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HRIS Implementation
Human Resources » Technology


Chrm Message From: smitaa Total Posts: 32 Join Date: 21/08/2006
Rank: Executive Post Date: 22/08/2006 23:15:19 Points: 160 Location: United States

Hi All,

Needed a help from all you HR professionals.

Kindly throw some light on all the problems co's must have faced or would face, if HRIS implementation is not done correctly. I'm not looking on the technical aspects, but the implementation of the HR processes.

The difficulty / problem faced could be even minute or a major one. Was curious to know the after effects of HRIS, or what possible caution can be taken before implementating any software. Positive and early response would be appreciated.

Thanking you in advance and waiting for your responses.

Regards,

Smita

Chrm Message From: sumit_hr Total Posts: 29 Join Date: 21/08/2006  
Rank: Executive Post Date: 22/08/2006 23:53:25 Points: 145 Location: United States

Dear Smita &  Group,

As per my understanding, HRIS is a facet of changing HR trends. Interestingly in the recent times, HR functions are being complemented by technology. Most of the firms  are replacing several related systems, such as a personnel database, payroll system and benefits system, with one HRIS that does it all. Many people focus on the improved reporting and processing that will be realized from the new system, and those are the reasons most firms choose to implement a new HRIS.

But what many people don’t focus on is that the new HRIS will most likely affect the company much more deeply – it will challenge the operating structure and principles of all the HR-related departments.

The hiring process is a good example. As a person is recruited, hired and paid each department may have its own specialized system and process for managing the employee data. As the HRIS evaluation team discovers redundant processing and data storage, its members start to see ways to make the process more efficient by aligning their part of the hiring process with the requirements of the other departments. The team members are excited to find a better way to get the work done, but scared by the ramifications of closer ties to other departments.

They think: ”If we improve the efficiency of the process (have HR enter the W-4 at the time of hire), we won’t need as many people in our department (we won’t need to key W-4s anymore), and we might lose control of some piece of data that is critical to our business function (how do we know that HR will key the W-4 correctly?)”.

Apart from this other issues that would come into my mind is:

- Making employees get acquainted with HRIS
- Data Authenticity
- Confidentiality
- The most important of all "an HRIS should be good and easier to change/modify according to the business demands, which is not present in many HRIS packages.

It may take years for a firm to adjust to a new HRIS. As it does, most will see that their organizational structure will tend to reflect the HRIS structure. This is natural – managers for years have organized their departments to fit the way work is done, and the organizational culture often reflects that structure. When the way that work is done changes – and an HRIS will engender that change – it’s natural for the organization to change as well.

Structural and cultural changes might be painful, and people will resist, but it’s hard to fight these natural tendencies. Instead of fighting them, managers need to be aware of what’s happening and proactively prepare for this new world.

More professionals to add on their views ??

Regards,

Sumit

Chrm Message From: madure Total Posts: 278 Join Date: 21/08/2006  
Rank: Coach Post Date: 23/08/2006 21:55:50 Points: 1440 Location: United States


For many organisations this is still something to aspire to rather than a reality. While HR information systems (HRIS) are now widely used – according to the CIPD's 2005 survey, People and Technology, around 77 per cent of all organisations use some form of HRIS – it is unclear whether they are having the desired effect. Are HR professionals employing the technology to its full capacity?

More importantly, are organisations using the information provided to make data-driven decisions? If, as is so often the case, the introduction of an HRIS is justified by cost savings via a reduction in headcount, is the growth of technology simply leading to smaller HR functions, rather than more strategic ones?

A new research project, sponsored by the CIPD and conducted by Cranfield School of Management, is attempting to answer these questions. It will also consider the impact of technology on the efficiency of HR processes and on employee communication and engagement. The completed research will consist of around 10 detailed case studies, covering a range of organisations, to provide a comprehensive analysis of the impact of technology on HR's role. Too often, the effect of HR technology is considered only in larger, more "high-tech" companies, so the aim is to cover as broad a spectrum as possible.

One of the first organisations to be examined is from the voluntary sector – Cancer Research UK (CRUK). As one of the world's leading independent organisations dedicated to cancer research, CRUK's objectives are to carry out world-class research, develop effective treatments, provide authoritative information and work with the government to ensure that cancer stays at the top of the health agenda.

CRUK has around 3,500 paid employees, including more than 3,000 doctors, scientists and nurses that are all (bar one) based in the UK. Funding comes almost entirely from public donations, with the help of more than 30,000 volunteers, a network of 650 shops and 1,000 local fundraising groups.

CRUK is in the process of adopting three main technology-enabled systems: an online recruitment process, a number of spreadsheets to carry out complex calculations, and a comprehensive HRIS that will eventually facilitate self-service. While implementation is not yet complete, the organisation is already experiencing many benefits. In the past, its recruitment processes were largely paper-based – described by members of the resourcing team as "slow" because of the reliance on the postal service, and "cumbersome" because of the need to process and store large quantities of paper. In addition, candidate details were manually entered into a computer database, leading to a number of mistakes.

Now these processes are conducted entirely online and communications are carried out via email. Candidate data is entered by the candidates themselves via the online application process, which not only speeds up the process but allows for greater accuracy. Closing dates for applications can be maintained because of the speed of communicating via the online system, applications are sent immediately to line managers, and the data is readily accessibly via the recruitment portal. At a higher level, the head of resourcing has access to faster, real-time information, can monitor who is applying for jobs and use this information to make better decisions.

The use of spreadsheets for performing various HR calculations – for example, redundancy payments, maternity pay and annual leave – has led to similar improvements in terms of speed and accuracy.

The HRIS is still in the early stages of implementation, with limited data being provided. Nevertheless, the provision of reliable information has already led to an increase in the perceived credibility of the HR function, allowing it to take on a more advisory role. Brett Terry, head of employee services at CRUK, explains that the information "reinforces HR's credibility through ensuring transparency and consistency". Members of the HR team can now take information with them into discussions with managers, and are able to provide remedies to problems as they have the necessary information at hand. "HRIS visibly connects HR to the business and allows it to act as a strategic partner that can make a greater impact on the organisation," says Terry.

Aside from giving HR increased credibility, the new technology systems have also started to affect the roles of individuals working in the function. With less time spent on administration, the resourcing team has more time to be proactive and take greater responsibility for vacancies. Essentially, its role has shifted to one that is more customer focused, as the team is spending an increasing amount of time interacting with managers. Even individuals whose jobs may have been made redundant by the new technology have benefited – former data-entry staff are now responsible for producing information for management and acting as systems administrators, a far more senior and rewarding role.

So while the organisation is still in the early stages of its introduction of technology, the benefits are already obvious. Not only are HR processes faster, more accurate and more efficient, but the administrative burden on the HR team has been reduced and credible HR data can be produced. As yet, this shift is relatively minor, with most of the HR role remaining the same, but as the use of technology develops, HR practitioners may learn to use both their time and the information produced in a more strategic manner, moving closer to achieving the ultimate goal of becoming a fully functioning business partner.

Prof.Lakshman

 
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