HR Data Management: An Historical, Technological and Global Approach Introduction Objectives • Define HRIS and provide examples of how it can be used in.
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Transcript HR Data Management: An Historical, Technological and Global Approach Introduction Objectives • Define HRIS and provide examples of how it can be used in.
HR Data Management: An Historical,
Technological and Global Approach
Introduction
Objectives
• Define HRIS and provide examples of
how it can be used in a variety of
human resource functions.
• Understand why project management is
critical in the integration of an HRIS.
• Apply the basics of project
management to an HRIS integration.
2
Purpose of Lesson
Why
What
If
How
3
Why are these topics together?
• HRIS
• Project Management
4
HRIS –
HUMAN RESOURCE
INFORMATION SYSTEMS
SECTION #1
5
What will be covered in this class?
HRIS
What is an HRIS?
How is it used in organizations?
The history of HRIS
Project Management
Methods of project management
Project life cycle
Project management tools and skills
Integrating an HRIS across cultures
Integration process
Integration issues
6
HRIS
• HRIS Defined
> “HRIS can be briefly defined as
integrated systems used to gather,
store and analyze information
regarding an organization’s human
resources.” (Hedrickson, 2003,
p.381).
> HRIS “One which is used to
acquire, store, manipulate, analyze,
retrieve and distribute information
about an organization’s human
resources.” (Tannenbaum 1990)
7
HRIS
• Not just technology:
“HRIS is not limited to the computer
hardware and software applications
that comprise the technical part of
the system: it also includes the
people, policies, procedures and data
required to manage the HR function.”
(Hedrickson, 2003, p.381).
8
History of HRIS
• Early (pre-WW II)
> Personnel
• Old term for human resources
• Historically isolated from core organizational
functions
> Record keeping
• Name, address, phone, employment history
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History of HRIS
• Between 1945 and 1960
> Human capital issues
> Employee morale
> Formal selection and development
> No real changes from earlier days
10
History of HRIS
• Early (1960s to 1980s)
> Personnel became HR
> HR was seen as key in organizations
> Government and regulatory agencies
increased reporting requirements:
–Affirmative action
–EEO
–OSHA
> Still, HRIS was used mostly for
keeping administrative records
11
History of HRIS
• Contemporary HRIS
> Large and small businesses are
utilizing HRIS
> Personal computers have made
HRIS available and affordable for any
sized firm
> HRIS has evolved from simple
record-keeping to complex analytical
tools to assist management decision
making
12
Who uses HRIS and how is it used?
• HR Professionals
> Reporting and compliance
> Payroll and compensation analysis
> Benefits administration
> Applicant tracking, skills inventory
• Functional Managers
> Performance management and appraisal
> Recruitment and resume processing
> Team and project management
> Training and skills testing
> Management development
13
Who uses HRIS and how is it used?
• Individual Employees
> Self-service benefit options
> Career planning
> Training and development
14
Benefits of HRIS
• Increased Efficiency –
> more transactions with fewer
resources
• Increased Effectiveness –
> more accurate information and
simplification of processes
15
HRIS Terminology
• HRIS –
> Generic term referring to any information
system used for obtaining relevant and
timely information on which to base human
resource decisions. (Mondy)
• ERP –
> Enterprise Resource Planning
Software system that integrates several
data sources and processes into a unified
system. An ERP system provides the
functions of at least two separate systems.
i.e. Accounting and Inventory
Management. (www.bestpricecomputers.co.uk)
16
HRIS Terminology
• SAP –
> System Applications and Products
World’s largest business software
company providing integrated software
systems. In business since 1972
• Discussion –
> What are some examples of HRIS
systems, including both ERP and stand
alone?
17
Discussion Topics
• Provide specific examples of HRIS
systems and provide the details (costs,
system requirements and web site
resources etc.).
• What are the strengths of the systems?
• What are the weaknesses of the
systems?
• Respond to other student’s examples.
• As a group, decide which HRIS is best
for a large organization and which one
is best for a small organization.
18
Discussion Activity
• What are your perceptions of an HRIS?
Possible discussion topics:
• List HRIS software you have heard of and what
functions they can complete.
• What can an HRIS do for an organization?
• List why your organization would want or does
use an HRIS.
19
PROJECT MANAGEMENT
SECTION #2
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Project Management
• Project Management –
> a carefully planned and organized effort to
accomplish a specific (and usually) onetime effort.
www.managementhelp.org (retrieved 7/2/08)
> A project is a series of tasks and activities
that has a stated goal and objectives, a
schedule with defined start and end dates,
and a budget that sets limits on the
project’s dedicated use of resources.
SHRM Learning System, © 2008 , Module One
Strategic Management, p. 1-21
21
Project Management
• Projects are characterized by –
> A group of people
> A goal
> Limited time and money
> A level of uncertainty regarding
achievement
22
The Process of Project Management
• Project Management Life Cycle
> Defining (Scoping)
• Answers the question – What will be covered by this project?
> Planning
• Identifies: Who, What, When and With what resources
> Executing
• Organizing people, allocating resources and scheduling tasks
> Monitoring and Controlling
• Tracking progress and taking corrective actions
> Closing
• Project completion and evaluation
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The Process of Project Management
• The MPMM Project Management Life Cycle
> Project Initiation
• Project Definition
> Project Planning
• Detailed Planning
> Project Execution
• Monitoring and Control
> Project Closure
• Post Implementation Review
www.mpmm.com/project-management-methodology
24
The Process of Project Management
• The Rational Unified Process (RUP)
> The Inception Phase
• Primary goal is to achieve consensus on project objectives
and to obtain funding for the project
> The Elaboration Phase
• Identifies details of the project and architecture for the
system
> The Construction Phase
• Development of the new system to the point where it is ready
for deployment
> The Transition Phase
• The focus is on delivering the system into production, testing
and fine tuning
25
The Process of Project Management
• DANS –
• Initiation phase – Idea
> Are we going to do this project?
• Definition phase – What?
> Is it possible? What is required?
• Design phase – How?
> Is it desirable? What will be the result?
• Development phase – How to implement?
> Is it feasible? How will we implement the project?
• Implementation phase – Carrying out the project
> Is the result adequate? How will we evaluate the project?
• Follow-up phase – Maintenance
> Final report
26
Project Management Systems for
Software Development
• Linear process – Waterfall model
• Cyclical Project Management
> Preferred for software development
• Software development is a creative process
• Impossible to identify all requirements beforehand
• Difficult to estimate amount of time necessary for
implementation
• Intermediate results must be tested by users
throughout the entire project
27
Cyclical Project Management
•
DANS 6-stage project management method
depicted as a cycle instead of a linear process
28
Project Management
• DANS Software-Development Method
29
Discussion Activity
• What is the hardest for the HR
professional to control in a project (time,
cost, scope)?
• What can the HR professional do to
help ensure success in time, cost, and
scope?
30
PM Tools – Gantt Chart
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PM Tools – PERT Chart
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PM Tools – Fishbone Diagram
Figure 1: Fishbone Diagram Example
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PM Tools – Event Chain
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PM Tools – Run Chart
35
Project Management Software
• Desktop
> Microsoft Project
> Cerebral Project
• Web based
> @task
> Project Insight
• Opensource
> Kplato
> Openwork Bench
> dotProject
36
Discussion Topics
• Provide an example of a project
management tool and discuss how it
could be used.
• Provide one software resource and
identify its strengths and weaknesses.
37
MANAGING PROJECTS
AND HRIS
SECTION #3
38
Managing Projects
• Control Factors
> Time
• Scheduling / Gnatt and PERT Charts
> Money
• Budget projections
> Quality
• Good enough is good
> Organization
• Managing the project team
> Information
• Communication and decision making
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People and the Project
• Project Stakeholders and Tasks
> The Project Sponsor
• Member of management
• Leadership role in getting project approved, funded and
off the ground
> Organizational Management
• Identifies need for the project
• Approves budget and assesses risk
40
People and the Project
• Project Stakeholders and Tasks
> The Project Manager
• Manages the team and the process, has ultimate
responsibility for project success
> Roles of the Project Manager
• Interpersonal
• Informational
• Decisional
41
People and the Project
• Project Stakeholders and Tasks
> The Project Team
• Carries out the activities for project completion
42
Communications
• Within the Project Team
> Kick-off meeting
• Communications Plan: who, when, what, how
• Review/scope
• Technical review
> Establish how the team will be informed of
issues and decisions
• Face-to-face
• Email
• Virtual teams
> International communications
• One voice
• Language of customer
> Informing stakeholders
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Leadership
• Effective Project Managers
>
>
>
>
>
>
>
Problem-Solving expertise
Leadership expertise
Context knowledge
Analytical skill
People skills
Communication skills
Administrative expertise
44
Project Management and HRIS
• Integrating HRIS systems
> Project Management expertise
> HR knowledge
> Foundation Business knowledge
> Understanding of the Organization
45
PM Phases in an HRIS
Implementation
•
•
•
•
•
Initiation
Planning
Executing
Controlling
Closure/Evaluation
46
Initiation
•
•
•
•
Feasibility study
Establish charter
Set up project office
Review phase
47
Project Planning
• Resource plan:
> People
> Financial
> Time
• Quality
• Risk
• Communication
• Procurement of materials
• Contact suppliers
• Contingency plan
• Perform review of planning phase
48
Project Execution
• Doing the project – Build the deliverables
• Monitor and Control
> Time
> Cost
> Quality
> Risk
> Resources
> Acceptance
> Communications
49
Project Execution
• Issues Management
• Change Process
• Review of Project Execution
50
Project Control
• Set baselines
• Measure:
> Progress
> Performance
• Compare:
> Plan
> Actual
• Take action
51
Closure/Evaluation
•
•
•
•
Project closure
Project review
Project evaluation
Lessons learned
52
Specifics of PM to an HRIS Integration
•
•
•
•
•
Initiation
Planning
Executing
Controlling
Closure/Evaluation
53
Engagement Exercise
• Create a list of critical risks and
contingencies for an HRIS
implementation. As a team or
individually, create an outline of how
each of phase of project management
is affected.
54
HRIS IMPLEMENTATION
SECTION #4
55
Traditional HRIS
• Administrative Uses:
•
•
•
•
•
•
•
•
Monitor absences
Salary structures
Training information
Recruitment
Media response
Current information
Medical information
Global administration
56
HRIS in Business Decision Making
> Analytical Processes:
•
•
•
•
•
•
•
•
•
•
Budget control
Applicant tracking and screening
Skills matching
Appraisals
Feedback
Manpower planning
Succession planning
Skills monitoring
Training needs analysis
Global analysis
57
Why Not More? HRIS in Business
Decision Making
> Organization size
> Organization culture
• HR as a strategic partner
• Internal culture and politics
> HRIS time in use.
> HR has limited IT and analytical
skills.
> IT has limited HR skills.
58
Application of HRIS
• Strategic Management
> Environmental scanning
> Tracks quality and productivity improvements
• Workforce Planning and Employment
> Tracks promotions, transfers, hiring and
termination rates
> Maintains and prints EEOC data in the
required form
> Prints applicant flow and utilization reports for
affirmative action programs
• Human Resource Development
>
>
>
>
Outlines career path development
Tracks, education, skills and training programs
Registers employees in courses
Evaluates employee performance
59
Application of HRIS
• Total Rewards
> Tracks salary survey information
> Tracks retirement planning, tuition
reimbursement, COBRA and HIPAA info.
> Facilitates benefit administration and salary
analysis across job classifications
• Employee and Labor Relations
> Stores employee discipline records
> Records union data and labor distribution data
> Maintains attitude survey results
• Risk Management
> Identifies accident and illness trends
> Tracks safety records, insurance and workers’
comp. claims
> Monitors high-risk conditions and accidents
60
Legal Aspects of Data
• Employee information
>
>
>
>
What information should be gathered?
How should it be used?
Who should have access to data?
How should data be safeguarded?
• Privacy:
> Directly related to job
> Need-to-know basis
• Social security number.
61
Data Security Issues
• What’s causing the problem?
> Inconsistent legal standards
> More telecommuters and distance workers
> More use of vendors and outsourcing
> Increasing of organization wide IT systems
> Demand for ease of use for e-mail,
downloads, etc.
62
U.S. Laws and Employee Privacy
• Fair Credit Reporting Act
• Electronic Communications Privacy Act
• Health Insurance Portability and
Accountability Act (HIPPA)
• Sarbanes – Oxley Act
63
Globalization and Employee Privacy
• EU Data Protection Directive – 1998
> Companies must give consumers (or
employees) access to correct their data
> Personal data can be used only for the
purpose for which it was obtained
> Companies may NOT transfer personal
data to countries that lack adequate data
protection laws
• Canadian Privacy Laws
> Federal Rules
> Provincial Regulation
64
Conflicts of Globalization
• Conflicting Privacy Regulations
> Collection of data
> Transfer of data
> Employee hot-lines
• What’s a company to do?
> “Safe Harbor” program
65
Other Issues in Globalization
• Language barriers:
> Royal English vs. American English.
> Belgium (part of country): In Brussels employee
selects (Dutch or French)
• Processes differ slightly:
> In U.S. address may trigger benefit changes
> In Europe this is not a concern
• Government regulations and reporting
> Requirements will vary among countries
• Terminology
> may be different from one country to another
• Culture
> Individual vs. Collective
66
Change Management and HR
Integrating HRIS
• What is the role of HR during change?
> Recognize individuals may react negatively to
>
>
>
>
>
>
>
change
Anticipate resistance and find ways to deal
with it
Show commitment and present a positive
attitude toward the change
Involve people in the process
Ensure top management is visible and
supportive
Remind management and others that change
is a process and successful change takes time
Reinforce change with incentives
Communicate with employees & management
67
Conclusions
•
•
•
•
HRIS
History of HRIS
Project management.
Integrating HRIS and project
management
• HRIS in business decision making
• Globalization, legal, cultural and
organizational change issues
68