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An HRIS can reduce the amount of paper work and manual record keeping
It retrieves information quickly and accurately
It allows quick analysis of HR issues
The pressure is on for proactive HR innovations that contribute directly to the bottom-line or improve
employee morale and efficiency. Ajuwon (2002) points out that the typical HR professional gets involved
with one step in many different flows of work. Very often the involvement of HR has no purpose except
to validate the process in some way and acts as an interruption to the flow of work. In other words, the
HR function is a 'gatekeeper for information thats been deemed too highly classified for the data owner.'
So HR is not actually making a measurable contribution - in fact, the opposite. HR involvement creates a
queue or delay in the process. We should ask if the HR involvement is really necessary. Once upon a time
the HR database had an 'all-or-nothing' quality - probably because it was paper-based.
But now technology allows controlled access to various portions of the database. So an employee can
safely amend his or her own address or bank account details, while the ability to change certain appraisal
details might be confined to the line manager. In either case, there is no reason for HR to be involved.
HR should move on from the role of intermediary. Not surprisingly, the use of employee self-service
systems for records, information, payroll and other functions is becoming increasingly common. Libraries
of forms can be kept online to be downloaded as and when required. Systems can be enhanced to
include streaming video and other new software providing wide access to corporate videos, training,
etc. Obviously, e-mail announcements and newsletters can also be used to alert employees to new
developments or urgent requests.
dramatically improving their level of service, allowing more time for work of higher value, and reducing
their costs. But, despite extensive implementation of Enterprise Resource Planning (ERP) projects,
Human Resource Information Systems (HRIS), and HR service centres costing millions of dollars,
Walker concludes that few organizations have been entirely happy with the results. Why is this? Many
systems have been implemented by cutting HR staff, outsourcing and imposing technology on what was
left. Arguably this approach should, at least, have cut costs. But Walker argues that survey results
demonstrate that overall HR departments have actually increased their staffing levels over the past decade
to do the same work. Moreover he considers that:"Most of the work that the HR staff does on a day-to-
day basis, such as staffing, employee relations, compensation, training, employee development, and
benefits, unfortunately, remains relatively untouched and unimproved from delivery standpoint."Fletcher
explores the issue of effectiveness in which she states that: "Executives struggle with what to measure and
how too clearly tie employee metrics to business performance." Not only are they pressured by the vast
costs of Human Capital Management (payroll, etc.) but they also have to report to analysts "whose
valuations consist partly of measuring such intangible assets as the corporate leadership's team to execute
on strategy or the ability of the business to attract and retain skilled talent.
IMPLEMENTING HRIS
CONCEPT, STRUCTURE, AND MECHANICS OF HUMAN
RESOURCEINFORMATION SYSTEMS (HRIS)
Integrated HR Information Systems (HRIS) have a profound effect on firms that implement them. Most
often these 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 dont 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.
An integrated HRIS results is a drastically different environment than a cluster of related but separate
systems. The core concept of a centralized data store inherent with an HRIS demands integrated work
processes for consistently managing that store. The two attributes centralized data storage and
integrated work processes will affect the company in ways most managers dont expect.
Many HRIS implementations include, to one degree or another, business process reengineering. As a firm
documents, investigates, and discovers its true business processes, its natural that the firms also take time
to improve them, or at least integrate the processes across departments. The integrated nature of most
HRIS packages drives this activity. When a process is reengineered or integrated, once-independent
departments become much more dependent on each other. That dependency can increase tensions on the
project team as representatives from those departments learn to trust others to do their part of the process.
Or, once the project team members become comfortable with the new processes they have designed, they
may have a hard time selling those changes back to their departments. Most HRIS packages dont handle
exception processing very well. As new business processes are designed, the project team customizes the
HRIS around those new processes. Users will most likely find that exception cases require significant
manual thought or labor to process since the exception does not fit into the business process as
implemented in the HRIS. HRIS project team analysts will walk a fine line between generalization of the
process to fit exceptions vs. a more narrowed implementation of the process to enforce data integrity and
accurate application of HR policy. This is a great time to enforce some standards and clean-up special
deals but HR managers and policymakers must be willing to support these efforts, and to help
implement them. Finally, as the project team analysts dig into the current business processes, they may
find that the HR users, and sometimes managers, dont really understand or know the processes well.
Users may know what is done, but not why it is done. Knowing the why part is critical to getting the most
out of your HRIS implementation. In most every HRIS there are two or three technical methods of
implementing any given requirement knowing why something is done in a business process helps
ensure the project team analysts select the best method of implementing it in the HRIS.
Replacing HR systems involves any area of the company that reads or relies on employee data. New
system implementation may highlight employee data privacy issues, or increase the scope of interfacing
once the project team realizes just how many systems read employee data from the current HR-related
databases.