impossible for ideas to compete in the marketplace if no forum for
their presentation is provided or available." Thomas Mann, 1896
H.R.I.S., PeopleSoft and all that
. . .
"How Technology is Changing Human Resources Management"
Sponsored By: DuMonde
organized a meeting for
Luncheon discussion with DuMonde Solutions Inc.
providing experts on the above subject at the Los
Angeles Marriott Hotel in Los Angeles.
Accutrac Software, Inc. – Vice President Operations
* Accutrac Software, Inc. – President Alpha Therapeutic Corporation - Director,
Compensation, Benefits * Amtec Systems Corporation – President *
BAE Systems Inc. - Vice President of Human Resources Candle Corporation
– MIS Development Director * Candle Corporation – MIS Development
Inc. - Data Processing Manager * e-Forms NOW! Inc. - President
& CEO *
Technologies, Ltd. – CEO Hand & Associates – Corporate Vice
President Investor’s Daily (William O’Neil & Company) - Vice
President Information Systems * Los Angeles Unified School District - Food
Services Branch Senior Administrative Analyst * Maxicare Corporation -
Senior Vice President * Metropolitan
Transit Authority - Senior Programmer Analyst * Nestle USA Inc. - Director HR Services * Nestle USA
Inc. - Manager HR Web Development * Nestle USA Inc. - Manager HRIS
Motor Acceptance Corporation HRIS Manager * Pepperdine University - Director Personnel Services *
R J Watkins & Co. Associate * Sony Pictures Entertainment Inc. - Data
Analyst International HR * Sony Pictures Entertainment Inc. - HR
Technology Specialist TechGnosis Inc. – President * The Boeing
Company - Member of Technical Staff University of Southern California - Manager
of Employment Services * Union Bank of California – Vice President
* Union Bank of California - Senior Staffing Manager * U.S. Dept. of
Commerce - Senior Trade Specialist Westcorp - Executive Vice
President, Human Performance * Wall Street Journal
(Dow Jones & Co.) - Western Region Recruitment Manager *
Wherehouse Music Inc. - Regional Manager of Human Resources
For the benefit of those of our members and
supporters who could not
attend the meeting we present the following white
paper, with contacts.
H.R. Information Services, PeopleSoft and all that
. . . .
"How Technology is Changing Human Resources Management"
Sponsored by: DuMonde Solutions, Inc.
WHERE TO START
One effective approach, whether
you are considering selecting and implementing a new Human Resources
Management System (HRMS), are in the process of doing so, or have just
completed an implementation is to conduct a project assessment or audit.
Depending on your organization’s circumstances, this can take various forms
and may require a higher level or more in-depth view, but the most important
aspect is that the process can provide you invaluable knowledge and assist you
with leveraging your investment. This approach provides you with the ability
to be more effective with your HRMS implementation projects and assists you
with planning your project, determining if you are on time and on budget, or
to ensure that you have maximized your current HRMS configuration and
functionality, and are positioned to deliver enhancements to your user
The goal of an assessment is to
provide your organization with a short to mid-range (12 through 36 month) road
map to identify where you are and where you are going, and the associated
costs (or guidelines about how to determine the associated costs). An
assessment generally starts at the top of the organization and works it’s
way down to resources who actually use or are planning to use the HRMS.
Depending on an organization’s unique circumstances an assessment may
Identifying an organization’s current Mission, Values and Business Drivers
anticipated changes to the above including growth (through hiring or
acquisition/merger) or reduction in force
Resources’ role in an organization’s Mission, Values and Business
Drivers and any anticipated changes
current HRMS’s ability to address or meet the above and any anticipated
business and technical inventory of current HRMS systems and interfaces
technical inventory of environments, platforms, server capabilities, etc.
determining the interdependence of operating systems and application
databases, applications and interfaces
solutions that leverage current HRMS and enhancement technologies
approaches, applications, systems and / or technologies
specific improvements based on a configuration audit
opportunities for business process improvements
ability to extract data (reporting) from applications and recommending
changes, where applicable
organizational readiness to upgrade from a business and technical
resources are available to support any recommended changes
desired time line and phasing of any recommended changes
identifying what funding, if any, is required to accomplish the objectives
With the documented assessment
at the appropriate level of depth, it is easy to layout a road map and for you
to have the ability to see what is required to best meet your objectives.
TRENDS IN HRMS / ERP
Some recent trends in the HRMS
literature that have been confirmed by our recent work with clients, is a
potential key to understanding the current capabilities of your HRMSs and
considerations for the future.
Resources as a Strategic Business Partner
Over the last several years
there has been an increase in the HRMS literature that refers to Human
Resources as a “Strategic Business Partner” rather than a monitoring and
tracking organization. In the 1980s and even into the early 1990s, often
times HRMSs were used primarily to feed demographic data to payroll and to
accomplish compliance reporting. In the 1990s and into the 00s, we have seen
that Human Resources is increasingly becoming a more strategic business
partner - assisting senior and mid-level managers by providing critical data
on which to make business decisions. With the high cost of benefits alone,
having quality data from which to make business decisions is critical.
Another area that receives a significant amount of press, in general, is
mergers & acquisitions. Quality Human Resources data is critical to
strategic planning in this area. As many of us are aware, it is no longer
business as usual with international workforces and e-commerce adding yet
other factors that may significantly impact Human Resources’ ability to
provide strategic support.
As the world is becoming
smaller and corporations and workforces are becoming more multi-national,
Human Resources often struggles with managing data relative to in-country
nationals, United States ex-patriots, other country ex-patriots, and
matrixed headcount reporting across organizations and national boundaries.
Meeting these business requirements is taking place concurrently with HRMS
applications becoming more complex from both processing and reporting
perspectives. Your HRMS and enhancement technologies (e.g., intranet
self-service and manager self-service web applications) can assist you with
managing your international work force by crossing borders, meridians, and
organizational structures. Some of the recent relevant applications we have
worked on include international recruiting in multiple languages, and salary
administration that takes into account multiple currencies, e.g. an
ex-patriot’s home currency for salary and country-deployed currency for
there is a significant amount of news about e-commerce and web-enablement
and the HRMS literature parallels it. However, there seems to be a
misconception that to web-enable your HRMS, it needs to be on client /
server or some other 1990s technology. Whether you have what was a cutting
edge system in 1976, e.g. an internally developed mainframe HRMS, or a
bleeding edge technologically sophisticated HRMS launched in the 00s, you do
have the ability to change your presentation to your user community through
a new GUI (graphical user interface) via the use of web enabled technology.
In general, the back-end of a Human Resources’ web enabled application is
a database, whether it is on an IBM Mainframe, a mid-range platform like
AS400 or client / server applications installed on Oracle. You can make your
1976 - 1990s HRMS look like new technology to your customers. In addition,
we are starting to see more push technology - pushing data out, rather than
pulling it in - through the deployment of self-service applications. For
example, compensation and performance appraisal data as well as standard
reports are being pushed to a manager’s portal.
Development / Customer Service
Parallel to web-enablement of
employee and manager self-service applications, which is one way for Human
Resources to add value to an organization, we are seeing a real focus on
customer service as Human Resources becomes an increasingly effective
strategic business partner. The wave in the late 1990s toward packaged
implementations and using the “best of breed” application software to
standardize and define business processes is giving way to more custom
development to meet increasingly complex business requirements and to
deliver better customer service. In our recent experience, this is often
reflected in employee self-service applications such as online pay advice
information and benefits statements as well as online benefits enrollment
In the 1990s PeopleSoft HRMS
was often selected as a best of breed HRMS over Oracle, SAP and J.D. Edwards
and other similar packaged software. For those organizations that were early
adopters of HRMS client / server technology, we see that PeopleSoft and
other similar packaged applications are starting to become legacy (old)
systems. We are seeing a re-thinking in selecting best of breed over
integration with other organization-standard software (financials,
distribution, manufacturing), and some movement toward integrated solutions,
even if it involves giving up some HRMS functionality. It is assumed that
this has to do with Information Technology areas rethinking the cost of
maintenance now that Y2K issues are more-or-less resolved. There seems to be
a reallocation of resources towards web development and a desire to
standardize on supporting fewer applications.
ARE YOU OR
YOUR ORGANIZATION ASKING ANY OF
THE FOLLOWING QUESTIONS ABOUT YOUR HRMS?
We are thinking of
implementing a new HRMS and don’t have the qualified resources to know
which direction to go. We wonder if it is better to be a late adopter of
well-proven technology such as client / server or to look at a more web
Based on various factors,
some think that the heyday of client / server and PeopleSoft has come and
gone, and the wave of the future is web-based applications. While the
statement appears to be true, it may not be necessary to implement a new
HRMS to leverage new technology. Regardless of your current HRMS, the
solution is generally driven by database architecture regardless of the GUI
presented to your clients be they employees, managers, business partners,
vendors, or others. You may not need a new HRMS to leverage web-based
technology, but instead may be able to leverage your current HRMS by
integrating older and newer technologies to meet your business goals and
We implemented a new HRMS to
survive Y2K and are now wondering how to leverage our investment. We have so
many business requirements that have not been addressed and are unsure of
the approach to take at this time.
Many organizations took the
most cost-effective and expedient route, by implementing the basic
functionality of PeopleSoft HRMS or similar packaged software applications
with the idea of deploying additional functionality in phase 2. Your
organization is not alone if phase 2 never came to fruition due to various
factors including lack of resources or knowledgeable resources, employee
turnover, or other business priorities. Often, deploying additional
complimentary technology was slated for phase 3 in HRMS implementations. It
is likely that if phase 2 did not come to fruition that phase 3 may not even
be on the radar screen. Unless you are planning to implement another primary
HRMS soon, it is not too late to determine the current business priorities
and how your HRMS can be leveraged incrementally to meet your business goals
We implemented a new HRMS,
but it has not lived up to our expectations relative to reducing headcount,
increasing functionality, decreasing processing time, deploying
employee-self service, and supporting our internal and external customers.
We are not sure what approach to take to meet our objectives.
Generally, there are
disappointments with every software application implementation. Contributing
factors may include a lack of proper configuration, effective education and
communication, proper rollout, initial training or training relative to
employee turnover. Sometimes all the functionality desired could not be
deployed such as self-service. Often the business and even technical
functionality is present and simply needs to be implemented and deployed
based on current business priorities. Again, as in the case above, it is not
too late to assess the situation and determine how to effectively leverage
or integrate your current HRMS to meet your business goals and objectives.
We put data into our HRMS,
but getting data out is difficult and the results are not always reliable
which makes our corporate reporting questionable, at best, and are trying to
figure out how to improve the situation.
In addition to compliance
issues, for most organizations there are a significant number of drivers
that make the data contained in a HRMS and other related applications
critical to the business. Some of these include monitoring and reporting of
compliance-related issues, managing headcount, determining the cost of
benefits, paying employees accurately and on time. They may also include
monitoring such things as health & safety or assisting with succession
planning, or determining resource skill sets and deployment to specific
project-based areas. Most important are the strategic decisions that are
made based on HRMS data. There are several potential solutions to address
getting data out of a system including additional in-depth training on
reporting tools, implementing additional and more robust reporting tools, or
establishing a data mart or warehouse. Other considerations in this area my
include information or report distribution.
Obviously, depending on your
organization’s circumstances, there is no one right answer or solution.
There are many ways to leverage whatever HRMS applications and related
technology you have in place.
The Business Forum, its Officers, partners, and all other
parties with which it deals, or is associated with, accept
absolutely no responsibility whatsoever, nor any liability,
for what is published on this web site. Please refer to:
The Business Forum
Beverly Hills, California, United States of America
Copyright The Business Forum Institute - 1982 - 2015 **
All rights reserved.
The Business Forum Institute is not responsible
the content of external sites.