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Leveraging HRIS to Bring Organization into The Next Level

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Presented in Human Resource Management Seminar and Conference entitled 'The Implementation of Human Resources Management Information Systems to Enhance Corporate Values' on October 29th 2013.

Published in: Business, Technology

Leveraging HRIS to Bring Organization into The Next Level

  1. 1. S
  2. 2. Revisiting HRIS “A technology-based systems used to acquire, collect, store, manipulate, analyze, maintain, validate and distribute information on its human resources, personnel activities, and organization unit characteristics”
  3. 3. Revisiting HRIS (cont’d) S Also expected to integrate accounting, finance, business functions S Needs hardware, software, platform and solution S More importantly it requires people (stakeholders), policies, procedures, and data
  4. 4. Employee Administration • New Hire Processing • Termination Processing • Track Job Information • Track Personnel Information • Track Work Experience • Track Skills • Track Grievances • Reporting Recruitment Benefits & Compensation Learning Management Systems Training & Development Time & Attendance Performance Management Succession Planning HRIS in Diagram
  5. 5. Systemless Challenges S Overloaded: too much work, limited resources S Time-consuming: spending more time on administrative tasks S Cost-sensitive: bunches of paper, toner, cartridge (1-3% from organization annual revenue, Gartner) S Redundant entry: into multiple bins – payroll, HR, benefits, time management S Risk of errors: data, information
  6. 6. Systemless Challenges (cont’d) S Effort-wasting: employees asking for same information S Slow decision-making: building reports takes too long S Governance: company policy, rule, country regulation
  7. 7. Objectives “To reduce manual workload of these administrative activities, organizations began to electronically automate many of these processes”
  8. 8. Objectives in Numbers Improve Data Access/Accuracy 86% Superior Service 80% Enable HR to Serve More Strategically 78% Administrative Cost Savings 76% Make Better Decisions 65% Enable Recruiting of Key Talent 55% Source: 2007 CedarCrestone HR Self-Survey Results – includes HR Managers and Directors for Small to Large Companies
  9. 9. Other Objectives S Management expects superior data collection and analysis particularly for performance appraisal and performance management S Raising awareness of HR functionality among employees S Simplified modification process and enhanced usability through web-based and self-service access
  10. 10. HRIS Goals Integrating technologies into HR Increasing Efficiency Increasing Effectiveness
  11. 11. HRIS Features S Skill testing, assessment and development, résumé processing, recruitment, retention, team and project management, management development S Organizations may have formalized selection, evaluation and payroll processes S Tracking employee data (personal histories, capabilities, skillset, accomplishment and salary)
  12. 12. Automated Enrollment 13 Employee The Process • Open, new hire enrollment • Participant Modeling • Life Event Changes • View and Compare benefits • Verify eligibility • Access benefit statement Benefits • Empower employees with key information • Eliminate need for printing communications • Forces enrollment rules • Shortens enrollment cycle • Reduces data errors • Reduces calls to HR • Streamlines data transfer process • Eliminates redundant data entry Enrollment Database Carrier Carrier Carrier Payroll HR
  13. 13. Automated Recruitment 14 Key Features Basic: • Requisition management • Job board integration • Resume uploading • Pre-screening questions • Key word searching • Applicant tracking • Candidate Ranking • Approval processes • Follow-up Reminders • Agency Access • Contact Logs • Reporting Benefits • Save money • Post jobs with greater ease • Reduce your time to hire • Get better candidates faster • Automate your hiring workflow • Build an ongoing talent pool • Improve your marketplace brand Job Boards Corporate Site E-Recruiting Candidate Hiring Manager HR
  14. 14. What Does It Promise? Feature Benefit Value* Automatic tier calculation for health, dental, and vision benefits based on selected family members Eliminates employees selecting the wrong coverage tier $1.19 PEPM Configurable automatic pending alerts and options by plan, enrollment type, and life event Enables limited resources to focus on high impact transactions Strategic HR Configurable overage dependent rules with HR & EE alerts Eliminates paying premiums on ineligible overage dependents $4.44 PEPM Automatic life and disability rate and limit updates on age and salary changes Eliminates mistakes in payroll deductions, premium payments, and confirming coverage limits at time of claim Prevents errors Easy to use premium reconciliation reports (with Retro adjustments) Eliminates overpayments in premiums due to carrier or employer processing errors $4.79 PEPM 15Source: Forrester Consulting, May 2009
  15. 15. HRIS Users HRIS MANAGERS HR PROFESSIONALS EMPLOYEES
  16. 16. Integrating Technologies into HR “Created significant challenges for HR professionals resulting from transforming traditional into on-line processes”
  17. 17. Improving Efficiency S Fewer fixed resources: payroll calculation, benefits administration, and health benefits processing S Significant efficiencies in these areas particularly record processing from mainframe to server S Lower Total Cost of Ownership (TCO) S Now grabbed more company in any size
  18. 18. Improving Effectiveness S Accuracy of keyed-in information S Fastening reconciliation S Simplifying process and accelerating timeliness S Large data sets require reconciliation S Pension, benefits administration, and employee activities to mention a few
  19. 19. Business Case “Research shows superior HR practices accounted for 47% increase in company market value on average” Source: Scott Cohen and Bruce Pfau, Consulting Psychology Journal, Aligning Human Capital Practices and Employee Behavior with Shareholder Value; 2003.
  20. 20. If Decided to Implement Then • Build a team of stakeholders • Define our short and long-term objectives • Understand the options available • Build our shopping list • Consider multiple vendors • Educate ourselves • Script the demos • Define and weight our priorities • Understand selection and ongoing resource requirements • Select vendor suits our goals at its best
  21. 21. Few Considerations Prior To Procure S How will our company grow in the next five years? S How quick will we launch? S What is our budget? S Do we have IT resources to support an on-site system? S What legacy systems must new systems integrate? S Are we comfortable giving up control of private data? S What features are our priorities?
  22. 22. Issues to Eye For Business Process S Change Management S Planning Contingencies Security S Controlling Access S Security Technology Management considerations S Physical security S Information security
  23. 23. Systems Development Failures S Lack of goal clarity S Poor problem identification S Infrastructural failures S Organizational support S Faulty planning
  24. 24. Success Strategies for Implementation S Build a business case to gain internal commitment S Don’t treat as a single project with a start and end date S Identify milestones to achieve success points – build momentum S Make sure it’s not viewed as just an HR Project
  25. 25. Success Strategies for Implementation (cont’d) S Get resource commitment and make sure they are accountable for results S Technology alone isn’t the ANSWER – will need to rework processes S Understand that users will experience change S Continue to sell internally S Think strategically – use the data
  26. 26. Key HR Technology Trends 1.Strong preference toward Software as a Service (SaaS) 2.HRIS becoming more affordable and easier 3.Adoption of Self-Service is increasing
  27. 27. Key HR Technology Trends (cont’d) 4. Technology solutions being more tightly integrated 5. Core HR vendors extending capabilities to compete with best-of-breed (niche) vendors 6. Challenging workforce issues driving Talent Management suites with particular focus on Recruitment
  28. 28. Driving HRIS Forward S HRD is no longer viewed as “cost center” within an organization S HR staff relegated into non-strategic tasks (“overhead cost” activities) S HR as competitive differentiator to attract top- talent, reduce employee turn-over, and control high cost of benefit enrollment and utilization
  29. 29. Driving HRIS Forward (cont’d) S HRD as key component of a company’s ongoing success and a recognized contributor to the bottom-line S Employee as valuable “assets”, while main products are “productivity”, “service” and “expertise” S Key challenges: selecting and quantifying human capital info of human capital management metrics like revenue- to-employee, productivity-to-employee, turnover rate, employee assessment and satisfaction, time to fill, cost to hire, employee performance
  30. 30. HRIS vendor and HRD to educate execs on how human capital management practices and corporate success are integrally linked What’s Next?
  31. 31. Mapping HRIS Into Corporate Strategy S Executives tend to expect HRD to concentrate on Talent Management and HR Services S It provides a clear-cut measurement of how employee performance maps towards company objectives, in an environment of increased globalization and regulation S In short, HRD needs to focus on People, Process and Strategy to remain competitive and increase profitability
  32. 32. A web-compliant, scalable, easily maintainable, and cost-effective HRMS systems to empower managers and execs on strategic business initiatives and encourage employees to monitor progress through an easy-to-use self-service learning environment Competitive Environment for Greater Profitability
  33. 33. Ensuring HR Efficiencies for Managerial Staff Cultivating effective managers results in significant economic paybacks and greater employee satisfaction HR tools as a way to ensure that managers can properly disseminate both business and strategic objectives, as well as routine business practices More productive and effective in cultivating direct reports
  34. 34. Making HRIS Convenient for Employees S Making info easily available to employees is another way to reduce costs across the organization S Through an employee self-service portal, employees can review and change their personal information, enroll in benefits or training classes and receive information about themselves and the company S It frees up HRD so that they can focus on more strategic activities
  35. 35. Reach Me S E-mail: gb@roligiogroup.com S Profile: www.linkedin.com/in/goutama S Presentation: www.slideshare.net/goudotmobi S Web: www.about.me/goudotmobi S Twitter: @goudotmobi
  36. 36. Q&A
  37. 37. Thank You!

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