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Christian Krämer, Sven Ringling, Song Yang

Mastering HR Management

with SAP

5Contents

Contents

Invitation 13

1 Goal of this Book 15

1.1 Scope of the Content ...................................................................................... 15

1.2 Target Group ..................................................................................................... 16

1.3 Working with this Book .................................................................................. 17

2 Overview of mySAP ERP HCM 19

2.1 HR or HCM as a Part of the SAP Solutions Family ..................................... 19

2.2 The Elements of mySAP ERP HCM and SAP R/3 HR ................................. 22

3 mySAP HR in the Project 27

3.1 Structure of a mySAP HR Project .................................................................. 273.1.1 Project Scope ..................................................................................... 273.1.2 Project Phases .................................................................................... 29

3.2 Tools ................................................................................................................... 333.2.1 The Solution Manager ....................................................................... 333.2.2 Process Modeling .............................................................................. 343.2.3 Implementation Guide ...................................................................... 37

3.3 Critical Success Factors ................................................................................... 37

4 Personnel Administration 39

4.1 Business Principles ........................................................................................... 394.1.1 Organizational Structures in the Personnel Area ........................... 394.1.2 HR Master Data and Work Processes ............................................. 414.1.3 Legal Principles .................................................................................. 434.1.4 A Basis for Other Personnel Management Processes .................... 434.1.5 Companywide Integration of HR Data ........................................... 46

4.2 The mySAP HR Concept .................................................................................. 484.2.1 Personnel Numbers ........................................................................... 494.2.2 The Infotype Concept ....................................................................... 54

Contents6

4.2.3 Data Maintenance in Infotypes ........................................................ 574.2.4 System Adjustments in Master-Data Maintenance ....................... 664.2.5 Structures in Personnel Administration .......................................... 784.2.6 Organizational Management ............................................................ 86

4.3 Selected Infotypes for Personnel Administration ....................................... 864.3.1 Actions (0000) ................................................................................... 864.3.2 Organizational Assignment (0001) .................................................. 864.3.3 Personal Data (0002) ........................................................................ 914.3.4 Address (0006) ................................................................................... 934.3.5 Basic Pay (0008) ................................................................................. 944.3.6 Monitoring of Tasks (0019) .............................................................. 964.3.7 Cost Distribution (0027) ................................................................... 984.3.8 External Transfers (0011) .................................................................. 994.3.9 Education ............................................................................................ 1004.3.10 Additional Personal Data (Infotype 0077) ...................................... 1024.3.11 Residence Status (Infotype 0094) .................................................... 1034.3.12 Infotypes for U.S. Employee Tax Information ................................ 104

4.4 Procedures in Personnel Administration ...................................................... 1044.4.1 Personnel Actions .............................................................................. 1054.4.2 Dynamic Actions ................................................................................ 1164.4.3 Business Workflow in HR ................................................................. 121

4.5 Process Examples ............................................................................................. 1244.5.1 Hiring an Employee ........................................................................... 1244.5.2 Decentralized Use of Personnel Data .............................................. 1274.5.3 Managing Expatriates ........................................................................ 135


5 Organizational Management in mySAP HR 141

5.1 Classification in the Overall System and in HR ........................................... 1415.1.1 Importance for Personnel Administration ...................................... 1415.1.2 Importance for Personnel Planning and Development ................. 1425.1.3 Importance for the Decentralized Use of HR ................................. 1425.1.4 Importance for R/3 in General ......................................................... 142

5.2 Structure of Organizational Management ................................................... 1435.2.1 Designing the Organizational Structure .......................................... 1485.2.2 Integration with Personnel Administration .................................... 151

6 Recruitment 153

6.1 Business Principles ........................................................................................... 1536.1.1 Goals of the Recruitment Process .................................................... 1536.1.2 Recruitment Media ............................................................................ 1536.1.3 Managing the Application Process .................................................. 1566.1.4 Applicant Selection ............................................................................ 1596.1.5 Recruitment Controlling ................................................................... 1606.1.6 Internet Recruiting ............................................................................. 161

7Contents

6.2 The mySAP HR Concept .................................................................................. 1626.2.1 Integration in the Organizational Structure ................................... 1626.2.2 Media and Instruments ..................................................................... 1646.2.3 Applicant Master Data ...................................................................... 1676.2.4 Status, Actions, Processes ................................................................. 1746.2.5 Controlling the Work Flow and Correspondence ......................... 1826.2.6 Controlling .......................................................................................... 1896.2.7 Integration with the Internet ........................................................... 190

6.3 Process Examples ............................................................................................. 1916.3.1 Advertisement .................................................................................... 1936.3.2 Receipt of Application ...................................................................... 1936.3.3 Single-Level Selection Process ......................................................... 1956.3.4 Contract Creation .............................................................................. 197


7 E-Recruiting 199

7.1 Business Principles ........................................................................................... 1997.1.1 War for Talent .................................................................................... 1997.1.2 Sourcing and Retention .................................................................... 1997.1.3 Controlling Recruitment Processes ................................................. 2007.1.4 Processes and Organization ............................................................. 2017.1.5 Recruitment Service Providing ......................................................... 2017.1.6 Technology ......................................................................................... 202

7.2 The Process in mySAP ERP HCM ................................................................... 2027.2.1 Overview ............................................................................................ 2027.2.2 Process and Roles .............................................................................. 2047.2.3 Requisitions ........................................................................................ 2067.2.4 Process Templates ............................................................................. 2107.2.5 Questionnaires ................................................................................... 2127.2.6 Further Important Terms .................................................................. 218

7.3 Looking at the Different Roles in E-Recruiting ........................................... 2197.3.1 The External Candidate ..................................................................... 2207.3.2 The Internal Candidate ..................................................................... 2317.3.3 The Manager ...................................................................................... 2327.3.4 The Recruiter ...................................................................................... 2337.3.5 The Administrator .............................................................................. 2397.3.6 Succession Planner ............................................................................ 239

7.4 Customizing and Technology ......................................................................... 2407.4.1 Technical Settings .............................................................................. 2407.4.2 Basic Settings ...................................................................................... 2417.4.3 Talent Warehouse ............................................................................. 2417.4.4 Applicant Tracking ............................................................................. 2427.4.5 Activities ............................................................................................. 2437.4.6 Questionnaires ................................................................................... 2457.4.7 Requisition Management ................................................................. 2467.4.8 Further Technical Issues ................................................................... 246


Contents8

8 Time Management 249

8.1 Business Principles ........................................................................................... 2498.1.1 Objectives of Time Management ..................................................... 2498.1.2 Forms of Time Recording ................................................................. 2528.1.3 Legal Principles .................................................................................. 2538.1.4 Concepts of Flexible Working Hours Policy ................................... 253

8.2 Design in the SAP System .............................................................................. 2558.2.1 Structures in Time Management ...................................................... 2568.2.2 Public-Holiday Calendar ................................................................... 2578.2.3 Concepts Explanations for Time Management .............................. 2588.2.4 Work Schedules ................................................................................. 2638.2.5 Time Data Entry ................................................................................. 2718.2.6 Connecting Time Clocks ................................................................... 2988.2.7 Time Evaluation ................................................................................. 3038.2.8 Incentive Wage .................................................................................. 3118.2.9 Reporting in Time Management ...................................................... 3178.2.10 Integration Aspects ............................................................................ 319

8.3 Time Manager’s Workplace ............................................................................ 3208.3.1 Application and Functionalities ....................................................... 3208.3.2 Customizing for the TMW ................................................................ 3258.3.3 Amended Delivery in R/3 Enterprise .............................................. 335

8.4 Calendar View in the TMW ............................................................................ 3358.4.1 Calendar Types ................................................................................... 3368.4.2 Functional Span ................................................................................. 3368.4.3 Processing Time Data ........................................................................ 3378.4.4 Customizing ........................................................................................ 338

8.5 The Mobile Solutions of Time Management ............................................... 3428.5.1 Types of Web Applications and Mobile Applications ................... 3438.5.2 CATS Notebook ................................................................................. 3438.5.3 WAP Applications of Time Management ....................................... 3458.5.4 Conclusion .......................................................................................... 347

8.6 Process Examples ............................................................................................. 3478.6.1 Flextime Model with Traffic Lights .................................................. 3478.6.2 Part-Time Model ................................................................................ 3518.6.3 Time-Autonomous Work Groups .................................................... 3538.6.4 Life-Working-Time Accounts ........................................................... 355

8.7 Critical Success Factors in Time Management ............................................ 359

9 Payroll 361

9.1 Business Principles ........................................................................................... 3619.1.1 Basic Forms of Remuneration .......................................................... 3619.1.2 Influencing Variables of Gross Payroll ............................................. 3629.1.3 Net Payroll .......................................................................................... 364

9Contents

9.2 Payroll Conception in mySAP HR .................................................................. 3649.2.1 Structures for Remuneration Calculation ....................................... 3659.2.2 Payroll Principles ................................................................................ 3669.2.3 Payroll Process ................................................................................... 3799.2.4 HR Process Workbench .................................................................... 4009.2.5 The Payroll Calculation ..................................................................... 403

9.3 Process Examples ............................................................................................. 4199.3.1 Off-Cycle Workbench ....................................................................... 4199.3.2 Samples for Personnel Calculation Rules ........................................ 424


10 Benefits 431

10.1 Business Principles ........................................................................................... 431

10.2 Implementation in SAP HR ............................................................................. 43210.2.1 Basic Conceptions ............................................................................. 43210.2.2 Benefit Plans ....................................................................................... 43510.2.3 Master Data ........................................................................................ 43910.2.4 Enrollment .......................................................................................... 44210.2.5 Miscellaneous .................................................................................... 44610.2.6 U.S. Specific Benefits ......................................................................... 452


11 Personnel Controlling 457

11.1 Business Principles ........................................................................................... 45711.1.1 Categorization of Personnel Reports .............................................. 45711.1.2 Requirements for Setting Up Reporting ......................................... 45911.1.3 Timeline for Reporting Data ............................................................. 46011.1.4 Counting Method .............................................................................. 46211.1.5 Special Case for Turnover Statistics ................................................. 463

11.2 Implementation in mySAP HR ....................................................................... 46411.2.1 Structures in Personnel Controlling ................................................ 46411.2.2 Tools for Personnel Controlling ....................................................... 46611.2.3 Standard Reports ............................................................................... 47011.2.4 SAP Query .......................................................................................... 47711.2.5 Ad-Hoc Query .................................................................................... 48111.2.6 Enhancing the Query Options ......................................................... 48611.2.7 Programming Customer-Specific Reports ...................................... 48911.2.8 HIS ....................................................................................................... 49011.2.9 Limits of HR Reporting ..................................................................... 49211.2.10 Business Information Warehouse .................................................... 494

11.3 Process Example: Company-Specific Reporting Concept .......................... 496


Contents10

12 Quality Assurance 501

12.1 Quality in Software Projects ........................................................................... 501

12.2 Cross-Process Quality Aspects in HR ........................................................... 50312.2.1 Structured Procedure ........................................................................ 50312.2.2 Documentation and Customizing .................................................... 50412.2.3 Clear Customizing .............................................................................. 50512.2.4 Test Concept ...................................................................................... 50612.2.5 Authorization Concept ...................................................................... 50812.2.6 Decentralized Use of the System ..................................................... 51012.2.7 Setting Up Your Quality-Management Project .............................. 51112.2.8 Auditing Tools .................................................................................... 513

12.3 Process-Specific Quality Aspects in HR ........................................................ 51512.3.1 Quality Assurance in Organizational Management ....................... 51512.3.2 Quality Assurance in Recruitment ................................................... 51612.3.3 Quality Assurance in Personnel Administration ............................. 51712.3.4 Quality Assurance in Time Management ........................................ 51912.3.5 Quality Assurance in Remuneration Payroll ................................... 52412.3.6 Quality Assurance in Personnel Controlling ................................... 525


13 Role-Based Portal Solution 527

13.1 Roles in mySAP HR .......................................................................................... 52713.1.1 General Remarks ................................................................................ 52713.1.2 Selected Roles in mySAP HR ............................................................ 530

13.2 mySAP Employee Self Service ........................................................................ 53113.2.1 The Internet Transaction Server (ITS) .............................................. 53213.2.2 ESS Time Management ..................................................................... 53613.2.3 ESS Remuneration Statement .......................................................... 54213.2.4 ESS Personnel Administration .......................................................... 543

13.3 mySAP Manager’s Desktop ............................................................................ 54413.3.1 The User Interface ............................................................................. 54513.3.2 Adjustment Options .......................................................................... 546

13.4 ESS and MSS in the Portal .............................................................................. 55413.4.1 Overview ............................................................................................. 55413.4.2 The mySAP Enterprise Portal ............................................................ 55513.4.3 Portal-Based ESS ................................................................................ 55813.4.4 Portal-Based MSS .............................................................................. 56413.4.5 Process Example ................................................................................ 571

13.5 Critical Success Factors ................................................................................... 57613.5.1 Success Factors: mySAP HR Roles ................................................... 57613.5.2 Success Factors: ESS and MDT ........................................................ 57713.5.3 Success Factors: mySAP Enterprise Portal, ESS and MSS

in the Portal ........................................................................................ 579

11Contents

14 Integration with Personnel Planning 581

14.1 General Remarks on Integration .................................................................... 581

14.2 Organizational Management .......................................................................... 582

14.3 Training and Event Management .................................................................. 582

14.4 Personnel Development and Performance Management ......................... 582

14.5 Compensation Management/Cost Planning ............................................... 582

14.6 Workforce Planning/Shift Planning ............................................................... 583

14.7 Cross-Component Aspects ............................................................................. 583

A Cross-Process Customizing Tools 585

B HR Infotypes 591

C Explanations for Process Models 613

D Recommended Reading 617

E About the Authors 619

Index 623

13Invitation

Invitation

Dear Reader,

You may expect a “Preface” here, but we’d rather extend an invitation.

More precisely, the authors issue three different invitations to eachreader:

1. mySAP HCM is a huge topic, and every day there is something new tolearn. The authors of this book are co-authoring a free e-mail newslet-ter about mySAP HCM, which keeps its readers up-to-date with sixissues per year. To learn more about this newsletter and subscribeonline, have a look at http://www.admanus.de/english-newsletter, orsubscribe via e-mail by sending a message with “subscribe book” in thesubject line to [email protected]. We invite you to keep in touch!

2. Throughout the book, you will find many process models, mostly in theform of event-driven process chains. If you are interested in gettingthese process models in an electronic form, we offer you a free down-load via http://www.iprocon.com/book-process (Password innovation).They are available in the original form as an ARIS database and as aPowerPoint file. We invite you to download!

3. This book shows many ways to use the potential of the system to sup-port processes in ways other than those for which they were originallydesigned. The enormous flexibility of mySAP HCM provides manymore opportunities than could be described in one book. So, don’tstick to the straightforward solutions, but rather think out of the box!If you really understand the underlying structure and functionality ofthe system, you will often find an efficient way to cope with yourrequirements. We invite you to innovate!

To learn more about the authors and other people involved, have a lookat Appendix E, About the Authors.

We recommend you read Chapter 1, Goal of this Book, which will helpyou get the best value from this book. We wish you interesting readingand many ideas that help you succeed in your project or day-to-day jobwith mySAP HR.

199E-Recruiting

7 E-Recruiting

The E-Recruiting solution within mySAP ERP HCM is com-pletely new and doesn’t have much in common with the recruitment solution described in the previous chapter. The new design built on a new technological basis takes into account the new labor market where it takes a proactive approach to capture the best talents.

7.1 Business Principles

Most of what is said in Section 6.1 is also true for E-Recruiting, as we aretalking primarily about a different technical approach. However, the newtechnology allows some major changes to the business processes, whichhave to be discussed here.

7.1.1 War for Talent

Even in countries with high unemployment it is more and more difficultfor companies to attract specialized or high-potential candidates, as youcan see in several European countries these days. Most organizationsexpect this problem to grow, given the aging population in many parts ofthe industrialized world and ever-increasing skill requirements for the toptechnical and managerial positions.

On the other hand, most organizations see a sharp increase of applica-tions from candidates with only average or low skills. The challenge to theHR department will be to manage this workload efficiently while still find-ing the best candidates to ensure their companies’ competitiveness.

7.1.2 Sourcing and Retention

Considering that the highly talented tend to behave as self-confidentbusiness partners in the labor market today, the traditional recruitmentprocess is just not enough. What you need is a comprehensive talent-relationship management.

Research shows that the majority of employees are neither 100% loyal totheir employers nor actively looking for a new job. More than 50% aregenerally interested in a good opportunity but may not even read thehelp-wanted section of the newspaper. A company that attracts talentand builds relationships with talented people even before they are

E-Recruiting200

urgently looking for a new job has a considerable advantage. That’s theidea behind the concept of the talent pool. Employees who are screeningthe job market without an immediate wish to change their employers areinvited to an uncommitted registration. They can look around and getacquainted with the company. When a promising opening arises, they areavailable without the need for much advertising. Moreover, the talentpool allows for a reasonable segmentation of candidates so that you canconcentrate on your target groups.

Thus, you can apply well-known principals of customer-relationship man-agement to your recruiting processes. It is more efficient and more effec-tive to build and maintain long-term relationships than to search forshort-term contacts every time you need them and then lose them again.

What is true for external candidates is also true for internal talent. Afterall, your best employees are potential candidates for your competitors,and it would be naïve to assume that they do not watch the job market.So, since they are watching anyway, why not make sure that the internaljob market of your company is at the top of their list? Allow your employ-ees what you allow external candidates. When change is due, it is betterthey choose a new job in your company than leave for the competition.

7.1.3 Controlling Recruitment Processes

Measurement of the recruitment performance is becoming more andmore important. There are well known key figures such as

� Cost per hireAll internal (e.g., time spent by recruiters) and external (e.g., cost of ajob advert) costs that are spent to fill a position

� Time to fillTime that passes from the opening of a position to the hiring of a newemployee

� Cost of staff turnover All costs caused by the leaving of an employee (including hiring andtraining costs as well as the costs caused by the vacancy, to name butthe most important components)

With E-Recruiting, it is often more difficult to assign the costs to a specifichiring, because the costs for the talent pool must be shared by all hiringactivities in some way. Moreover, there are often requirements for moredetailed information. One way of dividing the time to fill a vacancy is asfollows:

201Business Principles

� The time from the moment the vacancy is known to the moment whena job advertisement is published (online or in print)

� The time between the publishing of the advertisement and the invita-tions to first interviews

� The time between the interviews and the hiring decision

� Other

With a specialized e-recruitment system, the expectations in this area areparticularly high.

7.1.4 Processes and Organization

This new world of recruitment can be quite a challenge for the HR depart-ment. It differs from the traditional process in a number of ways.

� The candidates can contact the company in many different ways, andthey want to decide how to go about it.

� Working with a talent pool requires completely new processes,because, after the initial registration, the initiative often must comefrom the employer.

� Besides the processes surrounding applications and job openings,something must be done for the retention of talent in the pool.

� Line managers expect to be involved more actively in the selectionprocess and get quicker results so they can respond to changing mar-ket requirements

� “Cost per hire” is an important key figure, and budgets for HR are oftenlimited.

� Recruitment, staff retention, succession planning, and career develop-ment are interacting strongly. They even can be seen as parts of thesame complex process.

All this requires significant changes to the old organization and processes.

7.1.5 Recruitment Service Providing

In recent years, more and more companies have outsourced parts of theirrecruitment processes or built corporate service centers to act as serviceproviders. The pressure to reduce costs, together with the increasingcomplexity of the processes, may be major reasons for this.

However, with this step, the processes often get even more complexbecause of increased coordination requirements. So, it is even more

E-Recruiting202

important to have well defined and sensible processes and a clear organi-zation with an appropriate IT-support.

7.1.6 Technology

Most organizations seriously working with E-Recruiting have to face tech-nological challenges. These include the following.

� Candidates send in information in many different forms. Not only mustpaper-based applications be processed but also electronic documentsin a variety of formats such as Microsoft Word, PDF, TIF, and JPG. Onepossibility is to have all applicants fill in an online form with the mostimportant information.

� Data security is always an issue, and it has two sides:

� Candidates who register and enter confidential data want to be surethat no unauthorized access of this data is possible.

� It makes sense that the recruiting system interacts with the opera-tive HR system. Because this interaction opens up a connectionbetween the HR system and the outside world via the Internet,technology must guarantee that data of the operative HR systemcannot be accessed from outside the organization.

� International recruitment is often a reason for changing from tradi-tional recruitment processes to E-Recruiting. However, this means thatthe system has to

� Comply with legislation of different countries regarding data secu-rity, accessibility, etc.

� Be multilingual

� Deal with different formats for addresses, names, etc.

� Take into account the different education systems and grading sys-tems

7.2 The Process in mySAP ERP HCM

7.2.1 Overview

Figure 7.1 shows the main functional areas of the solution. In the centerof the whole process stands the Talent pool, where candidates can main-tain their data. How much data they enter can be decided by the candi-dates within the restrictions that the employer sets in the Customizing.

203The Process in mySAP ERP HCM

Registration is the first step. At this point, it is generally not required thatthe candidate enters all the data. We can expect, rather, that many can-didates will enter more and more data with time and only offer the full setof data when they find an attractive vacancy.

Figure 7.1 Functional Overview of mySAP E-Recruiting

The data maintained in the talent pool usually includes:

� Personal data

� Communication data (address, e-mail, phone, etc.)

� Employment preferences (such as functional area and salary expecta-tions)

� Work experience

� Education

� Skills profile (qualifications)

� A range of attachments such as certificates and reference letters

� A cover letter

Although it is possible at this stage to see active applications for a particu-lar vacancy, and although in most cases this is encouraged, the employer’smain aim in registration is developing a long-term relationship.

How much effort is invested in this relationship and whether a candidatereceives invitations to apply for specific jobs can be decided in the talentsegmentation process. It allows the employer to assign candidates to atalent group (see Section 7.2.6) and to assess candidates in a detailedappraisal form (questionnaire) (see Section 7.2.5) that can be fully cus-tomized.

E-Recruiting204

To retain candidates in the pool, several services can be offered to them(as shown in Figure 7.1). Whatever the value-added services may be, themost important points for the candidate are:

� Searching for interesting job postings

� Getting qualified job offers or invitations to apply from a recruiter,based on the candidate profile.

From the employer’s point of view, the three functional areas describedso far build the basis for the real purpose of the system: talent sourcing.With a broad pool of talent and substantial information about candidatesat hand, many vacancies can be filled from this pool. So, the pool is thefirst place to look for new employees before any other expensive andtime-consuming measures such as placing job advertisements or hiringhead-hunters are necessary. To fulfill this purpose, requisition manage-ment (see Section 7.2.3) is a very important feature of the solution.Recruiters define the requisitions and related job postings that arerequested by the managers who are looking for new employees. Theserequisitions hold the data about the job requirements that will bematched with the candidates’ data.

Note that the whole system works for internal candidates as well as forexternal ones. With Version 6.0, succession planning is included as anexplicit component represented by its own role, the Succession Planner.This shows an important development within mySAP HCM: Recruitingand personnel development get more and more integrated in the TalentManagement solution. With this development, the software is ahead ofmany HR departments, where these two functions are still much too sep-arated from each other. As a matter of fact, recruitment and personneldevelopment are often alternative or even hybrid solutions to the sameproblem. So, they should be dealt with together as mySAP HCM suggests.

7.2.2 Process and Roles

The application is based on several roles, which are described in detail inSection 7.3. A role is not merely a set of authorizations, as it is sometimesunderstood. In the context of E-Recruiting, a role represents a set of func-tions together with the corresponding user interface tailored to therequirements of the role. The most important roles and their interactionsare represented in Figure 7.2. This figure shows the main process, startingwith a candidate’s interest in the company and the creation of a vacancy,up to the application. Of course, this process as shown is rather simplified


as it does not take into account the various outcomes each step couldhave. It merely concentrates on “the most interesting” outcomes thatkeep the process going.

Figure 7.2 Process Overview: Candidate, Manager, and Recruiter

Candidateinterested in

company

Registrationin talent

pool

Maintainpersonal data

and profile

Candidateavailable

in pool

Vacancyoccurs

Requestrequisition

Maintainrequisition

data

Maintainjob postings

Maintainjob

preferences

Requisitionavailablein system

Search forjob postings

Interestingpostingfound

Search forcandidates

in pool

Interestingcandidate

found

Invitecandidateto apply

Invitationto applyrecieved

Fill incandidates'

questionnaires

Add coverletter and

attachments

Submitapplication

Applicationsubmitted

Applicantselectionprocess

Candidate

Manager

Recruiter

E-Recruiting206

The first part of the process shows two independent branches:

� The candidate registers in the talent pool and maintains some data.

� A manager needs a new employee and requests a requisition, which iscreated by the recruiter along with one or more postings.

The second part of the process shows, how the candidate and the requi-sition—or rather a job posting contained in the requisition—can gettogether. There are two ways for this to happen:

� The candidate searches for interesting positions and finds a match.

� The recruiter searches for candidates matching his requisition and findsone. In this case, he would invite the candidate to apply for the posi-tion in question and provide all necessary data.

In both cases, the candidate will complete his or her data. Usually he orshe will upload a cover letter and other attachments and may have to fillin one or several questionnaires. This done, he or she can submit theapplication.

Of course the process doesn’t stop there, but will go the usual course ofa selection process with correspondence, interviews, etc., and furtherroles are likely to be involved. The process flow is controlled by so calledprocess templates (see Section 7.2.4) together with SAP Workflow.

In the following sections, we will discuss the most important concepts ofthe solution and then look at the different roles.

7.2.3 Requisitions

Together with the candidates themselves, requisitions are the centralobjects of the whole solution. Requisitions provide the means to getvacancies communicated to the users of the talent warehouse as well asto all other persons involved.

Each requisition contains one or more job postings that are dealt withtogether and have similar requirements. Each job posting can be pub-lished via one or more publications (see Figure 7.3).


Figure 7.3 Structure of a Requisition

A requisition is maintained in nine steps, which do not all have to occurin every organization.

1. Maintain general job information, which contains administrative dataabout the requisition process and the basic job details such as descrip-tion, function, and salary (see Figure 7.4).

Figure 7.4 Creating a Requisition

Requisition

Job posting

Job posting

publication

publication

publication

publication

publication

E-Recruiting208

2. Maintain organizational data.

3. Define the support team: This is the team working with the requisitionin several roles (see Figure 7.5). You needn’t define all possible roles fora requisition. The extent to which you define them depends on yourprocess. Generally a recruiter and a requesting manager are involved atleast. Other roles that could be involved include a decision maker toapprove the postings, an administrator, or a data-entry assistant.

Figure 7.5 Defining the Support Team

4. Maintain job requirements relating to the employment experience ofthe future position holder.

5. Maintain education requirements.

6. Add attachments (such as a detailed job description in the form of aPDF file).

7. Set the status of the requisition; only if the requisition is released canthe included postings can be published for the talent pool.

8. The data overview shows the recruiter, what data has been maintainedso that he can easily identify any missing data.

9. In the last step, the job postings are included in the requisition.

Figure 7.4 shows the design of a step-by-step procedure typical for the E-Recruiting solution. A step that is often included in such procedures is thedata overview, though this is not shown in the figure. Step nine leads toanother step-by-step procedure as shown in Figure 7.6. While the requi-sition is an object for merely internal use (though the data assigned, suchas salary and requirements, has important external effects), the job post-ing is meant for the outside world. This is clear particularly when you notethe multilingual descriptions that can be seen on the lower tabs in Figure7.6. After all, it is not the requisition but the job (posting), a candidate islooking for.


Figure 7.6 Creating a Job Posting

Most of the data a job posting needs is already maintained on the level ofthe requisition, so there are only five steps involved in creating the post-ing:

1. The general description

2. Some basic data of administrative character

3. The status, which has a similar meaning as the status of the requisition

4. The data overview mentioned above

5. The publications of the posting (see Figure 7.7).

Figure 7.7 Maintaining a Publication

Readers who are familiar with the traditional solution described in Chap-ter 6, Recruitment, will be pleased to see that it is not necessary to createa new posting for each publication. Instead, it is possible to assign severalpublications to one posting. In this regard, the data structure of the E-Recruiting solution does represent the real world much better than thetraditional solution. The publication gets most of its data from the posting

E-Recruiting210

and the requisition, so that most important information is the postingchannel and the time period through which the publication is continued.As with requisitions and postings, the publication has a status. The statusshown in Figure 7.7 is “draft,” which means, that it cannot be seen bycandidates. A publication can only be “released,” when both the postingand the requisition are released.

7.2.4 Process Templates

The tracking process of an application for a particular posting is definedby a so-called process template. It consists of an ordered set of processsteps and activities and is assigned to a requisition. Through the template,the recruiter is guided through the process, but he is not forced to per-form all steps or to perform them in a predefined order.

Although the process template does more or less take the role of actions,activities and the feature PACTV of the traditional recruitment solution,there are some significant differences.

� A process template is defined by the end-user (e.g., the recruiter) inthe normal application, while the feature PACTV must be maintainedin customizing.

� The concept of the process template is more flexible. It is much easierto establish different processes for different target groups.

� To achieve the same level of guidance, workflow must be included.

The concept of the process template has four levels:

1. The process template itself (e.g., “High potentials North America“)

2. A set of process steps or sub-processes (e.g., “Application-Entry” or“Prescreening“) is assigned to the template. They are called just “pro-cess” in the system.

3. A set of activities (e.g., “first interview” or “rejection after interview“) isassigned to each process. Note, that the types of activities as well as theprocesses available are defined in customizing (see Section 7.4.5 forthis and for the categories of activities). Only the assignment can bedone by the recruiter.

4. Special content such as letters or questionnaires (see Section 7.2.5) canbe assigned to each activity.

The recruiter can create a new process template via the path ProcessTemplates • Create Process Template. At first, some header data as


shown in Figure 7.8 must be entered. The most important data is the sta-tus. The template can only be assigned to a requisition when it has thestatus “released.” You should only release it, when it is definitely ready, aslater changes can be difficult, when the template is already included in arequisition.

Figure 7.8 Header Data of a Process Template

Figure 7.9 shows a complete process template in which the processes“Application Entry,” “Prequalification,” “Selection,” “Offer Phase” and“Rejection” are represented by the five tabs. Eight activities are assignedto the process “Offer Phase,” and three of them have a letter formassigned.

Figure 7.9 Process Template with Five Processes

E-Recruiting212

7.2.5 Questionnaires

Questionnaires are a very flexible tool that allows to get almost everyinformation from or about a candidate in a well structured way. There aretwo types of questionnaires:

� General questionnaires, that can be used to get additional informationfrom the candidate or to enter the impression that the manager ordecision-maker got from the candidate in an interview.

� EEO questionnaires are designed for the specific purpose of obtainingdata necessary to comply with the U.S. EEO (Equal EmploymentOpportunities) regulations. EEO questionnaires are based on the sameconcept as general questionnaires but contain a special type of ques-tions.

Each questionnaire is composed of a set of questions from a pool of avail-able questions. Both questions and questionnaires can be maintained bythe end-user, usually the recruiter or an administrator. Each question canbe assigned to several questionnaires.

As with process templates, the status field is important fro questionnairesand questions. Both can only be used, when the status is “released.” Keepthe status set on “draft” as long as the question or questionnaire is notcompleted.

The questions for general questionnaires can be of five different types.

� Single selection: a field where an answer from a given choice of pre-defined answers can be selected.

� Input field: a field where a short text can be maintained freely.

� Multiple selections: more than one answer can be selected from agiven choice of answers.

� Predefined scale: the answer can be chosen from a scale defined incustomizing.

� Input area: an area to maintain a text; similar to the input field, butwith more space.

Figure 7.10 shows one example for each of these types and Figure 7.11shows them included in a questionnaire in the preview mode. This isexactly how a questionnaire would look to the candidate or anybody elseasked to fill it in online.


Figure 7.10 Questions of Five Different Types

Figure 7.11 The Five Question Types in Preview

E-Recruiting214

The maintenance of questions can be accessed by the recruiter via theactivity Question Maintenance in the box Administration. Then hereceives an overview, as shown in Figure 7.12, where he can display,change or create new questions. The questions are assigned to one offour tabs for structuring purposes:

� Other

� Candidate related

� Decision-maker related

� Job related

Figure 7.12 Question Maintenance—Overview

Figure 7.13 shows, how an input field question is created. Just maintainthe text of the question as it shall presented on the questionnaire andchoose Input field as the response type. When the question is ready foruse in questionnaires, change the status to “released.” As there are nopredefined answers, the lower part of the screen containing theresponses is empty.

In Figure 7.14, a question with a multiple selection is maintained. Here,you have to assign all the possible responses. These are taken from a cat-alogue of responses that can be maintained by the recruiter. Make surethat responses are re-used whenever possible. Especially commonanswers like “Yes” or “No,” will occur very often in the catalogue, whenyou do not check whether a response you need is already available beforeyou create a new one.


Figure 7.13 Maintain a Question with an Input Field

Figure 7.14 Maintain a Question with Multiple Selection

EEO questions are very similar to other questions. However, there are theadditional fields Reporting Area and Field to make sure the data complieswith the requirements of EEO reporting (see Figure 7.15). The options forthese fields are maintained in customizing and come with a default set-ting from SAP.

Figure 7.15 Maintain EEO Question

E-Recruiting216

Once the necessary questions are available, the recruiter can start build-ing questionnaires using the item Questionnaire Maintenance in the boxAdministration. Because it is possible to create new questions right outof the questionnaire-maintenance screen, you can proceed to this stepright away. However, if there are several questions to be maintained, it ismore convenient to stick to the sequence described here.

The first screen of the questionnaire maintenance looks exactly as for thequestion maintenance (see Figure 7.16) and has the same purpose.

Figure 7.16 Questionnaire Maintenance—Overview

The maintenance of questionnaires involves three steps:

� Maintain a title

� Assign questions and define their sequence (see Figure 7.17)

� Rate responses. Besides the rating of the responses (that is givingmarks to each possible answer), some responses can also be declaredto be the “expected response.” A candidate who does not select anexpected response is deemed unsuitable. For example, when a specificjob requires that the candidate has worked in Sweden before, thenyour questionnaire could include the question “In which of thesecountries have you worked before?” with the answer “Sweden” anexpected response within the multiple selection. Note, that the ratingof the responses does not happen in question maintenance but alwaysin the context of the questionnaire.

While maintaining the questionnaire, you can get a preview with the“attributes,” showing the whole questionnaire with the rating of eachanswer and the expected-response flags (see Figure 7.18).


Figure 7.17 Assign Questions to a Questionnaire

Figure 7.18 Preview of Questionnaire with Attributes

E-Recruiting218

When the questionnaires are ready, they can be included in the processvia the process template. An applicant can be asked to fill in a question-naire, either as one step of the application wizard when applying for a jobor via an e-mail sent by the recruiter. This e-mail contains a link to thequestionnaire within the E-Recruiting platform and requires the candi-date to log in before answering the questions online.

7.2.6 Further Important Terms

Talent Pool

The talent pool comprises all candidates registered in the platform,including internal candidates.

Talent Groups

Via the respective item in the Talent Relationship Management box, therecruiter can assign candidates to talent groups as a measure of talentsegmentation.

Object types

There are five types of objects used in the e-recruitment solution:

� Candidates (NA)

� Requisition (NB)

� Posting (NC)

� Application (ND)

� Candidacy (NE)—a candidacy occurs only when a candidate is assignedto a job posting. When this has not (yet) happened, it is an application.

Technically, these objects are used much like object types of organiza-tional management, and the data is stored in infotypes 5100 to 5199.However, this structure is hidden from the end-user. In Customizing, it isimportant to know the object types, as they are sometimes used to assignany items such as activities.

Statuses and Status Reasons

As in the traditional recruitment solution, statuses are used in E-Recruit-ing as well. However, different statuses are available per object type. Thestatuses for an application or a candidacy are:

219Looking at the Different Roles in E-Recruiting

� Draft

� In process

� Withdrawn

� Rejected

� To be hired

The statuses for a posting are:

� Draft

� Released

� Closed (meaning “do not use anymore“)

� To be deleted (but it can only be deleted when it is no longer used inactive processes)

The same statuses can apply to requisitions, but for those there is a fifthstatus called “on hold.“

A candidate can have only two statuses:

� Locked (meaning that this user is not considered for vacancies)

� Released (meaning that this candidate can work on the platform andcan be found by the recruiter for openings)

This is an important difference to the traditional recruitment solution: Thestatus of a candidate does not correspond to the status of his of her appli-cation. This difference results from the completely different concept ofE-Recruiting. The candidate is considered to be interesting not simplybecause one or more applications are pending. The long-term relation-ship E-Recruiting is aiming at can begin long before the first applicationand can go on afterwards.

Status reasons can be maintained in Customizing and assigned when thestatus of an object is changed through an activity.

7.3 Looking at the Different Roles in E-Recruiting

As noted earlier, the E-Recruiting solution is completely role-based. Eachrole is characterized by a set of functions. These are displayed on the startpage, the so called Personal Pages, in several boxes representing a kind offunctional areas (see Figure 7.21).

623Index

Index

AABAP 19Absence 274

counting 278quota 277, 282reason 290statistics 318type 274

Acceptance 31Access control group 290Accounting 19, 78Accumulated time evaluation results

318Accumulation rule 312Action 86, 105

menu 114reason 115

Active plan version 143Activity 210, 243

allocation 582type 244

Additional actions 107Additional field 488Address 93Ad-hoc Query 481Ad-hoc report 458Administrator 82

assignment 90group 91

Adobe interactive form 569Advertisement 193AIDA principle 154ALE 78, 246, 300, 312Annual calendar 294Annual working time 255Applicant actions 177Applicant activity 180Applicant correspondence 185Applicant group 168Applicant master data 167Applicant ranges 169Applicant selection 582Applicant status 174Applicant structure 168Applicant subgroups 169

Applicant tracking 242Application 218, 231

management 237process 156

Appraisal form 203Approval 560

procedures 121ARIS 34Asset accounting 131Asset number 131Assignment of numbers 49Attachment 208, 225, 241Attendance 274, 275

quota 277, 285Auditing tools 513Authorization concept 508, 509Automatic Plan 435Automating Tests 521Availabilities 279Availability type 281

BBalance limits 310Balance overview 297Balanced Scorecard 26, 468Basic configuration 31Basic pay 94Benefit area 432Benefit form 446Benefit plan 431, 435Breaks 263BSC 468BSP 246, 247Budget Management 24Business blueprint 30Business Information Warehouse 26,

468, 494Business partner 241Business regulation 40Business Server Pages 246Business trip 275Business trips in ESS 562Business workflow 121BW 468, 494

Index624

CCalculation rule 303, 307, 313Candidacy 218Candidate 218

profile 223shortlist 236

Canteen data 300Capacity 462Categorization of personnel reports

457CATS 319CATT process 506Certified process 300Change-management perspective 561Chief position 123Choice of working time 254Client 78COBRA 453, 454Collective agreement 40Collision check 271Communication 133

channel 299, 301data 222language 92

Company code 78Company pension plan 506Company-internal data 133Company-wide integration 46Compensation Management 24, 582Competences 128Confirmation 301, 312Content Management 556Continuous change 33Contract creation 197Controlling in recruitment 189Core time 254, 264Co-requisite Plan 436Corporate design 569Correspondence 182, 245, 248Cost allocation 291Cost assignment 291Cost center 78, 98, 143, 365Cost centre reporting 569Cost distribution 98Cost Planning 24Cost Planning and Simulation 25Cost rule 436, 437Cost variant 436, 437

Country modifier 256Country solutions 22Country version 79Cover letter 230Cross-application timesheet 319Customizing 585

DDaily work schedule 263

class 265selection rule 265

Daily working time schedule class 310Data overview 226, 229Data privacy statement 220, 227Data quality 461Data selection period 470Data transfer 32

for new employees 244Deduction period 283Default plan 435Default value 70, 77Delimiting 61Department 147Dependent Coverage 438Desired job 227Differing payment 292DME 385Duplicate entries 47Dynamic actions 116Dynamic e-mail 91, 119Dynpro header 74DZL 308

EEasy Access Menu 469, 477ECC see ERP Central ComponentEEO 245

questionnaire 212E-learning 26Employee directory 135Employee group 80, 87Employee list 473, 474Employee profile 566Employee Self Service (ESS) 28, 133,

298, 448, 530, 558Employee structure 80Employee subgroup 81, 87Employment status 105, 107

625Index

Enrollment 442, 443Enterprise Compensation Mana-

gement 25Enterprise Core 19Enterprise Portal 556Enterprise structure 78, 86, 365Entrance premium 310Environment, Health & Safety 24Equal Employment Opportunities 212E-recruiting 199

administrator 239ERP Central Component 21Error handling 298Error message 296ESS see Employee Self Service (ESS)Evaluation 387Evaluation basis 287Evaluation classes 369Evaluation wage type 486Event management 319Evidence of Insurability 438Evolution 20Expenses 363Expert mode 145Extension Set 19External application 237External candidate 220External number assignment 50External object type 143External service 292External transfer 99Extrapolation 462

FFast entry 111Favorites list 229Feature 434, 435Field configuration 241Final preparation 32Financial data 569Financials 19Flexible Employee Data 475Flexible Spending Account 455Flexible working hours policy 253Flextime 254, 264

account 285For period 376Foreman time ticket 315

Form Editor 261, 297Full-time equivalent 463Function 303

GGo-live and support 32Group 434

incentive wage 312, 362premiums 314

Grouping 83, 256, 434Guaranteed holidays 257Guided procedure 558, 567, 570

HHeadcount planning 570Header 65

data 74Headhunting 155Hierarchy framework 151Hiring 124HIS 469, 490Hit list 481Home work 255Hourly recording 305Hourly wage 362HR department information system 46HR master data 41HR reporting 457HR-Process-Check 511, 512

IIDES 31IDOC 300IMG 37, 589Implementation 31Implementation Guide see IMGIn period 376Incentive wage 311, 361Indirect evaluation 372Individual incentive wage 312, 362Individual piecework 361InfoCube 468, 494Infogroup 114

modifier 114Information message 296Infoset 479, 481

Query 481

Index626

Infotype 54, 145menu 66

Instruction 132Integration 319, 581

plan version 143Interactive planning 565Interest group 222Interface programming 75Interfaces 28Internal application 237Internal candidate 231Internal number assignments 50International approach 22Internet integration 190Internet recruiting 155Intranet 154Inverse relationship 147Invitation 244

JJob 88, 145

advertisement 154exchanges 162postings 206search 227search database 162

KKnowledge Warehouse 26

LLDB 467Lead time 97Learning Solution 26Leave entitlement 282Leave list 318Leave quota 282Leave request 122, 318, 560Legal person 86Legal regulation 40Life working time 255LIMIT 310Logical database 467Logistics 19

MMaintenance 301Management by Objectives 25

Manager 232Manager Self Service 469, 564Manager's Desktop 28, 469, 530Managing financials 565Managing people 565Manpower planning 583Master cost center 98Master data which is relevant for

payroll 376Match percentage 228Matchcode 59Matchcode ”W“ 383Matrix organization 40MDT 469Media 164Message processing in the TMW 334Modifier 83MODT 309Monthly entry 293Monthly wage 362Months end processing 307MSS see Manager Self ServiceMulti-day view of the TMW 323Multilingual user interface 222Multi-Person view of the TMW 323My budget 565My staff 565mySAP ERP 20mySAP Workplace 529

NNegative time recording 252, 281, 304Net payroll 364NetWeaver 21New dimension products 20Nightwork 310Non-recurring payment 363Notification of goods receipt 312Number of staff 254Number range 50

OObject ID 145Object manager 58, 60, 149Object selection 485Object type 143, 218Objects on loan 131Obligatory field 71

627Index

One-day view of the TMW 323Online application 161, 162Organizational assignment 86Organizational change 110Organizational chart 40Organizational key 89Organizational level 465Organizational management 27, 141,

582Organizational structure 39, 40, 88,

148Organizational unit 88, 144Overtime 362

authorization 286compensation 306compensation type 276, 281, 286

PPAP 468Parameter transaction 333Part-time 254Pay scale structure 94Payment 385Payroll 22, 361

area 81, 87, 365cluster 382control record 379Infotype 486organization 81result 382, 486run 381structure 81

PCH 468Performance efficiency rate 312, 362Performance-dependent remu-

neration components 363Period selection 471Period work schedule 267

evaluation class 310Person selection period 470Person time recording 298Person time ticket 314Personal data 91, 222Personal pages 219, 240Personal settings 220Personnel action 105Personnel area 78, 86Personnel change report 458, 567

Personnel Controlling 457Personnel Cost Planning 28, 582Personnel Development 24Personnel inventory report 458Personnel leasing 155Personnel number 49, 59Personnel number assignment 50Personnel structure 87, 365Personnel subarea 86Piece work average 315Plan category 433Plan infotype 440Plan type 433Plan version 143Planned working times 264Planning data 462Plant data collection 301Plausibility check 70, 77PNP 468PNPCE 468, 493Position 88Positive recording 304Positive time recording 252Posting 218, 385Posting run

attribute 386history 386

Preliminary program 385Premium formula 312Premium time ticket 314Premium wage 362Prerequisite Plan 436Preselection 159Primary costs 291Primary key 482Process 243Process (e-recruiting) 210Process examples 613Process examples recruitment 191Process modeling 34Process structure 39Process template 206, 210, 242Process-focused perspective 561Processing classes 369Processing type 309Procurement 564Production planning and control 301Profile comparison 172

Index628

Profile in the TMW 326Profile release 226Project IMG 590Project management 27Project preparation 30Project risk 29Project scope 27Project standards 30Project system 301Project time recording 293Projected pay 583Prototype 31PTRVP 468Public holiday calendar 257, 263Public holiday class 265, 310Publication 206, 209

QQualifications 224

catalogue 224profile 163, 172, 582

Qualifying event 244Quality Assurance 501

Fields 502in Organizational Management 515in Personnel Administration 517in Personnel Controlling 525in Recruitment 516in Remuneration Payroll 524in Time Management 519

Quality scales 242Quantity-based time ticket 314Query 477, 479

Generator 488Questionnaire 212, 244, 245Quick Viewer 478Quota correction 283, 289Quota overview 319Quota planning 552, 571

RR/3 19R/3 Enterprise 19Ranking 236Receipt of application 193Recruiter 233Recruitment controlling 160Recruitment instruments 165

Recruitment media 153Recruitment service providing 201Reduced working hours 268, 274Reference code 230Reference personnel number 51, 74Reference time 460Reference user group 67Registration 203, 220Relationship 144Relationship type 144Remaining leave 278Remuneration 361

Payroll 506Report category 471Reporting area 215Reporting concept 496Reporting hierarchy 459, 460Reporting quota type 487Reporting set 481, 484Reporting time types 487Report-report interface 484Requirement profile 163Requisition 206, 218Requisition management 204, 246Resource planning 319Responses (in questionnaires) 216Result type 312Retroactive calculation 74, 81, 262,

316, 375, 382Revision 289Roadmap 29Role 204, 527Roles in e-recruiting 219Rollout 29RPABRI00 486RPLICO10 475RPTIME00 303Run schedule headers 312

SSabbatical 255Salary by seniority 476Salary ranges 242SAP Benefits Administration 431SAP Query 477Scale type 243Scales 242Scenarios 143

629Index

Schema 303, 304Screen control 71Search engine 228, 246Search help 59Search profile 242Search query 236Search template 234, 242Secondary costs 291Secondary processing times 313Selection process 160Selection screen 470SEM 468Service management 301Service time 253Set operations 484Shift planning 24, 28Shift time compensation 274Short names in the TMW 334Sickness 274Simple activity 244Simple correspondence 244Simulated infotypes 487Single level selection procedure 195Skills profile 224Smart forms 245, 247Solution map 21Special process 364Split indicators 374Staff 147

assignments 150Staffing guarantee 254Standard report 466, 470Standard selection screen 471Start pages 240Starting point 267Status 40, 218

administration 590change 244of the application 158reasons 219

Strategic Enterprise Management 26, 468

Structural authorization 25Structure 40Subsequent processing 384Substitution 273Subsystem 299Subtype 55

Succession planner 239Succession planning 204Supervisor 82Support team 208

TTab 66Talent group 203, 218, 234Talent management 204Talent pool 200, 202, 218, 234Talent relationship management 234Talent segmentation 203, 218, 234Talent sourcing 204Talent warehouse 241Task monitoring 96TCO 47Telephone directory 133Terminal 289TES 308Time account 259, 285Time administrator 295, 321Time balance 259

overview 319Time confirmation ticket 303Time constraint 55

class 271, 277Time data entry 271Time evaluation 259

message 262result 487

Time event 262, 289, 298Time leveling 296Time line 460Time management 378, 506

status 117Time Manager's Workplace 295, 321Time pair 262Time recording id card 290Time recording information 290Time statement 260, 296Time ticket 301, 312

type 314Time tickets kept in reserve to improve

the piece-rate during slack periods 317

Time transfer specifications 288Time transfer type 288Time type 258

Index630

Time wage 315type 259, 308type generation 308type selection 306type selection group 309type selection rule 309

Time-autonomous work groups 251, 254

Time-based time ticket 315Times subject to bonuses 363TIP 306, 308TMW 321To-do list 260, 295Tolerances 264Total Costs of Ownership 47Tracking 96Training and Event Management 24Travel costs 378Travel Management 24, 28TREX 246Turnover statistics 463

UUnsolicited applicant 169User group 67, 113, 477User interface 246

VVacancy 148, 206Vacation 274

planning 318Versions 265View maintenance 588Virus check 241

WWage type 486

characteristics 368concept 366copier 367customizing 367evaluation 369generation 265naming conventions 367

War for talent 199Web Application Server 19WebDynpro 557Weekly entry 293Who is Who 133Work contract 87Work group 314Work item 121Work schedule 268

rule 267Work time event 301, 312Workflow 121, 206, 564

task 123template 124

Working time in ESS 559Working time recording 299, 301Workplace 529WPBP 374, 486

YYouth labor law 311

ZZL 308ZML 308

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