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.

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Purpose of Lesson

Why

What

How

If

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Why are these topics together?

• HRIS• Project Management

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SECTION #1

HRIS – HUMAN RESOURCE INFORMATION SYSTEMS

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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

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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)

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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).

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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

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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

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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

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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

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Who uses HRIS and how is it used?

• Individual Employees> Self-service benefit options> Career planning> Training and development

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Benefits of HRIS

• Increased Efficiency – > more transactions with fewer

resources

• Increased Effectiveness – > more accurate information and

simplification of processes

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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)

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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?

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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.

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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.

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SECTION #2

PROJECT MANAGEMENT

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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

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Project Management

• Projects are characterized by – > A group of people> A goal> Limited time and money> A level of uncertainty regarding

achievement

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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

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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

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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

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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

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Cyclical Project Management

•  DANS 6-stage project management method depicted as a cycle instead of a linear process

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Project Management

• DANS Software-Development Method

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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?

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PM Tools – Gantt Chart

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PM Tools – PERT Chart

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PM Tools – Fishbone Diagram

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Figure 1: Fishbone Diagram Example

PM Tools – Event Chain

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PM Tools – Run Chart

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Project Management Software

• Desktop> Microsoft Project> Cerebral Project

• Web based> @task> Project Insight

• Opensource> Kplato> Openwork Bench> dotProject

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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.

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SECTION #3

MANAGING PROJECTS AND HRIS

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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

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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

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People and the Project

• Project Stakeholders and Tasks

> The Project Team• Carries out the activities for project completion

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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

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Project Management and HRIS

• Integrating HRIS systems> Project Management expertise> HR knowledge> Foundation Business knowledge> Understanding of the Organization

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PM Phases in an HRIS Implementation

• Initiation• Planning• Executing• Controlling• Closure/Evaluation

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Initiation

• Feasibility study• Establish charter• Set up project office• Review phase

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Project Planning

• Resource plan:> People> Financial> Time

• Quality• Risk • Communication • Procurement of materials• Contact suppliers• Contingency plan• Perform review of planning phase

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Project Execution

• Doing the project – Build the deliverables• Monitor and Control

> Time> Cost> Quality> Risk> Resources> Acceptance > Communications

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Project Execution

• Issues Management• Change Process• Review of Project Execution

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Project Control

• Set baselines• Measure:

> Progress> Performance

• Compare:> Plan> Actual

• Take action

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Closure/Evaluation

• Project closure• Project review• Project evaluation• Lessons learned

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Specifics of PM to an HRIS Integration

• Initiation• Planning• Executing• Controlling• Closure/Evaluation

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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.

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SECTION #4

HRIS IMPLEMENTATION

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Traditional HRIS

• Administrative Uses:

• Monitor absences• Salary structures• Training information• Recruitment• Media response• Current information• Medical information• Global administration

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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

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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.

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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

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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

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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.

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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.

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U.S. Laws and Employee Privacy

• Fair Credit Reporting Act • Electronic Communications Privacy Act • Health Insurance Portability and

Accountability Act (HIPPA)• Sarbanes – Oxley Act

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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

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Conflicts of Globalization

• Conflicting Privacy Regulations> Collection of data> Transfer of data> Employee hot-lines

• What’s a company to do?> “Safe Harbor” program

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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

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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

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Conclusions

• HRIS• History of HRIS• Project management.• Integrating HRIS and project

management• HRIS in business decision making• Globalization, legal, cultural and

organizational change issues

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