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Adel abouhana HRMS implementation
The document discusses the importance of implementing a computerized Human Resource Management System (HRMS) to enhance HR capabilities and service delivery in higher education institutions. It highlights the complex nature of HRMS implementation, the shift from administrative to strategic functions in HR, and the various challenges faced during this process, including technological, financial, and organizational hurdles. The document emphasizes the need for a structured approach to process improvement, user involvement, and ongoing commitment to ensure successful HRMS adoption and integration.
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Adel abouhana HRMS implementation
- 1. Improving Human ResourceManagement Capability in an Institution through Implementation of a Computerized HRMS.- Lessons from the Conference Adel Abouhana CASE - X
- 2. Background Efficient andeffective Human Resource Management in Higher institution is critical to ensuring sustained Quality and Competitiveness of any institution. Effective Implementation of an appropriate Computerized Human Resource Management System is critical to enhancing the organization's Human Resource management capability and service delivery
- 3. Background Effective implementationof such a major “Enterprise Administrative System” is a very complex undertaking environment has some added complexities. The tradition has been for the focus to be on technical implementation issues.
- 4. Background The functionaluser, usually administrative or Management personnel, now plays a key role in implementing contemporary systems. There are many lessons to be learnt from the perspective of functional Human Resources Personnel in the implementation process
- 5. The Human ResourceManagement System The Acquisition and Implementation of a Computerized HRMS was not like buying Microsoft Office at the Computer Store and installing it.- It started with a vision.
- 6. Vision of HumanResource Function -1 HR focus shift from Administrative to Strategic, Facilitative, Consultative and Developmental Improved HR Operational efficiency and effectiveness in HR, in support of Al Waseeta Mission and Objectives.
- 7. Vision of HumanResource Function - 2 HR as a central source of timely and accurate data to support processes, such as Workforce Planning and Analysis, Position Management, Recruitment, Staff Training and Development, Compensation Management, Skills/Competencies Career Management, Industrial Relations,
- 8. Vision of HumanResource Function - 3 HR Processes which put information at the line management level make data accessible to individual customers for the specified purpose of inquiry or change are automated allow for re-engineering areas of functionality
- 9. Our HR Direction.-1 A highly efficient HR Service Al waseeta and subsidiaries by developing a and implementing improved and efficient processes and procedures based on functions and customer needs and not on hierarchy facilitating informed and timely decision-making
- 10. Our HR Direction.-2 Auditing processes and practices for continuous improvement Developing plans and programs HR development using sound data analysis techniques
- 11. Our HR Direction.-3 Regarding process improvement as ongoing, taking account of changing needs and new technology, as it emerges Using appropriate technology - electronic mail, intranet, internet, document management - in order to improve communication and data access across the orgnization.
- 12. Our Focus -Process Improvement Structured approach Positive impact on quality of services Meet or exceed customer’s expectations Add value -- Staff, Al Waseeta , Subsidiaries, Public
- 13. Our Challenges -External Financial constraints Rapidly changing technology Increasing competition Customers (subsidiaries and QP) being more demanding and requiring higher levels of accountability and performance.
- 14. Challenges- Internal Customerdissatisfaction with unavailable, incorrect and inconsistent information Redundancy of activities-lengthy processes Structure and decision-making on organizational hierarchy rather than on process and function Decision-making authority either too centralized or too bureaucratic
- 15. Challenges- Internal “Common& consistent practices” are not part of the culture Highly autonomous organizational units Old systems should accommodate all differences No incentives for consolidation of systems & practices STANDARDS
- 16. Challenges- Internal StrongCulture of Tradition and Custom and practice. Hierarchy of Approvals Redundancy of information Organizational units reluctant to change
- 17. Challenges Identified -1 No Executive Commitment to Radical Change Inadequacy of Resources The process to change Ordinances, Regulations and Collective Agreements Laws, Custom and Practice.
- 18. Challenges -2 Multiplelocations and cultures Multiple health plans Multiple vacation plans Wide variety of job groups & pay practices To be checked
- 19. Challenges -3 Highcomfort level Success History Value Concern Scorn Inertia Laziness Lack of objectivity Genuine concern Political reasons Resistance to Change
- 20. How Did WeGet There? Piece-meal and Hierarchical /Departmental approach to development of processes and procedures. This resulted in: Separate Personnel Administration Systems evolving based on QP policy and internal situations Utilizing individual talent to administer current situation Various sub-systems were developed to support specific functions, based on group/ organizational differentiation within the Organization
- 21. How Did WeGet There Original assumptions that are no longer valid
- 22. Options Considered RadicalRe-engineering of work processes based on functionality and current available technology phased process change
- 23. Opportunities for Change Company Governance and Strategic Plans and Operating plans have all identified current process weaknesses and the need for change. Availability of successful HRMS technology which is process- oriented
- 24. Re-Engineering - Definition “...thefundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.” Hammer & Champy
- 25.
- 26. HRMS at X Not Sure if: Before system was purchased a review and analysis was done to determine the Human Resource information and process requirements. HRMS was acquired by Al waseeta at inseption ? and implementation has been on-going in phases since.
- 27. PeopleSoft HRMS atX A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system -un-customised to fill the defined needs Security of Data User-friendliness-query and report writing Cost and Maintenance Customer Support and Training
- 28. HRMS at X Highlights of the System Not Comprehensive functionality Not Process-oriented Not User driven Client-Server moving towards n-tier architecture Security at several levels Windows at client end Easy interface with Microsoft Office User-friendly Query and Reporting Capability - ?”?
- 29. HRMS at X Implementation Team both Technical and Functional. Users play a major role in implementation process Increasing capabilities of new Versions - Resource issues
- 30. Functionality Position Management Succession Planning Base Benefits Administration Salary Administration Health and Safety Training Administration CareerPlanning Reporting Query Payroll Position/ Fund Acctg Industrial Relations HR Audit Administer Personnel Competency Management Recruitment
- 31. Process Objectives Releaseof personnel from routine-non value added tasks to Developmental areas such as planning, training and staff development, on-going process review Better monitoring of performance through review of reports Framework in place for the future
- 32. Process Objectives Decision-making-: De-centralised : At the Department level Limit required approvals Electronic signatures and Authority Quicker decision-making Timely, consistent, accurate and “just-enough” information. Improved efficiency:- Elimination of manual processes Removal of redundant processes and process steps,
- 33. Process Difficulties Multipleforms with redundant data Dual data entry, inconsistent information Poor communications Much activity and no value-added Expensive Error Prone
- 34. HRMS at X Before system was purchased … ? a comprehensive review and analysis was done to determine the Human Resource information and process needs.
- 35. HRMS at X A RFP was prepared and responses from vendors were judged by a multi-disciplinary team on the following The general fit of the system uncustomised to fill the defined needs User-friendliness-query and report writing Security of Data Cost and Maintenance Customer Support and Training
- 36. Needed HRMS atX Main Highlights of the System Comprehensive covering most strategic and operational requirements current and future User Friendly Windows at client end Easy interface with Microsoft office Simple Query and Reporting Capability Security
- 37. Needed HRMS atX Implementation Team both Technical and Functional. Users play a major role in implementation process Increasing capabilities of new Versions - Resource issues
- 38. Process Review and ImplementationStrategies -1 Increase emphasis on process -- clearly identify X - reengineer, standardize where possible. Design processes that can perform well across organizational boundaries. Replace obsolete systems . Re-engineer systems that will not be replaced.
- 39. Process Review andImplementation Strategies -2 Single point of entry for employee data. Ad hoc query, report and analysis capabilities. Employee data immediately available to supervisors. Promote uniformity. Reduce paperwork. Process improvement as ongoing, taking account of changing needs and advantages of new technology, as it emerges.
- 40. Process Review and ImplementationStrategies -3 Minimum Customization Common standards within each campus and across campuses for data, reports, policies and processes. User focus Team approach (Functional/Technical) Provide information for Data based decision making at all levels.
- 41. Process Review and ImplementationStrategies -4 Responsibility for an action should reside closest to the place most affected. emphasis on effective post-action audits build controls into the System where possible. Integrate the use of E-mail into processes, both for messages and to convey documents.
- 42. Process Review and ImplementationStrategies -6 Focus on common standards within each campus and across campuses for data, reports, policies and processes. Shorten the cycle time for processing transactions by at least 60%. Achieve this by reducing: the number of steps, manual effort, the number of handoffs, the number of authorizations and by eliminating wasteful and non-value-adding activities.
- 43. Issues -reasons for implementation delays Lack of senior management commitment Lack of adequate implementation budget Lack of dedicated full-time project team project management technical team functional user involvement Lack of adequate technical infrastructure
- 44. Executive Sponsor University Registrar’s relentless efforts, direct involvement Implementation Budget Dedicated project management Presented realistic implementation budget
- 45. Establishment ofUniversity team (across the campuses) Functional Analysts Systems Analysts Project Coordinators Database Administrators Adequate technical environment Proper database servers on each campus Replace/acquire client machines Address network infrastructure issues
- 46. Mona implementation focus for initial implementation addressed technical, human resources issues standardize processes across HR departments - business process review public relations drive newsletters presentations (deans, department heads, unions)
- 47. Cave Hill lack of HR functional user involvement/ ownership leveraged from lessons learnt at Mona results of BPR exercise user procedures St Augustine total lack of interest until payroll and Y2K became an issue
- 48. Lessons - Opportunities Project management and Planning Training and Development Business Process Review and Re-engineering
- 49. Involved functionalusers at ALL stages - one reason for success Obtained functional user buy-in early Ensured that dedicated functional users were part of core team identify and obtain best talent full-time dedicated users to the project is very important but almost never attainable.
- 50. Payroll Decisionto use HRS- workshop at Alwaseeta involving Payroll & Benefits representatives from all departments . prior to PS, each campus operated independently Pro - Integrated HR/Payroll system Con - Required customization - Taxes, payment methods On-site Functional Training Introduction to HR Introduction to Benefits Payroll I and II
- 51. Urgent customizations National Id Number Net pay distribution methods Calculation of taxes Tax reporting General Ledger Interface Annual Step Increase
- 52. Implementation Vanillatesting Standardize across campuses Salary plan, earning codes – Initial “M” for Mona , “C” for Cave Hill and “S” for St. Augustine Attempt to standardize pay cheques & payslips What to standardize and what not to? Decision not to standardize Paygroups, Earnings Programs & Benefit Programs. Testing of customizations End user training Parallel run
- 53. Lessons Learnt Underestimatedand Undercommited Resources Human Physical Financial Unrealistic Expectations Unclear decision making framework Suspicion and skepticism
- 54. University approach Communication Don’t Compromise If we had to do it over again? First phase should include core HR and Payroll
- 55. What is Required? Pro-active and process driven approach to Implementation Well defined strategy and plan for change and change management Synergistic team with accountability ownership, and LEADERSHIP!
- 56. What else isRequired Networking, benchmarking and external advice Careful attention to security control Early focus on Data conversion Phased approach Address integration issues early e.g with Finance and Student Administration Systems Plan for retaining highly trained project staff
- 57. What else isRequired? Ongoing Communication to all players Management and User Commitment and support at all levels Dedicated resources to the Process -Human, Financial, Physical and Organizational Follow Through
- 58. The Reality Itis an uphill effort It is an art form to balance: National and organization cultures Logistics due organization size and geographic spread Customer Expectation
- 59. The Reality Itrequires a thorough business process review, and Fit/Gap Analysis. The project never gets finished YOU NEVER HAVE ALL THAT’S REQUIRED,BUT NEED TO GET THE JOB DONE! WELCOME TO THE REAL WORLD!!!