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.

1. S

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. 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. 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

6. 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

7. 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

8. Objectives
“To reduce manual workload of
these administrative activities,
organizations began to
electronically automate many of
these processes”

9. 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

10. 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

11. HRIS Goals
Integrating technologies into HR
Increasing Efficiency
Increasing Effectiveness

12. 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)

13. 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

14. 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

15. 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

16. HRIS Users
HRIS
MANAGERS
HR
PROFESSIONALS
EMPLOYEES

17. Integrating Technologies into HR
“Created significant challenges for
HR professionals resulting from
transforming traditional into on-line
processes”

18. 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

19. 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

20. 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.

21. 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

22. 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?

23. 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

24. Systems Development Failures
S Lack of goal clarity
S Poor problem identification
S Infrastructural failures
S Organizational support
S Faulty planning

25. 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

26. 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

27. 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

28. 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

29. 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

30. 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

31. HRIS vendor and HRD to educate
execs on how human capital
management practices and
corporate success are integrally
linked
What’s Next?

32. 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

33. 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

34. 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

35. 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

36. 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

37. Q&A

38. Thank You!