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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