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Human Resource Management Systems Chapter 11: Managing an HRMS

Human Resource Management Systems Chapter 11: Managing an HRMS. Joseph Y-W. Deng joseph@im.knu.edu.tw. Chapter Outline. The evolving role of the HRMS manager Managing HRMS staff Managing user relations Managing HRSC relations with other departments Managing management

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Human Resource Management Systems Chapter 11: Managing an HRMS

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  1. Human Resource Management SystemsChapter 11: Managing an HRMS Joseph Y-W. Deng joseph@im.knu.edu.tw

  2. Chapter Outline • The evolving role of the HRMS manager • Managing HRMS staff • Managing user relations • Managing HRSC relations with other departments • Managing management • Managing HRSC relations with other groups

  3. Introduction • HRMS manager can play an extremely powerful role • Interaction with many people • HRMS project team • HRSC staff • Users • Other departments • Employees • Government agencies • Consultants and vendors

  4. Introduction (cont’d) • Problems with poor HRMS management • Infighting • Low morale • Poor performance • Underutilization • Underfunding • Premature obsolescence

  5. The Evolving Role of the HRMS Manager • Goals of the HRSC • To develop and maintain systems that support human resources and contribute to overall corporate management success • To ensure delivery of maximum benefits • To balance the needs of users with the needs of IS • To gain acceptance among corporate, HR, and IS management

  6. Quality of an Effective HRMS Manager • More administrative than technical • Skills and experience • Goal setting • Communication • Planning • Organization • Negotiation • Delegation and supervision • Team building, intervention, and group dynamics • Willingness to learn

  7. Effective Communication Skills for Management • Listen well • Emphasize “I” statements rather than “you” statements • Choose the right time to discuss sticky issues • Ask for and give performance feedback • Maintain professional relationships

  8. Finding and Developing an HRMS Manager • The project team leader is not necessary the best choice for HRMS manager • Team leader: creative • System manager: management • Take steps to get the best possible HRMS manager • The job of HRMS manager does not remain steady throughout the life of the system

  9. Managing a Start-up System • The project team leader leads system development rather than the HRMS manager • Transition takes place after the HRMS installation • Never allow technical needs to overshadow the progress of getting input from all relevant individuals and keep them informed about the progress of the system

  10. Managing a Start-up System (cont’d) • Select appropriate staff for meeting the immediate goals, promote staff continuity between start-up and operation • Review the project team’s decisions • Review and revise standards for development of HR software and acquisition of hardware • Make sure every implementation step is completed thoroughly • Especially training and testing

  11. Managing a Growing System • The HRSC is an active interface between users and the system • Management of the growing HRMS and HRSC structure includes • Complete staffing assignments • Communications links • Organization charts • Reporting mechanisms • Adoption of more sophisticated tools and techniques

  12. Managing a Growing System (cont’d) • Supervise system maintenance in a well-organized manner • Keeping track of every request and response • Seek out user involvement by soliciting • Suggestions for new system and support • Criteria for evaluating requests • Develop a consolidation strategy that • In conjunction with IS technical staff • Identifies the basis on which other systems can interface or integrate with the HRMS

  13. Managing a Mature System • Maintenance demands increase tremendously and become the main consumer of HRSC resources • Goal • Keep use and productivity at their peaks • Counter increased maintenance burden with more effective productivity tools and techniques • Mature system runs well • Expert user take a creative role in system evolution

  14. Managing a Declining System • Most useful monitoring tools for pinpointing decline • Indicator analysis • Return on investment (ROI) • When audits, surveys, indicator analysis, or ROI evaluation indicate a system in decline • Patching the existing system • Accelerating the decline by pulling the plug on the system • Planning to develop or acquire a new system

  15. Fig 11-2

  16. Indicator Analysis • Compares quantifiable measures of HRMS and HRSC performance with pre-established standards • Failure to meet standard • Average backlog of service requests • Mean time between HRMS failures • Average time to run a standard or ad hoc report

  17. Return on Investment • Investment variables • Cost of people • Budget • Facilities • Equipment • Return on investment is often intangible but real nonetheless

  18. Fig 11-4

  19. Identify benchmark indicators Monitor benchmarks Initiate action Inform users Publish timetables Accept requests for transfer of services Reduce service according to a pre-published and agreed-upon schedule Cease production on the old system Full Circle: Declining System to New Start-up System

  20. Managing HRMS Staff • The HRSC manager shapes the staff • Establishing the HRSC staff • Growing HRSC staff

  21. Establishing the HRSC Staff • Starts in the system planning process • Requirements analysis and feasibility study determine • How many people • Of what type • to use for developing and then running the system • Balance of individuals with computer expertise and those with HR background

  22. Fig 11-5

  23. Growing HRSC Staff • Transition from primary development staff to staff dedicated to enhancement and maintenance work • Offering professional growth opportunities • Presenting different levels of experience to individuals as they become ready to grow

  24. Growing HRSC Staff (cont’d) • The HRSC manager should communicate with individual staff members frequently • Give positive feedback at times other than performance review • Give negative feedback in private, with suggestions and agreement on what went wrong and how to improve • Do periodic self-evaluation in terms of providing for staff development needs

  25. Growing HRSC Staff (cont’d) • The charter of the HRSC will change over time • Information resource management (IRM) concept • Information belongs to the organization as whole, not just to a single department • Integrating HR data with corporation database

  26. Growing HRSC Staff (cont’d) • When it is time for system replacement • Instill in staff members the knowledge that the system performed well • But emphasize that the organization now needs to develop a new system • Possibly because of technological improvements and organizational evolution, in which they also can share

  27. Managing User Relations • Responsibilities of the HRMS manager • To create and maintain an HRMS that best meets the needs of users within budgetary and other resource constraints • To promote full use of the HRMS • To respond to changes in management and user expectations • Specifics include • Good documentation, training, IC or other ongoing support, software and hardware maintenance, problem resolution

  28. Promoting User Involvement • Involve users from the beginning • The strength and limits of the user community should be taken into account when designing the system • Whenever users provide input, keep them informed of later developments • Publish a newsletter and maintain wide distribution throughout the life of the HRMS

  29. Promoting User Involvement (cont’d) • HRMS project team and HRSC need from users (HR functional heads): • Accurate, appropriate data • Individuals who understand the data • Individuals who understand how to use data and support analytical functions • Individuals willing to learn new ways of doing things

  30. Getting Users Started • People resist change, even when they know it is inevitable • CBT: computer based training

  31. Fig 11-7

  32. Fig 11-8

  33. Establishing an IC • HRIC: human resources information center • Handle raining • User hotlines or other on-call support system • Assistance with use of report and screen creation tools and other advanced user techniques • The IC reduces maintenance by helping users do their own computing

  34. Developing a User Community or Communities • Group users according to their functional or technical needs and their sophistication levels • The users own the system • Effective ways to reach users and have them accept ownership of the system • User groups • Newsletters • Surveys

  35. Giving Users What They Need • Make sure that all appropriate users know what the HRSC offers or know how to find out • Help users get what they need: ad hoc reporting capability • Let users receive written responses to their requests • Including resources needed, a timetable, and reasons for any changes in scope or timing • Provide information that users want in the correct form

  36. Managing HRSC Relations with Other Departments • Threefold job • Help the rest of the organization identify and agree on the needs the HRMS will meet • Make sure that the HRMS meets those needs • Make sure that the HRSC staff receive adequate support to do their work successfully

  37. Managing HRSC Relations with Other Departments (cont’d) • HRSC actions that foster a desirable image among other departments • Keeping commitments once made • Being responsive to requests, comments, and other communications • Actively maintaining contact through tools such as newsletters, bulletins, staff profiles, and vendor press releases

  38. Managing HRSC Relations with Other Departments (cont’d) • Get other departments involved in decision making on projects they want the HRSC to handle • Let the HRMS under the control of users rather than technical staff • Arrange to hold negotiation meetings and discussions on HRSC turf if possible

  39. Managing HRSC Relations with Other Departments: The HRMS and IS • Respect the standards and rules IS has established for system applications • Earn respect for the HRMS • Be willing to admit lack of knowledge • Do not expect technicians to be experts in all technical areas • Use HRMS technical staff as a language bridge to IS whenever appropriate

  40. Managing HRSC Relations with Other Departments: The HRMS and Finance • Twofold relationship • Partner operations • Sharing information about fiscally important aspects of human resources management • The HRSC has a responsibility to finance in terms of HRSC budget and expenditures

  41. Managing Management • Only by having management support can the HRMS continue to function and improve service to users • Managing the expectations of management

  42. Selling the HRMS • Making sure management knows that the organization will derive some ROI and other ongoing benefits and values from the HRMS • Cost saving or avoidance • Lawsuit avoidance • Timely and accurate data • More timely and better service to management • A better-managed, more proactive HR department • Never oversell the HRMS

  43. Selling the HRMS (cont’d) • What management needs from HRMS • Timely, organized, accurate, logical information • Data arrayed to present the information needed for decision support • Conclusion from the HRMS when solicited

  44. Fostering a System That Earns Management Support • Provide accurate data • Make sure the data are available timely • Respond promptly to any management communication, in writing • Distribute news of all HRMS successes and improvements as well as positive feedback from users to the management

  45. Acting as an Internal Consultant • Provide advise and assistance rather than actually doing the work • Develop reputation as someone who can either provide or research the answer to problems and challenges • Keep well informed about the developments in HRMS and human resources (and IT)

  46. Resolving Conflicting Priorities and Perceptions • Point out the conflict and develop alternative solutions • When the desired application are overextending user skill, put more training budget and time into getting users up to speed

  47. Keeping the Management Committee Active • The management steering committee should continue to meet during implementation to resolve issues as they arise • Meet about every six months • As part of a semiannual audit process

  48. Managing HRSC Relations with Other Groups • The HRMS and the general employee population • The HRMS and external agencies • Employment firms • Federal and state departments of labor • Workers’ compensation commissions • Insurance carriers • Other benefit providers • Labor unions • Banks • Payroll processing services • The HRSC and outside experts

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