Bartlett hris pptto post online


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  • Contemporary HRIS must be versatile enough to meet the needs of multiple organization stakeholders. HRIS is commonly used by HR professionals as well as by managers in functional areas. All have different needs for the information provided by a central data system.
  • Mondy, R. Wayne, Human Resource Management, © 2008, Pearson Prentice (retrieved 7/1/08)
  • There are a number of accepted definitions of project management. They all refer to a project as a planned and coordinated activity that has a specific timeline and objectives. Generally a project is a one-time (retrieved 7/2/08) SHRM Learning System, © 2008 , Module One Strategic Management, p. 1-21
  • Generally projects are carried out by a team comprised of a group of people from different backgrounds each of whom contributes knowledge and skills in their various areas of expertise. An organization may establish a project team using individuals from different departments of the organization.A project always has a desired result. When a project is completed, something new has been accomplished – a new product is launched, new software is developed or a new process is implemented.Resources are always limited, particularly in time and money. Good project planning requires an accurate assessment of the project costs and a schedule projection for completion. It is imperative that the team monitor budget and scheduling during all phases of the project as success is dependent upon staying within budget and meeting projected deadlines.As a project always results in something new, one characteristic of a project is that success is never guaranteed beforehand. There is always uncertainty and risk. Will our new product be well received in the marketplace? Will the new software function as expected? Will the new process generate a positive return on investment? Even is we reach the desired goal, will we accomplish our task on time and within budget? Projects contain many variables and therefore, uncertainty and risk are simply a part of the process. Baars, Wouter; Project Management Handbook, Version 1.1 – July 2007; DANS – Data Archiving and Networked Services; The Hague – 2006 (retrieved 7/2/08)
  • Research has given us a number of different models of project management. Some models are linear with projects moving sequentially through four to six distinct stages. Some models are cyclical indicating that a project may move back and forth between stages as needed with some overlap in process.The model on this slide is an example of a linear model of project management.See:
  • The process designed by MPMM identifies four major stages of project management with four subsections completed after each stage. This is another linear model of project management.See:
  • The Rational Unified Process (RUP), originally designed by IBM specifically for software development, is structured in phases which represent the four major stages that a project goes through from inception to completion. Within each phase are subsections called, disciplines, which represent the activities that take place throughout the project. Ambler, S.W. (2005) A Manager’s Introduction to The Rational Unified Process (RUP) EBSCOhost (retrieved 7/1/08)
  • “In cyclical project management, the project goal is pursued in several short successive consecutive cycles. Each cycle is relatively short, preferably lasting less than one month. Within each cycle, a portion of the project is carried out. This is fundamentally different from the waterfall method, in which these activities all take place within their own separate phases. In addition, the waterfall method prescribes only single moments for definition, design, implementation and testing. In the cyclical method, this occurs many times in sequence.” (Baars – 2006 Fig. 9)Baars, Wouter; Project Management Handbook, Version 1.1 – July 2007; DANS – Data Archiving and Networked Services; The Hague – 2006 (retrieved 7/2/08)
  • DANS software-development method is a blend of linear and cyclical methods of project management intended to achieve the benefit of both models. The initial phase is represented as a linear process followed by a cyclical phase where team members can move freely back and forth through the process, implementing procedures as needed, until completion of the project. Baars, Wouter; Project Management Handbook, Version 1.1 – July 2007; DANS – Data Archiving and Networked Services; The Hague – 2006 (retrieved 7/2/08)
  • There are a number of planning and scheduling tools used by project managers. This slide is an example of a Gantt Chart (developed by Charles Gantt in 1917) which is a simple horizontal bar chart depicting the sequence of tasks necessary for completion of a project. Each task is represented by a horizontal bar, the length corresponding to the time necessary for completion. A Gantt Chart is an excellent visual depiction of the time when specific tasks must start and when they must be completed.
  • PERT stands for Program Evaluation Review Technique and was originally developed by the U.S. Navy in the 1950’s to manage very large complex projects that had a high degree of task dependency. A PERT chart is typically used to identify the sequence of tasks and to show which tasks must be completed before other tasks may be started. Tasks that must be completed in sequence are called dependent or serial tasks and those that may be completed independent of other tasks are referred to as parallel or concurrent tasks.
  • The Fishbone Diagram (the Ishikawa diagram) is a chart of cause and effect. It is a tool for identifying the root causes of quality problems.
  • The Event Chain Diagram is similar to a Gantt Chart in its use of horizontal bars to depict the sequence of activities. A Risk Event Chain Diagram includes the use of red arrows to identify risk events that may occur in the sequence of activities. Risks events may be associated with certain tasks or at certain time intervals on the event chain. This diagram gives a visual model of risks and uncertainties.Http://
  • A Run Chart plots a series of events over a period of time. The events are plotted along the horizontal axis of the diagram and then linked giving a visual of high and low points over a specific period of time. A run chart is often used for tracking activities over time.
  • Project managers direct functions along these five parameters known as control factors. There are a number of methods such as Gnatt and PERT charts that are used to schedule time and tasks. Experienced project managers take a pragmatic attitude towards levels of quality within a project realizing that projects that strive to achieve the highest possible levels of quality are often at greatest risk of never being completed. Therefore, “good enough is good.”Certainly communication is essential between members of the project team, but it is also important that other stakeholders be kept informed of progress on the project. Regular progress reports are an expected part of the process.
  • The project manager has overall responsibility for the project therefore this position should be assigned as early as possible in the project lifecycle. The project manager is responsible for completing the project on time, within budget and meeting the requirements and quality levels of the project. There are a number of responsibilities in managing a project. Generally the responsibilities fall within one of the three roles. Interpersonal – The project manager is the leader of the team and a liaison between the team members and the rest of the stakeholders. Informational – The project manager is the spokesperson for the project. He/she insures open communication between team members and communicates information about the progress of the project to others in the organization. Decisional – The project manager allocates resources, assigns tasks, resolves conflict and encourages progress toward completion. SHRM Learning System, © 2008, Module One Strategic Management, pgs. 1-22 – 1-24
  • The project team consists of any number of members with the skills necessary to complete the tasks required by the project. It is likely there will be team members representing a wide variety of departments within the organization, all depending on what is needed as dictated by the nature of the project. For integration of an HRIS process there would be HR staff on the team as well as members from the IT department. A project team for a long-term complicated project for a multi-national organization would consist of a large number of team members from a variety of disciplines as well as from dispersed geographic sites within the organization.
  • The last slide discussed the importance of good planning for project execution. But even with the best of planning, there are likely to be issues that arise that were not predictable. If your organization is the victim of a natural disaster, the unexpected death of key personnel or other horrific event, your project will not be immune. As much as is possible, all organizations must have plans in place and trained personnel for managing an unexpected occurrence. Remember that every project, no matter how small, will create some change in the organization. And not everyone is crazy about change! Some people will react immediately and see the change as a traumatic event for which adjustment is difficult. So expect, and be prepared, to manage some resistance to the change generated by your project. As with every other phase of the project, execution ends with a review of the process to insure the project is still on track toward successful completion.
  • Privacy law is growing and changing throughout the world with no clear standards. Multi-national organizations face a conflicting assortment of privacy laws from one country to another. Even in the United States there is no omnibus law regarding protection of employee information; instead privacy is regulated by an assortment of state regulations and case law that can be different from one district to the next. As information is made available to employees and vendors at various sites around the globe the possibility of a security breach increases.“Balancing HR Systems With Employee Privacy,” HRFocus; November, 2006 pgs. 11-13
  • The European Union passed the Data Protection Directive in 1998 regulating the electronic processing and transfer of personal data. Since 1998 numerous European countries have passed additional privacy laws. U.S. firms doing business with EU countries, must abide by the EU Directive as well as the various, and sometimes conflicting, privacy laws required by individual European countries. The EU Directive gives individuals the right to access and correct personal data and restricts the transfer of personal data to countries that do not ensure the required level of data protection. The EU has not said that the United States is out of compliance with the level of data protection required by the Directive, but as the US has no over-arching data privacy law, the EU has also NOT said the US has met the European standard. This can present a significant dilemma for transfer of employee data within the HRIS of a multi-national organization. As Canada is the United State’s biggest trading partner, many U.S.-based organizations grapple with the conflicts inherent in Canadian privacy law, that is a system complicated by both Federal Rules and Provincial Regulations.Frauenheim, Ed; “Many U.S. Multinationals Doing Little to Meet Overseas Employee Data Privacy Rules,” Workforce Management, May 8, 2006, pp. 48-51 / (retrieved 7/14/08)
  • Some examples of HR conflicts caused by differing privacy regulations. Many U.S. firms collect data on race and ethnicity for compliance and reporting of Affirmative Action. A Canadian federal law says that in certain sectors (banking and aviation) organizations must have a legitimate purpose for collecting , using and disclosing employee’s personal information. Consequently, U.S. firms operating in Canada may forego collecting employee demographic information that is commonplace in the U.S. The European Union’s restriction on the transfer of personal data to countries that do not ensure an “adequate level of protection” can create a significant barrier to a multi-national organization that maintains employee information in EU countries as well as in the U.S. Anonymous hotlines commonly found in the United States in an effort to comply with the whistleblowing protections of the U.S. Sarbanes-Oxley act may, in European Union countries, violate the data privacy rights of people accused of wrongdoing. What’s a company to do? The U. S. Department of Commerce established the Safe Harbor program allowing U. S. organizations to certify “adequate” privacy protection as defined by the EU Directive. The Safe Harbor program was accepted and approved by the EU in 2000. www/
  • Bartlett hris pptto post online

    1. 1. HR Data Management: An Historical, Technological and Global Approach Introduction
    2. 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. 3. Purpose of Lesson Why What How If 3
    4. 4. Why are these topics together? • HRIS • Project Management 4
    6. 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. 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. 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. 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. 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. 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. 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. 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. 14. Who uses HRIS and how is it used? • Individual Employees > Self-service benefit options > Career planning > Training and development 14
    15. 15. Benefits of HRIS • Increased Efficiency – > more transactions with fewer resources • Increased Effectiveness – > more accurate information and simplification of processes 15
    16. 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. ( 16
    17. 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. 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. 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
    21. 21. Project Management • Project Management – > a carefully planned and organized effort to accomplish a specific (and usually) one- time effort. (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. 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. 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. 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 24
    25. 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. 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. 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. 28. Cyclical Project Management • DANS 6-stage project management method depicted as a cycle instead of a linear process 28
    29. 29. Project Management • DANS Software-Development Method 29
    30. 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. 31. PM Tools – Gantt Chart 31
    32. 32. PM Tools – PERT Chart 32
    33. 33. PM Tools – Fishbone Diagram 33 Figure 1: Fishbone Diagram Example
    34. 34. PM Tools – Event Chain 34
    35. 35. PM Tools – Run Chart 35
    36. 36. Project Management Software • Desktop > Microsoft Project > Cerebral Project • Web based > @task > Project Insight • Opensource > Kplato > Openwork Bench > dotProject 36
    37. 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
    39. 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. 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. 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. 42. People and the Project • Project Stakeholders and Tasks > The Project Team • Carries out the activities for project completion 42
    43. 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. 44. Leadership • Effective Project Managers > Problem-Solving expertise > Leadership expertise > Context knowledge > Analytical skill > People skills > Communication skills > Administrative expertise 44
    45. 45. Project Management and HRIS • Integrating HRIS systems > Project Management expertise > HR knowledge > Foundation Business knowledge > Understanding of the Organization 45
    46. 46. PM Phases in an HRIS Implementation • Initiation • Planning • Executing • Controlling • Closure/Evaluation 46
    47. 47. Initiation • Feasibility study • Establish charter • Set up project office • Review phase 47
    48. 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. 49. Project Execution • Doing the project – Build the deliverables • Monitor and Control > Time > Cost > Quality > Risk > Resources > Acceptance > Communications 49
    50. 50. Project Execution • Issues Management • Change Process • Review of Project Execution 50
    51. 51. Project Control • Set baselines • Measure: > Progress > Performance • Compare: > Plan > Actual • Take action 51
    52. 52. Closure/Evaluation • Project closure • Project review • Project evaluation • Lessons learned 52
    53. 53. Specifics of PM to an HRIS Integration • Initiation • Planning • Executing • Controlling • Closure/Evaluation 53
    54. 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
    56. 56. Traditional HRIS • Administrative Uses: • Monitor absences • Salary structures • Training information • Recruitment • Media response • Current information • Medical information • Global administration 56
    57. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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