategical task as they said that its use adds value to time. The other most common benefit to which 63.64% of the participants agreed was around the cost which is saved by using the SAP SuccessFactors and other software. This may also be indicative of the fact that at places this software tends to replace the HR professional. This might also be a probable reason for the users, not 36.36% of the remaining participants not looking at this as a real benefit for the HR professional. When technology is used to manage HRM data there are in-built checks within the software. For instance, SAP SuccessFactors has the capability to stop a user to input a text value in the date field. One of the main drivers beyond this is the standardisation that the use of SAP SuccessFactors embeds into the process and various task performed by HRM. The users also, felt that this not only increase the accuracy of the data that is used to make daily and strategic HR decision but also increase the efficiency of the users as they save time to correct those errors. 54.55% of the participants also agreed that the use of these software has increased to manage the confidentiality of data as there are access controls within the systems that can be used to define who has access to what. Thus, helping them to maintain better security of the personal data that was maintained using manual processes. This also led to the fulfilment of the regulatory requirements under GDPR in the UK and other equivalent regulations outside it. These benefits and other secondary benefits keep the employees motivated as agreed by 54.44% of the participants in the survey.
| What are the main benefits of using SAP SuccessFactors or HR software? | |||
| Benefits | N | Frequency | Absolute % |
| Time Value | 11 | 8 | 72.73% |
| Cost Saving | 11 | 7 | 63.64% |
| Accuracy | 11 | 6 | 54.55% |
| Data Security | 11 | 6 | 54.55% |
| Employee motivation | 11 | 6 | 54.55% |
| Valid N (listwise) | 11 |
Technological development in the recent past has led to making the machine more intelligent and learning based on the pattern of the records processed by them. There are areas within the HRM functions that take a substantial part of the HR but there is no technology to support their automation. Respondents shared their views to confirm which areas of HRM they would like to be supported by the software. 63.64% of respondents see that it will be most beneficial for them if employee relations could be managed and supported by SAP SuccessFactors or other HR tools. The judgemental nature of this function has not been much supported by SAP SuccessFactors at the moment. Functions like change management, HR strategy and managing organisational effectiveness are other areas that respondents felt should be better supported by the software.
| Which functions of HRM are not supported by SAP SuccessFactors or the available HRM software solutions? | |||
| Areas | N | Frequency | % |
| Employee Relations | 11 | 7 | 63.64% |
| Change Management | 11 | 5 | 45.45% |
| HR Strategy | 11 | 4 | 36.36% |
| Organisational Effectiveness | 11 | 2 | 18.18% |
| Valid N (listwise) | 11 |
Lastly, an investigation was made to explore the challenges that the HRM personnel and the organisations that implement this software have to face. Users shared to have faced multiple challenges with the implementation and use of SAP SuccessFactors or HRM software. HRM generally doesn’t have the technical expertise in managing the software. They thus have to liaise with IT and finance for maintenance, support, and managing the cost of this software. This cross-functional liaising has been found most challenging by the respondents with 54.5% of them listing it to be a major challenge. Also, training the employees to use the application was found to be challenging by 45.45% of the respondents.
| What are the major challenges in the use of SAP SuccessFactors or the available HRM software solutions? | |||
| Challenges | N | Frequency | % |
| Initial Installation | 11 | 4 | 36.36% |
| Employee Training | 11 | 5 | 45.45% |
| Cross-Functional | 11 | 6 | 54.55% |
| Valid N (listwise) | 11 |
10 Limitations
10.1 Data Source
Though an axiology approach has been followed while analysing the responses these may be affected by the oncologic assumptions of the respondents. These responses were from the HRM professional, and many do not factor in the effectiveness that the organisation sees by the implementation of SAP SuccessFactors and/or other HRM software. Additionally, there was a change to the targeted source of data. At the stage of proposal, the aim was to collect data from the then place of employment. However, after the submission of the proposal the access to that organisation was eliminated due to researcher’s redundancy. Hence, judgment was made to share the questionnaire to the next best available source. These were the HR professionals who had first hand experience in the use of SAP SuccessFactors Employee Central.
10.2 Population and Sampling
The total population who uses SAP SuccessFactors is not publicly published. It is suspected that the figure could run to thousands given the limited information available on the internet. Thus, the sample size selected, and the actual response maybe not be truly indicative of the response of the substantive population and there may be many variances from the conclusion drawn in actual practice.
10.3 Data Collection Process and Access to Literature
The data considered for this research is mainly from the reading of research, books, articles, and journals of various academicians, interactions with the HRM professionals, and their responses to the survey. A read of various journals was also done. However, there is not widely available published data on SAP SuccessFactors. Thus, inferences are drawn for other HRIS applications that are developed and operated on similar philosophies and technology. Thus, there may be a generalisation of the impact of technology on HRM’s efficiency and its ability to standardise the HRM processes.
11 Conclusions
The discussion around the various available material and evaluation of the above participants’ responses highlights the various areas within HRM that could benefit from the use of SAP SuccessFactors technology. As can be seen, it is hard to find an organisation that doesn’t use technology to automate to support any of its HRM functions with the probability being nil in the survey conducted.
Although the software has various modules to cater to a range of needs in the HR function these are more standardised and the capability to be in customisation is either very restricted or heavy on the pocket (SAP, 2022).
There has been a shift in the role that HRM is expected to play in the success of the organisation. They are expected to be a strategic partner who is able to analyse further trends, design the process and procedures that supports the organisation’s strategy, and lead to developing a culture where employees are motivated to contribute to the attainment of the organisation’s objective and success. These expectations from HRM requires the automation of their traditional task. Depending upon the financial constraint’s organisations can implement various modules of SAP Success Factors and or HRM tools to automate the HRM processes. This is where the use of these software has gained appreciation. There is an obtain of scalability that SAP SuccessFactors brings in. Where the organisations have an option on which modules on the ERP they want to implement and to which entities where their operations are spread across the border.
Due to the limited development in this area and because of the involvement of the human element at the moment, there are only limited functions of HRM that can be automated such as recruitment, attendance, learning, and development to name a few. Though as a field of science the technology development in this area is still evolving. To overcome the elements of uncertainty and difficulty to predict the behaviour of human resources some critical functions of HRM have not been successfully automated so far.
These functions including employee relationship, change management, and strategic management are still not effectively supported by the available modules and tools. With the growth in artificial intelligence and machine learning, there are chances that these areas of HRM which are heavy on judgemental calls and logical processing of data will soon be supported by technology to further standardise the processes around these functions and at the same time introduce greater efficiency.
12 Recommendations
One of the recommendations which the organisations implementing these technologies should be aware of is that the technology is only as good as the users. Thus, the tech education of the users of these tools is paramount. This point was also highlighted by the respondents who agreed that training the employees to use these tools is one of the major challenges in the use of these tools. This contract which comes along with the benefit of the SAP SuccessFactors and other HRM tools should be factored into by the organisation when they evaluate the efficiency and standardisation introduced by them.
Another recommendation would be around the use of project management tools and practices when organisations implement SAP SuccessFactors. The implementation would be successful only if the settings on the SAP SuccessFactors is correctly configured to reflect the practices and procedures of the organisations. Also, an organisation invests their man-hour, finance while implementing these. This is vital that the test results are correctly checked by the knowledgeable users of these tools before these are put to actual use. Also, it is important that there is the supervision of this implementation process to ensure that it is complemented within the timeframe and is set to deliver the efficiency excepted from its use.
Finally, it is to be considered what impact the inability to access the SAP SuccessFactors applications will have on the HRM operations of the organisations. Mainly these impacts can be divided into three broad categories: operations issues, issues that are tactical, and lastly issues that have a strategic impact. Operational issues include issues that put the administrative working of the HRM function of the organisation in halt such as lots of manual intervention to the applications so that they can process the data being inaccurate and incomplete.
Tactical issues such as the inability to process the data generated through processing by the HRIS, accessibility of these systems, and coverage of the functions lead to a tactical inability by HRM to manage by relying on these applications. Then there are issues that have an impact on the strategic goals of the organisations like inability to manage the complete end-to-end process, inability to change, inability to manage change, or even to adjust based on the forecast (Boroughs and Rickard, 2016).
SAP SuccessFactors Employee Central is a comprehensive HRM management tool. However, given the present support offered by the technological advancement, it is to be considered that the above benefits induced by it or other HRIS that work on similar concepts in terms of efficiency and standardisation is to be seen in the light of the limitations of these applications.
13 CIPD Reflective Statement
Reflexivity is an important skill for a researcher. In order to have a dependable research philosophy researchers should be able to question their own assumptions and scrutinize them at the same time. This helps them to make better-informed choices (Anderson, Fontinha, and Robson, 2019).
There are some important takeaways from the research that I did for this project. Firstly, I became more aware of the use of analytics tools for HRM. My previous understanding of HR analytics has mainly been around its use for frequency analysis. While conducting this research I was introduced to various tools and their application to analyse data that use it to support HRM decision making. In particular, I made use of IBM SPSS Statistics for the first time. And while using it I learned how variable fields can be used to define the fields of the data collected. I sit work closely with my organisations Corporate Management Team and I will apply this tool to crunch data for them. This will help me to present large data in a concise manner.
Moreover, I learned that this tool has a native configuration to enable the creation of charts. I found this tool to create visuals very helpful. Especially, I received positive feedback when I have presented data to the senior management in the visual format as it helped them to digest more information in less time. I consider myself a beginner in HRM data analytics and my knowledge is limited to want I gather while attending MA HRM’s classes on projects and a few YouTube videos. This has; however, encouraged me to build further on my existing knowledge. To do this I will watch more YouTube videos on IBM SPSS Statistics 28. I will also read the IBM SPSS Statistics 28 Brief Guide that is available online for free at (IBM SPSS Statistics 28 Brief Guide IBM, 2021)
At the sage of interpretation, I also found that I could have also used ordinal and scale data measurement to identify the most beneficial function of SAP SuccessFactors Employee Central.
Though, completing this project was a rewarding experience I also had a few challenges while performing it such as designing the survey, the channel for transmission of this survey, and identifying the participants for the survey. There is limited information available on this topic which limited my access to the literature review on this topic but at the same time pushed me to make use of critical thinking and evaluate the response shared by the users of these applications through the survey results. Also, the broader use of preparing the research document is that it has made me more confident to present information to others that are backed by logically interpreted data.
14 References
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15 Appendix
15.1 Figure Proposal Gantt Chart
15.2 Figure Actual Gantt Chart
15.3 Appendix: Online Survey Information presented to all participants
Hi there!
I am recently completing research for a Master’s degree. In my research, I am exploring the impact technology has had on Human Resource Management (HRM) functions.
If you could please spare 3 minutes to complete this survey which has a few questions about the use of technology for performing HRM functions at your organisation.
The information collected from this survey will be used for the purpose of this research and at any time you can withdraw from this survey. If you have any questions about this survey, please feel free to contact me on 07883916007.
Just click on the start button below to get started.
Thanks, and all the best!
15.4 Questionnaire
Do you use SAP SuccessFactors Employee Central to manage your HRM function?
- Yes [ ] No [ ]
In case the answer to the above question is ‘no’ is there any other e-HRM tool that your organisation uses
- Yes [ ] No [ ]
How large is your organisation (considering the total number of employees)?
Tick your answer
- Less than 1000
- 1000 – 2000
- 2000 – 5000
- 5000 – 10000
- More than 10,000
Does your company operate in more than one country?
- Yes [ ] No [ ]
Is your organisation considered to be a Multinational Company (MNC)?
- Yes [ ] No [ ]
Which areas of HRM in your organisation are managed through SAP SuccessFactors or any other HR software that you use?
Tick your answer:
- Recruitment
- Onboarding
- Time and attendance
- Learning and development
- Performance and goal management
- Compensation
- Succession and development
What are the main benefits of using SAP SuccessFactors or HR software?
Tick your answer:
- Saving of cost
- Time to value/efficiency
- Time and attendance
- Motivated employees
- Data security
- Accuracy
Which functions of HRM are not supported by SAP SuccessFactors or the available HRM software solutions?
Tick your answer:
- Employee relations
- HR Strategy
- Change management
- Organisational effectiveness
What are the major challenges in the use of SAP SuccessFactors or the available HRM software solutions?
Tick your answer:
- Initial installation
- Training employees
- Cross-functional
[1] Bot – a piece of software that is used to perform pre-defined, automated tasks on a repetitive basis.
Residents’ Perceived Quality Of Life in Dorset Tourism Destination
W.1 Project
A Study on How to Implement SAP SuccessFactors Software – Employee Central Module, in Human Resource Function to Improve Efficiency and Standardisation
An empirical project submitted in partial fulfilment of the requirements for the degree of
Master of Arts in Human Resource Management
at the Westminster Business School of the University of
Westminster, by
SubDeclaration
I declare that the research conducted for analysis and discussion on this dissertation has been solely composed by myself. Wherever references have been made of others’ discussion adequate references and credits have been given to them in the relevant sections.
No part of this research has been submitted for grant of academic credit of any other research.
1 Acknowledgements
This research has been possible because of the valuable guidance of Ms Christine Porter, our Course Leader, and Ms Sangeetha Srinivasan my supervisor for this research. Their continuous support has helped me to bring this research to the current form and shape that it is today.
I would also like to thank Dr Francesca Andreescu, our Module Leader. Credits are also due to Dr Elisabeth Michielsens for her valuable guidance at various points during this research.
I would also like to express my gratitude to all the respondents for the efforts they took to patiently reflect on their experiences in the implementation and application of SAP SuccessFactors Employee Central and other e-HRM tools in their organisations.
2 Abstract
This research aims to answers the main questions that the HRM functions of the organisations that make use of the SAP SuccessFactors Employee Central want to be answered. This research starts by exploring how the use of this technology increases the efficiency in the HRM working and at the same time standardises their processes. It also critically evaluates how successfully this technology has been able to meet the objectives of its use. A survey was conducted using a self-designed questionnaire to explore how the use of this application in the HRM evaluates it factoring in the organisational setup in which they operate.
A logical and methodical analysis of the survey results highlighted the pervasive and ominous use of these applications. However, the benefits which these applications offer now are in the area of administrative functions of HRM. The use of SAP SuccessFactors and other HRM technology as a strategic tool for HRM is still evolving.
With the advancement of technology, there is a high probability that these concepts will be used by SAP SuccessFactors too. The ERP HRISs will be supporting HRM across all sizes of organisations particularly for MNCs to be a strategic partner of the organisation.
3
4 Table of Contents
6.3 Challenges and Future Path.. 9
7.1 Strategic Partner and Emergence of e-HRM.. 10
7.2 ERP HR Software’s Vital to MNCs. 11
7.3 Increase in Efficiency. 12
7.4 Efficiency in Day-to-Day Operations. 13
7.5 Efficiency while Implementation and Maintenance. 17
7.7 Challenges in the use of HR Software. 18
7.8 Further Automation Required. 19
8 Research Methodology and Methods. 20
8.2 HR Research and Methods. 21
8.3 Research Questions and Objectives. 22
9.1 Decoding of the labels assigned to different questions. 27
10.2 Population and Sampling. 38
10.3 Data Collection Process and Access to Literature. 38
13 CIPD Reflective Statement 43
15.1 Figure Proposal Gantt Chart 49
15.2 Figure Actual Gantt Chart 49
15.3 Appendix: Online Survey Information presented to all participants. 50
5 Glossary Of Terms
| Notation | Description |
| AI | Artificial Intelligence It is the ability of the computer to intelligently perform common tasks (Britannica, 2022). |
| CIPD | Chartered Institute of Personnel and Development |
| e-HRM | Electronic Human Resource Management |
| ERP | Enterprise resource planning or ERP application can be defined as an application that helps organisations to run all their core process: finance, HR, supply chain, procurement, manufacturing, and others (SAP Insights, 2022). |
| HR | Human Resource |
| HRIS | Human Resource Information Systems |
| HRM | Human Resource Management |
| IT | Information Technology |
| L&D | Learning and development |
| Machine Learning | It is a branch of artificial intelligence that use algorithms and data to Enable machines to imitate the manner in which humans learn. |
| MNC | Multiple National Companies |
6 Introduction
SAP SuccessFactors Employee Central is one of the widely used ERP based HRM tools. Organisations use these tools as a driver to bring efficiency in its HRM function. This study contributes to the evolving area of use of technology through the SAP SuccessFactors Employee Central in the field of HRM and the academic interest in it of HR professionals. Empirical pieces of evidence have been used to gain an insight into how the use of SAP SuccessFactors Employee Central technology to perform HRM functions has brought efficiency and standardisation in its operations.
6.1 ERP Tools for HRM
Different formats of technological support are available for HRM and the ERP HRM solutions are considered to the best of the breed (Boroughs and Rickard, 2016). The ERP provides a complete range of functionality to support and manage the HRM. The available functionalities of SAP SuccessFactors Employee central are evaluated in light of the efficiency it embeds in the HRM operations and how it contributes in the standardisation of these operations.
These HRIS comes with options of the standardised set of configurations which can be either mirrored or customised to suit the nature and the scale of the HR functions of the organisations implementing them (Hunter, Saunders, Boroughs and Constance, 2006). The research discusses how the use of SAP SuccessFactors brings efficiency in the HRM processes of the organisations that operates as MNCs . The HR function of an organisation can operate under different setup: entity-based functions, shared service, co-sourced or outsourced. These HRIS can be used in all the setups and for varying scale of HRM operations.
6.2 ERP and Efficiency
The efficiency derived from the SAP SuccessFactors was analysing considering the existing offerings of these HRIS and then evaluating on how they contribute to the different functions of the HRM in terms of efficiency and standardisation. To do this first the primary and critical activities of the HRM were identified and then an evaluation was made on how the functionalities within the SAP SuccessFactors Employee Central supports.
A discussion on HR’s role and the organisations expectation from them has changed dramatically since 1960 i.e. roughly the time when the HRM function were digitised. how the role that HR plays within the organisation has changed was analysed.
The contribution to each critical function was analysed. Also, responses were sought to a self-designed questionnaire to confirm on what the end-users experience has been with the use of HRIS tools. The respondents were asked to share their response by easily selecting the coded labels.
The use of HRIS enables the users to maintain error free, data in a secured manner with controlled access. This data is logically processed by the systems to generate meaningful information. This information can support various functions of HRM: recruitment, on-boarding, performance management, time, and attendance, compensations and so on. The roles which these eHRM tolls support are mainly eliminate the administrative tasks of the HRM, they don’t contribute much to the strategic goal of the organisations. This is seen as a limitation of the SAP SuccessFactors Employee Central in its present state and form. But the emerging development in the technology and their successful implementation on other functions of the organisations through an integrated ERP platform is acting as a sliver lining where they will be able to support those functions of HR that are more judgemental based.
Furthermore, the capability of SAP SuccessFactors in a cloud format and how it benefits the HR has also been explored. It has to be highlighted that beside the primary benefits which the automation of these HR activities brings in terms of the savings in cost, time, compliance with the regulations and capability to generate massive reports in a concise and succinct manner for the management use there are also secondary benefits. These secondary benefits are mainly noted in the increased morale of the employees and their enhanced productivity (Boroughs and Rickard, 2016).
6.3 Challenges and Future Path
The research acknowledges the challenges which comes with the use of the HRIS. The efficiency introduced by these systems comes at a cost. There are both tangible monetary outflow and other intangible limitations with their use. The implementation of these applications is a complex process that is often managed through external support. A rigorous compliance of the agreed project implementation plan is necessary to ensure that the SAP SuccessFactors is configured to deliver the results in line with the standard agreed practises of the organisation. However, ones the application is implemented things comes down mainly on the day-to-day operating of these applications. The manner in which the users input and analysis the data on the HRIS defines whether it will add to the efficiency. Thus, the training of the employees is critical to make the efficient use of the eHRM to support the HR. The challenges are discussed more under in detail in the named section below.
The current limitations of these applications can be seen as the areas where they can support in the future. These are mainly with regards to the HR processes that are yet not support such as change management, employee relations and son on.
6.4 Research
The research mainly tries to gauge first hand experience of the users of these applications through a series of questions. The results of the survey were then then analysed manually to draw logical inferences and check their conformity or deviation to the findings of the scholars discussed in the literature review. This was then used to draw meaningful conclusions and recommendations.
7 Literature Review
7.1 Strategic Partner and Emergence of e-HRM
In modern organisations employees play a key role in determining a firm’s performance in business settings thus Human Resource Management (HRM) plays a critical management function in managing these resources (Uysal, 2014). Organisations could use human resources as differentiator so that they give them competitive leverage over their rivals. Further, for the realisation of the organisation’s strategic goals effective management of the human resources is vital (Khashman and Al-Ryalat, 2015).
The use of technology to conduct HRM activities is referred to as e-HRM. This term was initially coined in the 1990s. Earlier this term was used in a very narrow technological aspect and covered only those HR activities performed using the internet. However, as time evolved this term encompassed wider use of technology including the use of HRIS. There are three overarching applications of these HRIS: To publish information, automate transactions, transform the use of HR functions (Wilton, 2019).
HRM function has been restructured over time to fit in different roles over the time. In the 1960s HRM was mainly concerned with maintaining personal files, while in the mid of 1960s until the mid-1980s HRM function was expected to support the organisation to be compliant with all legal frameworks. From the mid-1980s HRM roles too more of the role of personal management and managing the employee life cycle. However, there has been a shift in the role of HRM from the late 1990s where it is mainly seen as a strategic partner. The traditional roles of HRM-related to database management, recruiting, appraisal support, are either outsourced or automated. Where HRM are unable to deliver on these expectations of the organisation they usually see their positions being made redundant as part of the restructuring (Torres-Coronas and Arias-Oliva, 2009). The use of technology in HR has grown and become pervasive in most of its activities like payroll, training & development, recruitment, HR planning. The drive for automation in HR is driven by the HRIS strategy which is expected to provide a competitive advantage to organisations (Torres-Coronas and Arias-Oliva, 2009).
7.2 ERP HR Software’s Vital to MNCs
The number of MNCs operating in different sectors has risen in modern times. These MNCs are organisations whose operations are spread across different geographical territories. These MNCs derive 25% or more of their revenue from operations that they carry out outside of their home country (The Black’s Law Dictionary, 2012).
The human capital of these organisations is spread across different countries. It is highly unproductive and futile to use manual processes to manage the HR of such organisations. Such companies thus usually use ERP tools which is a comprehensive way to manage the HR functions of these companies.
The use of these software/e-HRM tools allows them to automate HR processes such as managing absenteeism, performance appraisal, payroll, and learning and development. If these processes are performed manually these will take away much of HR’s time and it will have less time to support the strategic objectives of the organisation.
Further studies suggest that in these organisations HR is an active and strategic partner. Their role is elaborative in the larger organisations as compared to the role HRM has been performing in a traditional organisation. This shift in their role requires better data analysis and automation of clerical and repetitive functions.
One of the widely used e-HRM systems in the MNCs is SAP SuccessFactors Employee Software – Employee Central Module. They have positioned themselves as a Global Leader in developing and delivering software solutions for the execution of business processes and functions. This software offers various modules that can be used to automate the HR functions such as payroll, time management, compensation, recruitment and onboarding, performance management. Through its various modules, it is positioned to support the HRM functions and manage data in a manner that allows for further integration with the wide business like sharing the payroll data with the finance department for the further processing and payments of the employee salaries and compensations (SAP, 2020).
7.3 Increase in Efficiency
HRM aims to support organisations in achieving their objectives, such as recruiting the right people, developing a cordial relationship between the employer and their employees. HR proposes the people’s policies and practices while the line manager implements them while ensuring that the organisation achieves its objectives. To achieve this primary objective there are various peripheral roles that they have to perform such as mentoring and coaching, communicating across various levels, and being technologically skilled.
E-HRM provides organisations with the tools through which HR can organise, analyse and manage the personnel in a manner that would support the management to attain their strategic objectives cost-effectively and efficiently. This is particularly helpful when managers are operating in uncertainty, turbulence.
The organisation’s strategy should be driven by big data. HR systems can be used to perform people analytics to analyse people’s engagement, discourage absenteeism, evaluate the outcomes of learning and development activities, recruitment process, performance management, and reward management.
The outcomes of these analyses help organisations drive better employee engagement and reduction of employee turnover and retention. This also drives updates and changes to the HR policies and procedures, evaluation of the diversity and inclusion performance of the organisation, and estimating the social and financial return on the human resources. However, for e-HRM to be effective in this regard the input data must be cleaned, and accurate which can be used to perform multidimensional, predictive, and descriptive analytics (Armstrong, 2009).
HRM’s decision-making improves when it’s supported by the data analysed from information systems. The HRM systems provide for an organised solution to store the data systematically. Comprehensive detail of employees’ data can be maintained in this HR software These systems have been particularly helpful in the planning and development of HR setup in contemporary organisations (Alshibly, 2014).
This data is analysed to make informed and rational decisions about the employees of organisations which are also aligned to the individual’s needs. A cordial work environment is established where individual needs and matched to the organisation’s objectives. One such example can be seen when reports on completion of the assigned L&D training to the employees is analysed. In case there are delays in the completion of these pieces of training, the line manager can push the employees to complete them. This is beneficial for the organisation and their employees to upskill themselves (Chang et al., 2013).
Though there is an outflow of monetary resources when this HR software is implemented and also in their further maintenance. This, however; lead to better and more efficient results being made that support the short-term and long-term goals of organisations (Masum, Kabir, and Chowdhury, 2015).
7.4 Efficiency in Day-to-Day Operations
The use of technology in HRM is mainly targeted to accomplish HR transactions, record keeping, and other repetitive administrative HRM tasks. It is expected that through the use of this software, the HR function within the organisation will be able to support the strategic objectives of the organisation as highlighted in the sections above along with bringing financial savings for the HR department. With the evolution of technology, these tools can serve as specialised advice to the management on compensation, career development, selection, and management of the talent pool of the organisation.
Due to the relative newness of the use of technology and ERP software, there is not much-supported information and statistics to evidence their effect on the effectiveness of the HRM function. The presently available research shows that the most useful benefit is in terms of efficiency in the areas of are cost, service, and speed to bring to HRM function. When the delivery of services of HRM improves it also improves the credibility of the HRM.
However, some of the scholars opine that the existing HRIS tools do not effectively contribute to the attainment of the organisations’ objectives and decision-making by HR. The main reason for this disappointing contribution of HRIS can be attributed to the novelty of these applications and the inexperience of the organisation in the use of these tools for strategic purposes. Refinements are still sought in the manner the data is being processed by these HRIS tools before they can prove to be as effective as the finance, supply chain, or other system managing applications. The management supports building HRIS so that it can manage its dispersed and diversified workforce. The use of the HRIS in an integrated setup like SAP SuccessFactors Employee Central enables for holistic use and analysis of data and contribute to the organisation’s objective efficiently by creating knowledge of networks, improving the manager decisions on human capital, offering a positive experience to its users, and enabling the measurement of its contribution to the organisation amongst other factors. Also, a parameter to measure the effectiveness of the HRIS is measured by the amount by which it has reduced the HR cost. This at times as having negative implications for HR personnel as it is expected to lead to their redundancy (Lawler III and Boudreau, 2015).
The global operations of the organisation require the use of a networkable and advanced solution to manage the dispersed workforce make wider use of these applications. Completely integrated applications as SAP SuccessFactors Employee Central are rated much higher in terms of efficiency they bring in:
Human Resource Planning (HRP): Organisation’s demand for labour requires analysis and forecast of the demand and supply of the labour. While making such predictions factors such as expected leavers, temporary withdrawals (due to maternity/paternity leave, secondments, or sabbaticals) are to be considered. HRIS is designed to make these analyses on HRM’s behalf (Wilton, 2019). It is one of the analytics that SAP SuccessFactors’ HR Analytics can do for HR personnel. The data derived from such tools are expected to have fewer chances of error and the results of such analysis are much quicker when we compare them to the manual processing of such information (SAP, 2022).
Its various modules introduce efficiency at different points in the HRM functions. In the onboarding stage, HR professional spends a lot of time keying in the data which is shared by the employees over form. This can, however; be managed efficiently in SAP SuccessFactors that is designed around the principle of self-service. So, once the new employees are added to this application they can update their own information on the system, and HR can just verify and check the information (Murray, Mazhavanchery, and Marson, 2015).
Integration: One of the main advantages that ERP software offers is that of integration (Lawler III and Boudreau, 2015). SAP SuccessFactors is an ERP solution which means that the organisations can add different modules to their subscribed piece of software to match their growing needs. There is a native integration between these modules which means that the data of one module can act as an input for another. Like the time management modules could be used for processing of payroll. This saves some valuable time for HR personnel who can instead use that time saved on repetitive administrative work for strategic tasks.
Also, there are certain changes which have an impact on all or a group of employees in the organisation such as when change there are changes to the tax rates, or when emails are to be sent to a particular group of employees all these processes can be automated by updating the configurations of the HR software.
Availability: When organisations use HRIS to manage the data of their data it gives them the ability to access data from anywhere at any time (Lawler III and Boudreau, 2015). Users can access SAP SuccessFactors and the HRIS tools at any time and from anywhere. Also, these tools are supported across various platforms which means mobile, computers and other platforms can be used to access this data. HRM personnel using these have mobility and they longer have to be physically present at the office to access that critical information.
Cloud-Based: The cloud-based versions of the SAP application are expected to enhance the quality of the data past, current and information analysed. Thus, making them available when required and also cutting down on the cost of these systems and their maintenance to the cross-function units such as IT and the related downtime in the HR. Due to the scalability, organisations are able to upgrade their subscribed services and support the larger data processed by HRM. The could-based versions give more independence in terms of cost and thus more organisations can use these to standardise their process and increase their revenue. The Cloud version of SAP SuccessFactors is maintained and hosted by the vendor, which means that they are responsible for their maintenance, and even when there are any deletes the vendor is expected to have a backup of that data and restore them. Thus, HR does not have to re-create those data (Bondarouk, Ruël and Parry, 2017).
An HRIS is considered to be effective when it can support more tasks (Lawler III and Boudreau, 2018). There are various modules offered by SAP in their present offering for SAP SuccessFactors. This helps to automate the various processes of HRM such as recruitment and onboarding, time and attendance, learning and development. Using the recruitment and onboarding module HRM personnel can manage the recruitment requisitions, interviews, matching, compliance, offer, and also rating the candidates. Workflows can be designed and configured within the system to ensure that there are different employees involved with the requisitions, review, and approval. Thus, minimizing the chances of error and managing the process seamlessly. It also allows HR to enhance its banding and reach a larger talent pool through various channels such as LinkedIn, Facebook, job portal, corporate website, helping the management to make an informed decision (Grubb and Lessley, 2017)
The information generated and maintained by the SAP SuccessFactors depends upon the quality of data that is entered and the validation and the logic through which the data is processed by this application. With the growing relevance of the data governance the use of these HRM systems there are checks to confirm the completeness, accuracy, consistency and relevance of the data. Poor data maintained by the HRM has a cross-functional impact and can affect the over finance, compliance, productivity, and confidence of the staff in a negative way (Bondarouk, Ruël and Parry, 2017).
7.5 Efficiency while Implementation and Maintenance
Strategic and operational functionalities of HR processes can be covered through the use of SAP SuccessFactors. As the organisations grow one of the main questions that they face is whether the applications which they are using will be able to process the larger data? Thus, scalability becomes important. Here the offering of the cloud or hybrid versions SAP SuccessFactors come in handy. If the organisation chooses to go with the cloud or hybrid version of this HR software they get immediate access to scalability. This means that they have more storage and processing capability at their disposal. Thus, HR is doesn’t have to each time go back to the software provider, and there It for making a major change to the organisation’s IT infrastructure and disruption to the HR technology saving some valuable HR personals work hours (Murray, Mazhavanchery and Marson, 2015).
Further SAP offers to provide regular updates to this software to patch any vulnerability in the security of this software which means that the personal and sensitive information which is stored by HR in it is secure and HR can save a lot of time that it would otherwise spend on the management of the files and hard copies. Also, when software is used to manage data then a backup of these data is kept by the companies hosting them. Thus, there is also a facility to restore the data if the data is deleted by error or even sometimes intentionally by a distraught employee (SAP, 2022).
7.6 Shared Services
The use of HRIS has also boosted the concept of shared services. Through the use of technology, there has been a rise in the organisations that manage the HR functions of different organisations. Also, there are centralised units of HR within the organisations that manage the functions of its multiple entities. Using these outsourced and co-sourced services the organisations are able to reduce the cost, increase human motivations and focus on what is more important strategically (Boroughs and Rickard, 2016).
7.7 Challenges in the use of HR Software
There has been a spike in the demand for HR software in the UK. Between 2016-2021 a compounded growth of 7.7% was expected in the revenue of the organisations that develop such HR software. The total market revenue was expected to reach £1.2 billion (IBISWorld – Industry Market Research, Reports, and Statistics, 2022). Many companies have a share in this market such as Workday, SAP SuccessFactors, BambooHR, ADP, Oracle PeopleSoft. The selection of which application is will suit the requirements of an organisation is vital.
This has resulted in a spike in the investments which organisations make in the acquisition and maintenance of HRM tools and software with the aim to support better HR planning, employee training, and development, along with succession planning Nagendra and Deshpande, 2014). This implementation is however not always straightforward and has its own challenges. In June 2021 CIPD did a study on the larger organisations who as per them have employed between 10,000 to 60,000 employees to identify the challenges which they faced while implementing HRIS system to automate the HR functions and their learning from this change management process. This article shared the experiences of HR professionals of three such large organisations. Implementing a new HRIS involves identifying the outcomes from those systems, engaging with internal and external experts to support the implementation process, ensuring that the employees can access the data from different platforms such as laptops, mobiles, and desktops (CIPD 2021 Operating efficiently: implementing HR information systems in large organisations).
It is also vital that there are controls to ensure that the data can be accessed by only relevant individuals. It is important that any regional law and regulations related to the implementation of the new system that process any personal and sensitive personal information are complied with like in the UK the GDPR regulations published by the ICO for the implementation of such systems are to be completed with by completing the Data Protection Impact Assessment (DPIA) before implementation of these systems (Data protection impact assessments, 2022).
Adequate training is an important factor for the appropriate use of the SAP SuccessFactors and other technology in HRM. Depending upon the quality of the system the training plans are to be adjusted such as SAP is a highly technical application thus when this application is implemented then staff using these applications are imparted training for it to be effectively used. Thus, training has an impact on the efficiency of this application (Bondarouk, Ruël and Parry, 2017).
7.8 Further Automation Required
Innovation is required for HRIS to be effective. HRIS can be seen as a computer of the HRM that is expected to automate its processes. However, there are certain limitations to the state and form up to which the SAP SuccessFactors Employee Central and the other HRIS have managed to be developed. The role of HRM might be restricted to being a mere spectator of data. Mostly it is the traditional HRM functions that are at play by the EHRM tools (Bondarouk, Ruël, and Parry, 2017). There are still areas in HRM for which no electronic solution is available like employee relationship management (grievances and disciplinary). Yet these are mostly manually managed areas with the augment of AI and machine learning it might not be a surprise if we see the software providers launch software to develop these areas which are not yet captured by SAP SuccessFactors.
Further, a report shared by KPMG based on their analysis of the major 21 tasks of HRM noted that there is high potential to automate the different functions of HRM either fully or partly. The automation of the five major areas of the HRM is less susceptible: managing employee relations, change management, managing organisational effectiveness, management of the architect of people performance, and supporting the HR and business strategy. Also, there are challenges in keeping the workplace human as it is expected that the use of automation and robotics will replace the human side of human resources (Tobenkin, 2022). SAP SuccessFactors is expected to leap forward in terms of the additional functionality offered by it through the use of artificial intelligence and machine learning where it will make use of conversational interfaces and bots[1] to manage the areas unexplored by HRIS and to manage better some of already supported task more effectively (Burlacu, 2022).
8 Research Methodology and Methods
8.1 Methodology
The research analysis the results of the self-designed questionnaire though comments were sought to improve it before being circulated to the potential participants. There are chances that its purpose the understanding of the researcher may have limited its aptness for the research. Also, the information shared by the respondents has been assumed to be correct and accurate no investigative work was done to establish its correctness and completeness. This might have an impact on the quality of data used for analysis. Further, there may be many more benefits, challenges, and limitations with the SAP SuccessFactors Employee Central and other HRM software used by the respondents. But due to the constraint in the time, only those points which are assumed to be most critical by the researcher have been set as an option in the answer for the survey.
A further pragmatic approach was taken to ensure that only related empirical observations, hypotheses, and induction carried out during the research were considered to deduct any irrelevant information while proposing the recommendations (Saunders, Lewis and Thornhill, 2019, Pg.148-155).
8.2 HR Research and Methods
In simple terms, research means a systematic way to findings out things with the objective to increase one’s knowledge. HRM as a discipline involves making sound informed decisions that have an impact on the employees. Thus, HR research can be explained as a systematic and organised inquiry undertaken with an objective to increase one’s knowledge in HR that supports the action taken by HRM (Anderson, Fontinha and Robson, 2019 Pg.10-11).
Applied research is carried out with the purpose of gaining an understanding of a specified topic (Anderson, Fontinha, and Robson, 2019 Pg.11-12). As highlighted in the discussion of various literature reviews, there is a lack of research material on the impact of the implementation of SAP SuccessFactors – Employee Central in organisations. This research attempts to narrow this gap especially focusing on the impact it has had on the effectiveness of the HRM functions of the MNCs that have implemented it. The aspect of the introduction of standardisation in the processes of the HRM through the use of this software has also been explored.
Research in HR is characterised by diversity. Thus, the assumption after consideration of the various models for research processes and diagrams that there is one right way to conduct research may be incorrect (Anderson, Fontinha, and Robson, 2019 Pg.13).
An explanatory and exploratory research approach was undertaken to explain how SAP SuccessFactors have an impact on the efficiency of HRM functions and their standardisation. The research further explores finding new insight and asking questions on how this software could be used to support the HRM function better.
Explanatory and exploratory research requires the use of both quantitative and qualitative methods to answer the ‘why’ and ‘how’ and at the same time gain new insights.
Mixed methods of research see value in the use of both qualitative and quantitative data are particularly useful where are resource constraints: time and cost. These methods help to gain valuable insight into the variables cross-check the confirmations and provide a better understanding of the ‘why’ relationship between the different variables.
Mixed methods were used to design the survey. At first, participants were asked to share their responses to the standardised questions sent to all the participants by filling out the questionnaire. Follow-up clarifications were asked from them as and when necessary to gain insight into their responses.
8.3 Research Questions and Objectives
The online survey questionnaire was designed to gain insight into the research problem. The use of SAP SuccessFactors Employee Central as a preferred HR software tool was explored, along with the benefits of its uses, challenges in its use, and areas of further improvement were also gauged through this questionnaire that had these questions:
There is no publicly available document that confirms which organisations use SAP SuccessFactors Employee Central Various tools. To gain confirmation, it was ensured that the respondents know which HR software is in consideration, this question was asked first.
It is vital for the research to understand if there are organisations that prefer other eHRM tools over SAP SuccessFactors Employee Central. An analysis of this question is expected to be indicative of the limitations of this software in terms of its reach (cost limitations) and or functionalities, among others.
The number of employees impacts the volume of the data which is processed by the HRM. This study also identifies if there is a correlation between the sheer number of employees to the selection of the HRM software.
A way to attain standardisation is when similar processes are followed both at the Head Quarter’s and at the regional offices. One of the key aspects of MNCs is that they are spread across countries and many times across the continents too (James and Baruti, 2021). It was identified if there are respondents who work for organisations that operate across the borders and are required to meet the objectives of efficiency and standardisation.
This research is primarily focused on the use of SAP SuccessFactors Employee Central in the MNCs, and the respondents were asked to confirm if they work for an MNC so that correct inference can be drawn from the analysis of the data.
SAP SuccessFactors Employee Central offers various modules such as employee benefits management, time and attendance, succession and development, and others to facilitate digitisation and automation of HRM processes. Organisations have an option to subscribe to all or any of these modules (SAP, 2022).
The main aim of this study is to identify the areas within HRM that benefit from the implementation and use of SAP SuccessFactors particularly in the areas of efficiency and standardisation. Respondents were asked to choose from the main benefits advertised by SAP SuccessFactors from the use of their application (SAP, 2022). They were also given the option to choose others if they experience benefits that are different from those bulleted in the questions. They also had the option to skip this question in case they felt that there are no tangible and intangible benefits from the use of this software. An analysis of this response gives insight into what users feel are the most beneficial features of this technology. It was also analysed if users of the other software have experienced similar benefits.
HRM is the management of human resources that requires an emotional and contextual analysis. SAP is working to introduce artificial intelligence to help digitise more processes of HRM. An inquiry was made to track which are the areas of HRM are not supported by SAP SuccessFactors and is of interest to the respondents.
This inquiry was made with the target to find major challenges which the users of this application have had with its use. Being a heavy on technology application there are various implementations and day-to-day issues may face. The respondents were given the general issues that are faced by the users in such a scenario based on the reading at CIPD’s website and they were asked to choose any or all the challenges that they encounter (CIPD, 2022).
8.4 Procedure
This research was performed in an organised and structured manner following the underlying principles of the Research Onion. Attempts were made to ensure the analysis of data is performed with a neutral and unbiased view (Saunders, Lewis, and Thornhill, 2019).
The current sociological and regulatory factors were considered while deciding on the methodology. The normal work hours of employees have increased by 56% ((Impact of COVID-19 on working lives | Survey reports | CIPD, 2022). Technology has enabled more employees to know work from home. There is an increase in social isolation and increased adoption of technology-enabled methods (The impact of new tech during COVID-19 | CIPD, 2022).
To adapt to the change in the preferred ways of interactions and working online surveys were carried out with an expectation of wider and quick response. Survey Legend website was used to design the survey and later collect the results. Primary data was collected from the users through a structured interview that had pre-coded answers. Such an interview style is expected to lead to an unbiased interview but might have elements of subjective opinion from the interviewee (Saunders, Lewis, and Thornhill, 2019, Pg. 435-436).
The information on the total number of organisations that use SAP SuccessFactors Employee Central is not publicly available. A sample-based approach was used to collect responses to the survey. Sampling can be used as an alternative from obtaining a census from the entire population when there are budget constraints, and time and where it is impractical to survey the total population (Saunders, Lewis, and Thornhill, 2019, Pg. 492-494).
An outline of the survey questions to be sent out to the participants was discussed with the supervisor at the time of review of the project proposal and feedback received at that time was used to update the final questionnaire used for this project. Eleven responses were received to the online survey over 10 days. Each respondent could only fill out the survey once. The responses were coded and quantitative analysis of the descriptive data was carried out this allowed me to carry our comparisons between the data collected. Additionally, this approach also saved time (Saunders, Lewis, and Thornhill, 2019, Pg. 569 – 571).
8.5 Respondents
The online questionnaire was sent to 25 HRM professionals who have had experience in the use of SAP SuccessFactors Employee Central and other eHRM tools. The link to the survey was shared with them through email and/or mobile messages. Ethical issues such as privacy, informed consent, anonymity, and confidentiality of the respondents were considered while processing their responses and reporting them for this research (National Centre for Research Methods, 2022.
The research survey was open from 8 January 2022 to 17 January 2022, giving the professionals a window of 10 Days to respond to the survey. The users were requested to respond to all the survey questions. However, this was not made mandatory. This is analysed further in the reflective statement.
The respondents to the survey were independent of this review and anonymity was maintained throughout the survey. Also, assurance was provided on the confidentiality of the data shared by them to ensure that their opinion is free of any influence. However, as this survey is based on the experiences of the SAP SuccessFactors Employee Central users, the objectivity of their answers might be a debatable point (Saunders, Lewis, and Thornhill, 2019).
9 Results and Analysis
9.1 Decoding of the labels assigned to different questions
The response to questions 1,2, 4, and 5 of the questionnaires fall under the dichotomous category as only two categories of response are possible to them. Value labels were assigned to different categories of responses within each of the questions. The responses were coded. The coding assigned to the two labels in the dichotomous questions 1,2,4 and 5 are represented in the table below:
| Label Question No# | 1 | 2 |
| 1 | Yes | No |
| 2 | Yes | No |
| 4 | Yes | No |
| 5 | Yes | No |
The first question was to confirm if the respondents are using SAP SuccessFactors Employee Central. Code 1 was used to capture the positive responses while code 2 was used to capture a negative response. The second question tests if there are other eHRM in the market. When the respondent selected code 1 as a response to this question it confirmed that they do use an alternative HRM software while a response as 2 means that they don’t use any HRM software. Response to question 3 of the questionnaire that finds the size of the organisation has been measured using a quantitative variable. The response to it is scalable from 0 to more than 10,000 with regards to the number of staff employed by it and there are fixed intervals to it.
Question 4 gathered responses on whether the operations of the organisation in which the respondents work operate in more than one country. When the participants confirmed that their organisation operates from more than one country it coded as 1 while any negative response to this question is recorded as 2.
While question 3 was targeted to find the number of staff supported by the organisation on whose practices the participant is responding to. However, this data is not distributed in equal intervals and thus it has been analysed using a nominal basis rather than as scaled data. The following coding was used:
| Code | Label | Code | Label |
| 1 | Less than 1000 | 3 | 2000 – 5000 |
| 2 | 1000 – 2000 | 4 | 5000 – 10000 |
The next three questions were aimed to find respectively the various modules of the SAP SuccessFactors Employee Central or other eHRM tools that they are using. While question 8 seeks to know what benefits did the participants noted from the use of these tools. While in the last question inquiry was made to the challenges they faced with the use of the application. All these three questions were set as multiple choice and more than one response was possible.
In response to question 7 of the questionnaire, participants were able to select the following codes to reflect which of the modules of SAP SuccessFactors or other eHRM do they use. The following codes were used to capture their response:
| Code | Label | Code | Label |
| 1 | Saving of cost | 4 | Motivated employees |
| 2 | Time to value/efficiency | 5 | Data security |
| 3 | Time and attendance | 6 | Accuracy |
In question 8 the codes were attached to the main benefits that the use of SAP SuccessFactors as discussed in the literature review section above that the participants experience with the use of these tools.
| Code | Label | Code | Label |
| 1 | Employee relations | 3 | Motivated employees |
| 2 | HR Strategy | 4 | Data security |
In the last question of this questionnaire, the challenges experienced with the use of these applications were captured using the following codes:
| Code | Label | Code | Label |
| 1 | Initial installation | 3 | Motivated employees |
| 2 | Training employees | 4 | Data security |
SPSS software was used to analyse the data this tool doesn’t have the capability to interpret the data. The results of the analysis were interpreted to draw an objective conclusion.
The valid data is where we have a score where the participants have decided to abstain from responding those fields are taken as invalid data and have not been used for analysis and further interpretation.
The percentage is calculated based on the total sample size while the valid percentage is computed based on the number of responses from that set of samples. This research interprets data based on the valid percentage unless indicated otherwise.
9.2 Quantitative Analysis
To start with a first-level analysis was performed using frequencies. This helps users to get an understanding of the data and make primary comparisons (Anderson, Fontinha, and Robson, 2019).
Also, deviations of most observations were captured in the form of standard deviations and the behaviour of different variables was analysed.
SAP SuccessFactors is a widely used HRM software with 54.5% of the respondents confirming the use of this application to manage their HRM activities.
| Do you use SAP SuccessFactors Employee Central to manage your HRM function? | |||||
| Label | Frequency | Percent | Valid Percent | Cumulative Percent | |
| Yes | 6 | 54.5 | 54.5 | 54.5 | |
| No | 5 | 45.5 | 45.5 | 100.0 | |
| Total | 11 | 100.0 | 100.0 |
The remaining 45.5% of the users confirmed the use of other eHRM tools. This substantiates the pervasiveness of the use of technology for HRM discussed above in the literature review. Interestingly the organisation where all the respondents worked had its operations spread in more than one country. One of the main reasons for the use of this software is their capacity to bring standardisation in the processes of the MNCs that are spread across the borders and thus have different regulatory and cultural practices.
| Is your organisation considered to be a Multinational Company (MNC)? | ||||||
| Label | Frequency | Percent | Valid Percent | Cumulative Percent | ||
| Yes | 8 | 72.7 | 72.7 | 72.7 | ||
| No | 3 | 27.3 | 27.3 | 100.0 | ||
| Total | 11 | 100.0 | 100.0 | |||
72.7 of the participants confirmed they use these tools while working in an MNC. 45.45% of the respondents were those who used SAP SuccessFactors in an MNC setup.
The size of the organisation where the respondents used these tools mostly employed less than 1000 employees with 72.72% of the respondents claiming that their organisation employed less than 100 staff. 85% of these organisations use SAP SuccessFactors. The results are indicative that eHRM tools are used in all the sizes of organisations whether such size is determined based on their size, geographical spread, or the revenue generated from overseas.
| How large is your organisation (considering the total number of employees)? | ||
| Size of Employees | N | Frequency |
| Less_than_1000 | 11 | 8 |
| Between_1000 to 2000 | 11 | 1 |
| Between_2000 to 5000 | 11 | 0 |
| Between_5000 to 10000 | 11 | 1 |
| More_than_10000 | 11 | 1 |
| Valid N (listwise) | 11 |
The relationship between the use of eHRM tools, size of the organisations, the spread of operations of the organisations, and the number of staffs in that organisation. A maximum positive frequency of 8 was noted when the organisation operates in more than one country and they use eHRM tool including SAP SuccessFactors to manage, automate and standardise their large scale HRM operations.
Fig1: Relationship Map
9.3 Qualitative Analysis
The results of the survey suggest that time and attendance is the module used by most of the organisations in which the respondent works. This is closely followed by recruitment, compensation, onboarding. This further emphasises the use of SAP SuccessFactors and eHRM on the automation of the tasks that are clerical and repetitive HRM tasks introduce efficiency highlighted in the literature review. The results of the descriptive analysis are highlighted below:
| Which areas of HRM in your organisation are managed through SAP SuccessFactors or any other HR software that you use? | ||
| Module | N | Frequency |
| Time and Attendance | 11 | 10 |
| Recruitment | 11 | 9 |
| Compensation | 11 | 7 |
| Onboarding | 11 | 7 |
| Learning and Development | 11 | 6 |
| Performance and goal management | 11 | 5 |
| Succession and development | 11 | 3 |
| Valid N (listwise) | 11 |
The modules to manage the learning and development, and performance and goal management, are also used widely. However, the survey suggests that organisations make the least use of the module designed to manage the succession and development module.
Fig 2 : Analysis Graph
There are various tangible and intangible benefits from the use of this software. When users were given multiple options to select which are the most beneficial features of the survey. 72.72% of the respondents agreed that the automation of the HRM tasks mainly helps to perform more tasks and thus channel that time to manage the more strategical task as they said that its use adds value to time. The other most common benefit to which 63.64% of the participants agreed was around the cost which is saved by using the SAP SuccessFactors and other software. This may also be indicative of the fact that at places this software tends to replace the HR professional. This might also be a probable reason for the users, not 36.36% of the remaining participants not looking at this as a real benefit for the HR professional. When technology is used to manage HRM data there are in-built checks within the software. For instance, SAP SuccessFactors has the capability to stop a user to input a text value in the date field. One of the main drivers beyond this is the standardisation that the use of SAP SuccessFactors embeds into the process and various task performed by HRM. The users also, felt that this not only increase the accuracy of the data that is used to make daily and strategic HR decision but also increase the efficiency of the users as they save time to correct those errors. 54.55% of the participants also agreed that the use of these software has increased to manage the confidentiality of data as there are access controls within the systems that can be used to define who has access to what. Thus, helping them to maintain better security of the personal data that was maintained using manual processes. This also led to the fulfilment of the regulatory requirements under GDPR in the UK and other equivalent regulations outside it. These benefits and other secondary benefits keep the employees motivated as agreed by 54.44% of the participants in the survey.
| What are the main benefits of using SAP SuccessFactors or HR software? | |||
| Benefits | N | Frequency | Absolute % |
| Time Value | 11 | 8 | 72.73% |
| Cost Saving | 11 | 7 | 63.64% |
| Accuracy | 11 | 6 | 54.55% |
| Data Security | 11 | 6 | 54.55% |
| Employee motivation | 11 | 6 | 54.55% |
| Valid N (listwise) | 11 |
Technological development in the recent past has led to making the machine more intelligent and learning based on the pattern of the records processed by them. There are areas within the HRM functions that take a substantial part of the HR but there is no technology to support their automation. Respondents shared their views to confirm which areas of HRM they would like to be supported by the software. 63.64% of respondents see that it will be most beneficial for them if employee relations could be managed and supported by SAP SuccessFactors or other HR tools. The judgemental nature of this function has not been much supported by SAP SuccessFactors at the moment. Functions like change management, HR strategy and managing organisational effectiveness are other areas that respondents felt should be better supported by the software.
| Which functions of HRM are not supported by SAP SuccessFactors or the available HRM software solutions? | |||
| Areas | N | Frequency | % |
| Employee Relations | 11 | 7 | 63.64% |
| Change Management | 11 | 5 | 45.45% |
| HR Strategy | 11 | 4 | 36.36% |
| Organisational Effectiveness | 11 | 2 | 18.18% |
| Valid N (listwise) | 11 |
Lastly, an investigation was made to explore the challenges that the HRM personnel and the organisations that implement this software have to face. Users shared to have faced multiple challenges with the implementation and use of SAP SuccessFactors or HRM software. HRM generally doesn’t have the technical expertise in managing the software. They thus have to liaise with IT and finance for maintenance, support, and managing the cost of this software. This cross-functional liaising has been found most challenging by the respondents with 54.5% of them listing it to be a major challenge. Also, training the employees to use the application was found to be challenging by 45.45% of the respondents.
| What are the major challenges in the use of SAP SuccessFactors or the available HRM software solutions? | |||
| Challenges | N | Frequency | % |
| Initial Installation | 11 | 4 | 36.36% |
| Employee Training | 11 | 5 | 45.45% |
| Cross-Functional | 11 | 6 | 54.55% |
| Valid N (listwise) | 11 |
10 Limitations
10.1 Data Source
Though an axiology approach has been followed while analysing the responses these may be affected by the oncologic assumptions of the respondents. These responses were from the HRM professional, and many do not factor in the effectiveness that the organisation sees by the implementation of SAP SuccessFactors and/or other HRM software. Additionally, there was a change to the targeted source of data. At the stage of proposal, the aim was to collect data from the then place of employment. However, after the submission of the proposal the access to that organisation was eliminated due to researcher’s redundancy. Hence, judgment was made to share the questionnaire to the next best available source. These were the HR professionals who had first hand experience in the use of SAP SuccessFactors Employee Central.
10.2 Population and Sampling
The total population who uses SAP SuccessFactors is not publicly published. It is suspected that the figure could run to thousands given the limited information available on the internet. Thus, the sample size selected, and the actual response maybe not be truly indicative of the response of the substantive population and there may be many variances from the conclusion drawn in actual practice.
10.3 Data Collection Process and Access to Literature
The data considered for this research is mainly from the reading of research, books, articles, and journals of various academicians, interactions with the HRM professionals, and their responses to the survey. A read of various journals was also done. However, there is not widely available published data on SAP SuccessFactors. Thus, inferences are drawn for other HRIS applications that are developed and operated on similar philosophies and technology. Thus, there may be a generalisation of the impact of technology on HRM’s efficiency and its ability to standardise the HRM processes.
11 Conclusions
The discussion around the various available material and evaluation of the above participants’ responses highlights the various areas within HRM that could benefit from the use of SAP SuccessFactors technology. As can be seen, it is hard to find an organisation that doesn’t use technology to automate to support any of its HRM functions with the probability being nil in the survey conducted.
Although the software has various modules to cater to a range of needs in the HR function these are more standardised and the capability to be in customisation is either very restricted or heavy on the pocket (SAP, 2022).
There has been a shift in the role that HRM is expected to play in the success of the organisation. They are expected to be a strategic partner who is able to analyse further trends, design the process and procedures that supports the organisation’s strategy, and lead to developing a culture where employees are motivated to contribute to the attainment of the organisation’s objective and success. These expectations from HRM requires the automation of their traditional task. Depending upon the financial constraint’s organisations can implement various modules of SAP Success Factors and or HRM tools to automate the HRM processes. This is where the use of these software has gained appreciation. There is an obtain of scalability that SAP SuccessFactors brings in. Where the organisations have an option on which modules on the ERP they want to implement and to which entities where their operations are spread across the border.
Due to the limited development in this area and because of the involvement of the human element at the moment, there are only limited functions of HRM that can be automated such as recruitment, attendance, learning, and development to name a few. Though as a field of science the technology development in this area is still evolving. To overcome the elements of uncertainty and difficulty to predict the behaviour of human resources some critical functions of HRM have not been successfully automated so far.
These functions including employee relationship, change management, and strategic management are still not effectively supported by the available modules and tools. With the growth in artificial intelligence and machine learning, there are chances that these areas of HRM which are heavy on judgemental calls and logical processing of data will soon be supported by technology to further standardise the processes around these functions and at the same time introduce greater efficiency.
12 Recommendations
One of the recommendations which the organisations implementing these technologies should be aware of is that the technology is only as good as the users. Thus, the tech education of the users of these tools is paramount. This point was also highlighted by the respondents who agreed that training the employees to use these tools is one of the major challenges in the use of these tools. This contract which comes along with the benefit of the SAP SuccessFactors and other HRM tools should be factored into by the organisation when they evaluate the efficiency and standardisation introduced by them.
Another recommendation would be around the use of project management tools and practices when organisations implement SAP SuccessFactors. The implementation would be successful only if the settings on the SAP SuccessFactors is correctly configured to reflect the practices and procedures of the organisations. Also, an organisation invests their man-hour, finance while implementing these. This is vital that the test results are correctly checked by the knowledgeable users of these tools before these are put to actual use. Also, it is important that there is the supervision of this implementation process to ensure that it is complemented within the timeframe and is set to deliver the efficiency excepted from its use.
Finally, it is to be considered what impact the inability to access the SAP SuccessFactors applications will have on the HRM operations of the organisations. Mainly these impacts can be divided into three broad categories: operations issues, issues that are tactical, and lastly issues that have a strategic impact. Operational issues include issues that put the administrative working of the HRM function of the organisation in halt such as lots of manual intervention to the applications so that they can process the data being inaccurate and incomplete.
Tactical issues such as the inability to process the data generated through processing by the HRIS, accessibility of these systems, and coverage of the functions lead to a tactical inability by HRM to manage by relying on these applications. Then there are issues that have an impact on the strategic goals of the organisations like inability to manage the complete end-to-end process, inability to change, inability to manage change, or even to adjust based on the forecast (Boroughs and Rickard, 2016).
SAP SuccessFactors Employee Central is a comprehensive HRM management tool. However, given the present support offered by the technological advancement, it is to be considered that the above benefits induced by it or other HRIS that work on similar concepts in terms of efficiency and standardisation is to be seen in the light of the limitations of these applications.
13 CIPD Reflective Statement
Reflexivity is an important skill for a researcher. In order to have a dependable research philosophy researchers should be able to question their own assumptions and scrutinize them at the same time. This helps them to make better-informed choices (Anderson, Fontinha, and Robson, 2019).
There are some important takeaways from the research that I did for this project. Firstly, I became more aware of the use of analytics tools for HRM. My previous understanding of HR analytics has mainly been around its use for frequency analysis. While conducting this research I was introduced to various tools and their application to analyse data that use it to support HRM decision making. In particular, I made use of IBM SPSS Statistics for the first time. And while using it I learned how variable fields can be used to define the fields of the data collected. I sit work closely with my organisations Corporate Management Team and I will apply this tool to crunch data for them. This will help me to present large data in a concise manner.
Moreover, I learned that this tool has a native configuration to enable the creation of charts. I found this tool to create visuals very helpful. Especially, I received positive feedback when I have presented data to the senior management in the visual format as it helped them to digest more information in less time. I consider myself a beginner in HRM data analytics and my knowledge is limited to want I gather while attending MA HRM’s classes on projects and a few YouTube videos. This has; however, encouraged me to build further on my existing knowledge. To do this I will watch more YouTube videos on IBM SPSS Statistics 28. I will also read the IBM SPSS Statistics 28 Brief Guide that is available online for free at (IBM SPSS Statistics 28 Brief Guide IBM, 2021)
At the sage of interpretation, I also found that I could have also used ordinal and scale data measurement to identify the most beneficial function of SAP SuccessFactors Employee Central.
Though, completing this project was a rewarding experience I also had a few challenges while performing it such as designing the survey, the channel for transmission of this survey, and identifying the participants for the survey. There is limited information available on this topic which limited my access to the literature review on this topic but at the same time pushed me to make use of critical thinking and evaluate the response shared by the users of these applications through the survey results. Also, the broader use of preparing the research document is that it has made me more confident to present information to others that are backed by logically interpreted data.
14 References
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15 Appendix
15.1 Figure Proposal Gantt Chart
15.2 Figure Actual Gantt Chart
15.3 Appendix: Online Survey Information presented to all participants
Hi there!
I am recently completing research for a Master’s degree. In my research, I am exploring the impact technology has had on Human Resource Management (HRM) functions.
If you could please spare 3 minutes to complete this survey which has a few questions about the use of technology for performing HRM functions at your organisation.
The information collected from this survey will be used for the purpose of this research and at any time you can withdraw from this survey. If you have any questions about this survey, please feel free to contact me on 07883916007.
Just click on the start button below to get started.
Thanks, and all the best!
15.4 Questionnaire
Do you use SAP SuccessFactors Employee Central to manage your HRM function?
- Yes [ ] No [ ]
In case the answer to the above question is ‘no’ is there any other e-HRM tool that your organisation uses
- Yes [ ] No [ ]
How large is your organisation (considering the total number of employees)?
Tick your answer
- Less than 1000
- 1000 – 2000
- 2000 – 5000
- 5000 – 10000
- More than 10,000
Does your company operate in more than one country?
- Yes [ ] No [ ]
Is your organisation considered to be a Multinational Company (MNC)?
- Yes [ ] No [ ]
Which areas of HRM in your organisation are managed through SAP SuccessFactors or any other HR software that you use?
Tick your answer:
- Recruitment
- Onboarding
- Time and attendance
- Learning and development
- Performance and goal management
- Compensation
- Succession and development
What are the main benefits of using SAP SuccessFactors or HR software?
Tick your answer:
- Saving of cost
- Time to value/efficiency
- Time and attendance
- Motivated employees
- Data security
- Accuracy
Which functions of HRM are not supported by SAP SuccessFactors or the available HRM software solutions?
Tick your answer:
- Employee relations
- HR Strategy
- Change management
- Organisational effectiveness
What are the major challenges in the use of SAP SuccessFactors or the available HRM software solutions?
Tick your answer:
- Initial installation
- Training employees
- Cross-functional
[1] Bot – a piece of software that is used to perform pre-defined, automated tasks on a repetitive basis.