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Human Resource Management SystemsChapter 11: Managing an HRMS

Joseph Y-W. Dengjoseph@im.knu.edu.tw

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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

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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

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Introduction (cont’d) Problems with poor HRMS

management Infighting Low morale Poor performance Underutilization Underfunding Premature obsolescence

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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Fig 11-2

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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

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Return on Investment Investment variables

Cost of people Budget Facilities Equipment

Return on investment is often intangible but real nonetheless

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Fig 11-4

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Full Circle: Declining System to New Start-up System 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

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Managing HRMS Staff The HRSC manager shapes the

staff Establishing the HRSC staff Growing HRSC staff

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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

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Fig 11-5

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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

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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

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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

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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

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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

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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

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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

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Getting Users Started People resist change, even when

they know it is inevitable CBT: computer based training

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Fig 11-7

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Fig 11-8

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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

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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

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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

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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

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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

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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

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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

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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

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Managing Management Only by having management

support can the HRMS continue to function and improve service to users

Managing the expectations of management

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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

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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

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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

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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)

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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

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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

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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