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HR Data Management: An Historical,
Technological and Global Approach
Introduction
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
Purpose of Lesson
Why
What
If
How
3
Why are these topics together?
• HRIS
• Project Management
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HRIS –
HUMAN RESOURCE
INFORMATION SYSTEMS
SECTION #1
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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
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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)
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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).
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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
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History of HRIS
• Between 1945 and 1960
> Human capital issues
> Employee morale
> Formal selection and development
> No real changes from earlier days
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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
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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
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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
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Who uses HRIS and how is it used?
• Individual Employees
> Self-service benefit options
> Career planning
> Training and development
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Benefits of HRIS
• Increased Efficiency –
> more transactions with fewer
resources
• Increased Effectiveness –
> more accurate information and
simplification of processes
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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. (www.bestpricecomputers.co.uk)
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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?
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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.
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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.
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PROJECT MANAGEMENT
SECTION #2
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Project Management
• Project Management –
> a carefully planned and organized effort to
accomplish a specific (and usually) onetime effort.
www.managementhelp.org (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
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Project Management
• Projects are characterized by –
> A group of people
> A goal
> Limited time and money
> A level of uncertainty regarding
achievement
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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
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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
www.mpmm.com/project-management-methodology
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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
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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
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
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Cyclical Project Management
•
DANS 6-stage project management method
depicted as a cycle instead of a linear process
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Project Management
• DANS Software-Development Method
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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?
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PM Tools – Gantt Chart
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PM Tools – PERT Chart
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PM Tools – Fishbone Diagram
Figure 1: Fishbone Diagram Example
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PM Tools – Event Chain
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PM Tools – Run Chart
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Project Management Software
• Desktop
> Microsoft Project
> Cerebral Project
• Web based
> @task
> Project Insight
• Opensource
> Kplato
> Openwork Bench
> dotProject
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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.
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MANAGING PROJECTS
AND HRIS
SECTION #3
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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
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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
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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
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People and the Project
• Project Stakeholders and Tasks
> The Project Team
• Carries out the activities for project completion
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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
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Leadership
• Effective Project Managers
>
>
>
>
>
>
>
Problem-Solving expertise
Leadership expertise
Context knowledge
Analytical skill
People skills
Communication skills
Administrative expertise
44
Project Management and HRIS
• Integrating HRIS systems
> Project Management expertise
> HR knowledge
> Foundation Business knowledge
> Understanding of the Organization
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PM Phases in an HRIS
Implementation
•
•
•
•
•
Initiation
Planning
Executing
Controlling
Closure/Evaluation
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Initiation
•
•
•
•
Feasibility study
Establish charter
Set up project office
Review phase
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Project Planning
• Resource plan:
> People
> Financial
> Time
• Quality
• Risk
• Communication
• Procurement of materials
• Contact suppliers
• Contingency plan
• Perform review of planning phase
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Project Execution
• Doing the project – Build the deliverables
• Monitor and Control
> Time
> Cost
> Quality
> Risk
> Resources
> Acceptance
> Communications
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Project Execution
• Issues Management
• Change Process
• Review of Project Execution
50
Project Control
• Set baselines
• Measure:
> Progress
> Performance
• Compare:
> Plan
> Actual
• Take action
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Closure/Evaluation
•
•
•
•
Project closure
Project review
Project evaluation
Lessons learned
52
Specifics of PM to an HRIS Integration
•
•
•
•
•
Initiation
Planning
Executing
Controlling
Closure/Evaluation
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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.
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HRIS IMPLEMENTATION
SECTION #4
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Traditional HRIS
• Administrative Uses:
•
•
•
•
•
•
•
•
Monitor absences
Salary structures
Training information
Recruitment
Media response
Current information
Medical information
Global administration
56
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
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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.
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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
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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
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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
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.
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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
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
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Conflicts of Globalization
• Conflicting Privacy Regulations
> Collection of data
> Transfer of data
> Employee hot-lines
• What’s a company to do?
> “Safe Harbor” program
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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
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
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Conclusions
•
•
•
•
HRIS
History of HRIS
Project management.
Integrating HRIS and project
management
• HRIS in business decision making
• Globalization, legal, cultural and
organizational change issues
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