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Lecture 8

HRM 3430 Lecture 8: Chapter 8

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Human Resources Management
HRM 3430
Leigh Lampert

Chapter 8 Overview: -Technology can be very helpful with some aspects of HRP. -IT can support workforce analytics, management and scheduling, skills inventories, replacement planning, and succession management. -Such applications may be made available on an HRIS, specialty product, or ERP. -Depending on the organizational context, HR professionals may call upon different IT solutions. -Need thorough understanding of business and HR needs to get right technology solution -Awareness/understanding of the HR technology important  know “what’s out there” and how it can help -Change management skills then required to implement new IT solutions. -Communication and training are keys to successful HR technology implementation. -HR may also find some opportunities for realigning processes and service delivery with IT. -Finally, evaluating the IT solutions with various methodologies may reveal opportunities for improvement. Information technology (IT): -Information technology (IT): all hardware and software, including networking and communication technologies -Can help project supply and demand for HR -Can support succession planning and career development plans -Provides powerful storage and retrieval capabilities IT and HRM: -HR has historically gathered employee information -IT can mine HR information faster, cheaper and more effectively -IT helps HRM achieve operational and strategic efficiency Typical HR functions with high IT support: -Storing important data such as wages, vacation and sick time; -Transferring employee data between HR and outside payroll systems; -Generating organizational charts; -Posting job openings within the organization; -Tracking labour costs Typical HR functions with low IT support: -Providing employees with self-assessment and career guidance; -Providing employees with ergonomics assessment assistance; -Measuring the needs and results of diversity initiatives; -Letting employees make changes to their own benefits records; -On-line service delivery of employee assistance programs IT usage in human resources: -IT-usage is significantly associated with: -the greater involvement by HR in supporting the successful implementation of business strategy and delivering tangible results; -greater HR involvement in the strategic roles of business partner and change agent; -more positive assessments of the technical and strategic effectiveness of the HR function. -“Smart use of IT would allow HR professionals to dedicate themselves to being strategists and achieving results instead of being bogged down with ‘administrivia’.” -The Role of HR Professionals: • Planning, selection and implementing IT solutions for business; • Information management and project management; • Work collaboratively with professional IT consultants; • Proficiency with finding current, accurate, and immediate answers to HR questions through the use of telecommuting and virtual teaming. New service delivery models: -Gaining access to data in a timely manner is a constant challenge. -HR is leveraging this computer capacity to improve service delivery and, by doing so, is transforming itself with “new” techniques like: -Web-Based HR (allows service delivery that pushes employees and managers into making transactions, e.g. e- recruiting and e-learning) -E-learning: process of learning content distributed in digital format via computers over the internet or other network -Enterprise Portals (allow employees from a single or multiple companies to access and benefit from specialized knowledge associated with tasks) e.g. company directories; policies; online forms; approvals -Self-Service (technology platform that enables employees and managers to access and modify their data via a web browser from a desktop or centralized kiosk) e.g. address changes; selection of benefits; vacation planning; sick days reporting IT for HR planning: IT is used to support several HR planning activities in organizations, including: • Employee database data can be used to analyze environmental influences on HRM such as training participation rates; competency and performance levels. • IT can help mine data that is needed to support succession management. • Electronic surveys are increasingly used to support climate and/or engagement surveys. IT for HR planning: -IT typically supports six HR planning functions: • Workforce Analytics • Workforce Management and Scheduling • Forensic reporting • Skills Inventories • Replacement Charts • Succession Management Workforce analytics: -Workforce analytics: applications address the challenge of getting business intelligence for strategic decision making -Business Intelligence: includes the applications and technologies for gathering, storing, analyzing, and providing access to data to help users make better business decisions Workforce management and scheduling: • Workforce management and scheduling are often quite complex • Workforce scheduling and optimization software provides applications for deploying employees most effectively • Based on forecasts, which are then used to create schedules Skills inventories: -Skills inventories: typically contain a personal record or skills profile of each member of the workforce -The inventory record usually has employee information such as: name, seniority, classification, part-time or full-time work status, work history and record of jobs held, education, training, skill competencies, areas of expertise, talents, history of performance appraisals, future jobs desired, hobbies and interests Replacement charts: -Replacement charts: used to support the process
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