integrating-a-human-resource-information-system-a-module-with-integrated-case-powerpoint-presentation.pptx

Human resource development

1. HR Data Management: An Historical, Technological and Global Approach Introduction

2. 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

3. Purpose of Lesson Why What How If 3

4. Why are these topics together? HRIS Project Management ? 4

5. SECTION #1 HRIS – HUMAN RESOURCE INFORMATION SYSTEMS 5

6. 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

7. 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

8. 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

9. 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 9

10. History of HRIS Between 1945 and 1960 Human capital issues Employee morale Formal selection and development No real changes from earlier days 10

11. 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

12. 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

13. 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

14. Who uses HRIS and how is it used? Individual Employees Self-service benefit options Career planning Training and development 14

15. Benefits of HRIS Increased Efficiency – more transactions with fewer resources Increased Effectiveness – more accurate information and simplification of processes 15

16. 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

17. 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

18. 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

19. 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

20. SECTION #2 PROJECT MANAGEMENT 20

21. Project Management Project Management – a carefully planned and organized effort to accomplish a specific (and usually) one-time 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

22. Project Management Projects are characterized by – A group of people A goal Limited time and money A level of uncertainty regarding achievement 22

23. 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 23

24. 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

25. 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

26. 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

27. 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

28. Cyclical Project Management  DANS 6-stage project management method depicted as a cycle instead of a linear process 28

29. Project Management DANS Software-Development Method 29

30. 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

31. PM Tools – Gantt Chart 31

32. PM Tools – PERT Chart 32

33. PM Tools – Fishbone Diagram 33 Figure 1: Fishbone Diagram Example

34. PM Tools – Event Chain 34

35. PM Tools – Run Chart 35

36. Project Management Software Desktop Microsoft Project Cerebral Project Web based @task Project Insight Opensource Kplato Openwork Bench dotProject 36

37. 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

38. SECTION #3 MANAGING PROJECTS AND HRIS 38

39. 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 39

40. 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

41. 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

42. People and the Project Project Stakeholders and Tasks The Project Team Carries out the activities for project completion 42

43. 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 43

44. Leadership Effective Project Managers Problem-Solving expertise Leadership expertise Context knowledge Analytical skill People skills Communication skills Administrative expertise 44

45. Project Management and HRIS Integrating HRIS systems Project Management expertise HR knowledge Foundation Business knowledge Understanding of the Organization 45

46. PM Phases in an HRIS Implementation Initiation Planning Executing Controlling Closure/Evaluation 46

47. Initiation Feasibility study Establish charter Set up project office Review phase 47

48. Project Planning Resource plan: People Financial Time Quality Risk Communication Procurement of materials Contact suppliers Contingency plan Perform review of planning phase 48

49. Project Execution Doing the project – Build the deliverables Monitor and Control Time Cost Quality Risk Resources Acceptance Communications 49

50. Project Execution Issues Management Change Process Review of Project Execution 50

51. Project Control Set baselines Measure: Progress Performance Compare: Plan Actual Take action 51

52. Closure/Evaluation Project closure Project review Project evaluation Lessons learned 52

53. Specifics of PM to an HRIS Integration Initiation Planning Executing Controlling Closure/Evaluation 53

54. 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

55. SECTION #4 HRIS IMPLEMENTATION 55

56. Traditional HRIS Administrative Uses: Monitor absences Salary structures Training information Recruitment Media response Current information Medical information Global administration 56

57. 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

58. 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

59. 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

60. 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

61. 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

62. 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

63. 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

64. 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

65. 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

66. 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

67. 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

68. 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