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For Talabat, to integrate all its systems and manage business activities daily, enterprise resource planning (ERP) is required. It allows one to tie together and control multiple processes at the same time, including risk management, financing, accounting, supply chain operations, human resources, inventory management, procurement, and others (Alam & Uddin, 2019). At the same time, according to Czekster et al. (2019), it is highly essential to choose an appropriate ERP following a companys size and budget as the change of it is a long-lasting and cost-inefficient process. In the present day, among multiple ERP systems, it is possible to distinguish Oracle and SAP as the most suitable for Talabats business requirements.
Both Oracle and SAP unite business processes and collect the companys shared transactional data to provide integrity and avoid duplication. Both of them have amazing accounting, project, financial, human resource, supply chain, and customer relationship management capabilities. These systems are suitable for large companies such as Talabat. The key benefits of SAP include efficient resource planning, rapid deployment, and employee empowerment with intuitive and unified features. In turn, Oracle allows businesses to shape processes and predict outcomes to operate more efficiently even on a global scale. The main disadvantages of both systems are a relatively high cost of implementation and procurement and a complex nature that may require particular skills from a user.
From a personal perspective, for Talabat, Oracle will be the most appropriate ERP software. First of all, it is already used by multiple companies, including international ones this means that Oracle is suitable for an organization of a large size, like Talabat ( Why Oracle is replacing SAP? n.d.). In addition, it ensures data safety by being a data-driven and constantly upgrading system designed around contemporary business processes. In addition, Oracle outperforms SAP in budgeting, accounting, and pricing. It provides improved risk management, the assessment of assets lifecycle, and the adaptation of price policies following changes in exchange rates and the market segment. These characteristics of the system are essential for a large company that operates in several countries and need fast and reliable decision-making.
Regarding human resources, the implementation of ERP software may face particular challenges. One of them is employees inability to see the full picture. They may perceive the scope of the implementation as too wide or too narrow to understand business goals, needs, and their new responsibilities. In this case, efficient leadership strategies should be applied to articulate the scope of the systems implementation and its consequences. Another considerable challenge closely connected with the first one is corporate resistance. In other words, employees may not understand why they need changes especially when only limited information is available. As a result, people may face anxiety, stress, absenteeism, and a lack of motivation that will impact the companys overall performance. In this case, managers should use appropriate communication styles to address workers emotions, provide reliable information, and explain why the implementation of ERP is necessary.
The significance of Workforce Analytics for Talabat company is in its ability to evaluate the current situation concerning human resources and analyze how they may be improved to achieve corporate goals. As riders may be regarded as the basis of Talabats service, the face of the business, and its tangible aspect, Workforce Analytics may be used to analyze their performance, productivity, and retention to improve organizational effectiveness (Levenson, 2018). At the same time through the analysis of existing metrics that measure the companys workforce, Talabat may improve them to ensure business success. According to Huselid (2018), Workforce Analytics poses particular questions necessary for the improvement of the standards of the workforce. They refer to big data concerning employees, the strategic capabilities concerning human resources, workforce investments, the most efficient approaches to workforce measurement, the companys infrastructure, and corporate culture.
Employee Acquisition Analytics may be regarded as an essential part of People Analytics. Similar to other processes in human resource analytics, it relates to the collection of data concerning recruitment for its improvement (Boakye & Lamptey, 2020). In addition, this data helps evaluate how the companys source of recruitment impacts employee acquisition and turnover (Varma & Chavan, 2019). In general, similar sources of recruitment are available in Qatar as in other countries, including recruitment agencies, employment websites, and organization websites. Talabat recruits its riders through its official website where candidates may receive all necessary information concerning the companys regulations and requirements and apply in a real-time (Talabat, n.d.). Thus, using Employee Acquisition Analytics, Talabat may collect data related to the accessibility and complexity of recruitment, offer acceptance rate, time to fill a form and move through the process of hiring, cost per hire, and quality. This information allows us to inform hiring processes and strategies and see the drawbacks of existing sources and ways of its improvement to make the positions in the company more desired for responsible and talented employees.
Employee Performance Analytics contributes to the companys stable growth and development through the examination of the processes of hiring and training and employee overall performance, especially concerning customer satisfaction. As employees are a significant investment for organizations, their performance determines organizational effectiveness in a competitive business environment (Sharma & Sharma, 2017). In addition, data collection is essential as only data-driven decision-making helps access employee performance in the most appropriate way (Wingard, 2019). In the case of Talabat, the analysis of employee performance is highly essential due to two main reasons. First of all, as previously mentioned, riders are the basis of Talabats service which determines the companys success and competitiveness. In addition, Talabat has 6,000 riders who are responsible for the provision of quality service and satisfaction of 2 million customers.
In this case, the company should collect data related to several important aspects of its operation to assess employee performance. These aspects are check-ins, goal achievement, feedback from managers, work quality, and customer satisfaction. In other words, data will refer to how many employees start working and how accurately they follow all steps of the delivery process. In addition, the company may assess how riders reach their personal and corporate goals related to the number of orders delivers within a particular period. Moreover, Talabat may ask managers to provide the characteristics of employees performance. Finally, customer satisfaction may be regarded as the most essential criterion that determines the quality of employee performance as the provision of service is at the core of the companys business strategy. In this case, data related to customer satisfaction may be collected through social media and the companys questionnaires.
References
Alam, M. S., & Uddin, M. A. (2019). Adoption and implementation of enterprise resource planning (ERP): An empirical study. Journal of Management and Research, 6(1), 118-150.
Boakye, A., & Lamptey, Y. A. (2020). The rise of HR analytics: Exploring its implications from a developing country perspective. Journal of Human Resource Management, 8(3), 181-189. Web.
Czekster, R. M., Webber, T., Jandrey, A. H., & Marcon, C. A. M. (2019). Selection of enterprise resource planning software using analytic hierarchy process. Enterprise Information Systems, 13(6), 895-915. Web.
Huselid, M. A. (2018). The science and practice of workforce analytics: Introduction to the HRM special issue. Human Resource Management, 57(3), 679-684. Web.
Levenson, A. (2018). Using workforce analytics to improve strategy execution. Human Resource Management, 57(3), 685-700. Web.
Sharma, A., & Sharma, T. (2017). HR analytics and performance appraisal system: A conceptual framework for employee performance improvement. Management Research Review, 40(6), 684-697. Web.
Talabat. (n.d.). Become a rider. Web.
Varma, C., & Chavan, C. (2019). A case of HR analyticsto understand effect on employee turnover. Journal of Emerging Technologies and Innovative Research, 6(6), 781-787.
Why Oracle is replacing SAP? (n.d.). Oracle. Web.
Wingard, D. (2019). Data-driven automated decision-making in assessing employee performance and productivity: Designing and implementing workforce metrics and analytics. Psychosociological Issues in Human Resource Management, 7(2), 13-18.
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