Managers Limited - Human resource information system - Hris
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Human resource information Systems
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The purpose of this paper is to recognize other associates who have faced similar human resources issues in regards to information technology. Through benchmarking separate associates we can learn how other associates have handled positive human resources issues linked to information technology, information systems, new technology, and data security. An unabridged analysis has been completed using research on Ibm Europe, Ameriprise Financial, Terasen Pipelines, Shaw’s Supermarkets, Cs Stars Llc, Ibm, Worksource Inc., and Toshiba America healing Systems, Inc. This paper also includes eight synopses of associates facing similar issue to those in the reading.
New Technology
With the changing world and constant new technology that is available, managers need to be aware of the technology that will increase effectiveness in their company. Human resource information systems (Hris) have increasingly transformed since it was first introduced at normal galvanic in the 1950s. Hris has gone from a basic process to change manual information retention systems into computerized systems, to the Hris systems that are used today. Human resource professionals began to see the possibility of new applications for the computer. The idea was to join many of the separate human resource functions. The supervene was the third generation of the computerized Hris, a feature-rich, broad-based, self-contained Hris. The third generation took systems far beyond being mere data repositories and created tools with which human resource professionals could do much more (Byars, 2004).
Many associates have seen a need to transform the way Human resource operations are performed in order to keep up with new technology and expanding numbers of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized a major increase in employees. In the past recording retention was done on paper and with spreadsheets. Mangers at Terasen realized that there was a need to change to a more computerized system and looked into separate Hris vendors. By manufacture the move to a Hris system, Terasen is able to keep more accurate records as well as best put in order for future growth. someone else firm that saw the benefits of retention up with new technology is Worksource Inc. To meet the challenge of handling 100 new employees, Worksource Inc. Acquired Web-based technology programs from Ghg Corp. Like electronic pay stub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). By adapting these new programs, Worksource was able to cut waste and cost.
The Internet is an increasingly favorite way to recruit applicants, research technologies and perform other requisite functions in business. Delivering human resource services online (eHr) supports more effective collection, storage, distribution, and exchange of data (Friesen, 2003). An intranet is a type of network used by associates to share information to population within the organization. An intranet connects population to population and population to information and knowledge within the organization; it serves as an “information hub” for the whole organization. Most organizations set up intranets primarily for employees, but they can expand to firm partners and even customers with approved security clearance (Byars & Rue, 2004).
Applications of Hris
The efficiency of Hris, the systems are able to yield more effective and faster outcomes than can be done on paper. Some of the many applications of Hris are: Clerical applications, applicant hunt expenditures, risk management, training management, training experiences, financial planning, turnover analysis, succession planning, flexible-benefits administration, yielding with government regulations, attendance reporting and analysis, human resource planning, crisis reporting and stoppage and strategic planning. With the many separate applications of Hris, it is difficult to understand how the programs benefit associates without seeing at associates that have already benefited from such programs.
One such firm is Ibm. Ibm has a paperless online enrollment plan for all of its employees. Not only has the online enrollment saved the firm 1.2 million per year on printing and mailing costs, the employees enjoy working with the online plan. "Since we began offering online enrollment, we've learned that employees want web access," Donnelly [Senior Communications Specialist] says, so they can log on at home rather than Through the firm intranet. So the firm has been working to put in place a web-based enrollment system that employees and retirees can way from anywhere (Huering, 2003). By utilizing the flexible-benefits application Hris has to offer, Ibm was able to cut costs and give employees the relaxation to scrutinize their benefits on their own time and pace.
Another firm that has taken benefit of Hris applications is Shaw’s Supermarkets. In order for Shaw’s to best manage its workforce, the firm decided it was time to centralize the Hr operations. After seeing at separate options, Shaw’s decided to implement an laborer Self service (Ess) system. The use of self-service applications creates a positive situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online way to forms, training material, benefits information and other payroll linked information (Koven, 2002). By giving employees way to their personal information and the quality to update or change their information as needed, Hr was given more time to focus on other issues. comprehension the separate applications Hris has to offer will give associates the opening to increase laborer efficiency and cut costs.
Measuring the Effectiveness of Hris
The estimate should conclude whether or not the Hris has performed up to its expectations and if the Hris is being used to its full benefit (Byars & Rue, 2004). One of the most requisite challenges faced by collective personnel executives today is measuring the operation of their human resources information system (Hris) In order to elaborate the value-added offering of the Hris to accomplishing the organization's mission (Hagood & Friedman, 2002). Implementing an Hris program may seem a requisite stem for a company, but unless it will be an effective tool for Hr operations, it will not help increase efficiency and may hinder it instead.
One firm that implemented a Hris system is Toshiba America healing Systems, Inc. (Tams). Tams put all laborer benefits information online and created an open enrollment option when Tams changed healthcare providers. Roughly immediately upon rolling out the UltiPro portal [new Hris technology] to employees, Tams began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, Tams was able to perceive the benefits of the new Hris system.
Security of Hris
The privacy of laborer information has come to be a major issue in up-to-date years. With identity theft becoming a coarse problem, employees are becoming more sensitive about who sees their personal information, and the security it is kept in. By manufacture sure laborer information that is kept in the Hris is relevant to the firm and manufacture sure there is little way (password protection) to such information, associates can make its employees more accumulate with the security of their information. whether electronic or paper, laborer files deserve to be treated with great care. Establishing security and end-user privileges calls for a balance of incorporating, Hr policy, system knowledge and day-to-day operations (O’Connell, 1994).
One firm that faced a major security issue was Cs Stars, Llc. Cs Stars lost track of one of its computers that contained personal information that included names, addresses and collective security numbers of workers payment benefits. The bigger question was that Cs Stars failed to apprise the affected consumers and employees about the missing computer. Though the computer was retrieved and no information seemed to have been harmed, many employees lost their sense of security with the company. New York's information security Breach and announcement Law, effective in December 2005, requires businesses that claim computerized data which includes inexpressive information to apprise the owner of the information of any breach of the security of the system immediately following discovery, if the inexpressive information was, or is reasonably believed to have been, acquired by a person without valid authorization (Cadrain, 2007).
Another firm that experienced a breach in security is Ameriprise Financial. In late 2005, a computer that contained personal information on clients and employees was stolen. Because many of the employees at Ameriprise take their computers between work and home, the firm considered there was a need to put more security into those computers. Ameriprise made sure all employees had the new security suite installed on their computers. By responding speedily to the need for more security, Ameriprise made sure all information is being kept secure. manufacture sure employees information is kept as accumulate as possible there will be more trust in the firm and the Hr employees working with that information.
Conclusion
Ibm, Terasen Pipeline, Cs Stars Lcc, and Toshiba America healing Systems, Inc. Are good examples of associates facing issues similar to human resources information technology and human resources information systems. All of these associates know the point of new technology, human resources information systems, and data security. The remainder of this paper provides synopses of more associates facing human resources issues, how the firm responded to the issues, and the outcomes of the company’s responses.
Companies Benchmarked
Ibm Europe
The Situation:
Ibm is a global organization offering research, software, hardware, It consulting, firm and administration consulting, ring and financing. It employs around 340,000 people, speaking 165 languages across 75 countries, and serving clients in 174 countries. In January 2007, Ibm established a separate “new media” function within its corporate communication department. Ibm main goal is to educate, support, and promote programs that use collective media. Ibm Europe decided to enlarge internal communication by blogging guidelines. The recognition was that blogging was already happening among Ibmers, just in an unregulated way. In a similar way, institutionalizing a function to deal specifically with new media is not a corporate move, or establishing from scratch. It’s a response to the issues already emerging in the company. Now that those technologies are here, population are using them, they’re growing and there here to stay-we’re just going to put some structure around them so that we can try to optimize their use.” The users conclude what technologies they want to use and how they want to use them. That main idea is that Ibm understands that they must remember to respect the fact that collective media are social. Ibm had the need to join together its 340,000 global employees more effectively.
The Response:
Ibm’s intent around collective media has now been officially formalized. From January 22 2007, the firm established a separate “new media” function within its corporate communication department. “Its remit: To act as expert consultants inside and surface Ibm on issues relating to blogs, wikis, Rss and other collective media applications. The main idea is to educate, maintain and promote programs that use these tools. Ibm has a history of being a t the forefront of technology based corporate communication. From the multimedia brainstorming “WorldJam” that made news headlines back in 2001 in which 50,000 employees worldwide joined a real time, online idea-sharing session about the company’s direction. Imb has all the time prepared itself to use breakthrough technologies to institute a two-way dialogue with its employees. The need for collective media was requisite and could no longer wait.
The Outcome:
In the last few years Ibm has been recognized as being the vanguard of social-media use: Ibm was on of the first Fortune 500 associates to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now exciting fast beyond Rss and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet hunt facility extends to all areas of the site, along with new media aspects. When an laborer logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but include results from Ibm forums, wikis, blogs and podcast/videocasts tags. Imb has an comprehension that employees are no longer staying in a firm their whole lives. It’s just not like that any more. In Belgium for example over 50 percent of 2,300 employees have been there fewer than five years. The firm has come to the end that with an increasingly young and mobile workforce, the likelihood is that an laborer population full of a younger generation, for whom these tools are part and parcel of life, is not that far away. In years to come Ibm will have to deal with laborer base for which blogging is just the natural way to interact over a web platform. Ibm has created centralized platforms for most tools that fall under its remit, which includes wikis. For Philippe Borremans, new media lead Europe for Ibm, has the possible firm applications of a wiki cover two broad benefits: Collaborating and knowledge sharing. Ibm has scored some notable successes on both fronts in the near 5000 wiki pages now up and running in the organization. The firm has been a huge pick-up in interest in podcasting over the last 18 months writing can seem such a technical skill, whereas population feel they can talk more freely than they can write. One of the most consistently favorite Ibm podcasts, with over 20,000 downloads a week.
Ameriprise Financial
The Situation:
The branch of Justice scrutinize estimates that 3.6 million U.S. Households were victims of identity theft in 2004. Trafficking in personal date goes beyond U.S. Borders: the New York Times reports that stolen financial information is often distributed among participants of online trading boards, and the buyers are oftentimes located in Russia, Ukraine, and the Middle East. One presume clients are concerned about data security is the unabridged publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on Roughly 230,000 customers and advisors was stolen from a car. Other financial services firm, along with Citigroup and Bank of America, also write back large-scale customer data losses in 2005. President of Ncs, Rita Dew, a yielding consulting firm in Delray Beach, Florida, says that the Securities and exchange Commission requires speculation advisors to have policies and procedures that address the administrative, technical, and corporal safeguards linked to client records and information.
The Response:
Ameriprise Financial had to fight back and had to implement “layers of protection.” It is prominent for employees who their traditional firm computer, and employees normally vehicle the computer between home, office, and meeting sites. The vulnerability of this arrangement and the need for a security software program is much needed.
The Outcome:
Employees who are transporting lab tops should install the Steganos security Suite on their computer. This software allows employees to generate an encrypted virtual drive on the laptop that serves as data warehouse safe. Employees market all client linked data and tax establishment software database on the encrypted drive, which employees has set up with one gigabyte of warehouse space. The best thing is that when an laborer turns off the computer the information is stored “safe”, the software automatically encrypts the virtual drive’s data. The software also generates encrypted backup files, which employees store on Cds in a fireproof safe. This should keep the data accumulate if any employee’s laptop is stolen or if the drive is removed from the laptop. Other financial advisors are relying on encryption both in and out of the office. Other programs that are being used to protect client’s information are Raid Level 1 system to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that whatever who steals the computer will be nothing else but unable to read the data, even by connecting it to someone else computer as a “slave drive. This has given many financial advisors the greatest peace of mind.
Terasen Pipelines
The Situation:
Terasen Pipelines is a subsidiary of Terasen Inc. located in Vancouver, Canada and is located in some provinces and U.S. States. In 2001 the firm changed its headquarters to Calgary to be closer to the oil. With the big move, the firm went Through a increase spurt. With the firm in many separate locations and the growing numbers of employees, the Hr branch saw a need to find a new system to keep more accurate records.
The Response:
In the past Terasen had kept records on paper and with spreadsheets and with the increase of the company, this system does not work as well as in the past. In order to compensate for future growth, Terasen began to look into Hris associates to help with the Hr operations. After researching separate companies, Hewitt’s application service victualer model with eCyborg was found to be the right fit.
The Outcome:
Although there was mystery adapting to a new way of recordkeeping, Terasen was able to find a system that will help maintain the current and future increase of the company. Fortunately, some of the Hr staff had experience working with an Hris and were able to help their colleagues dream new processes, as aided by a system. One theme often voiced throughout this process was: "You guys don't know how hard we're working when we can make it so much easier with a system that could do a lot of this for us. You don't all the time have to run to the cabinet for the laborer file just to get basic information. It can all be at your fingertips." (Vu, 2005). In order to help Terasen ease the Hr burden of implementing a new Hr system, the administration of Terasen was convinced to look for a seller to help implement and claim a Hris system. This system has helped Terasen best put in order for current and future growth.
Shaw’s Supermarkets
The Situation:
Shaw’s Supermarkets is the second largest supermarket chain in New England. With a workforce of 30,000 located at 180 market throughout six states, Shaw's Hr staff is responsible for managing employees' personal data. Their laborer mix includes Roughly 70 percent part-time employees, consisting of students, senior citizens, second-job part-timers, and work part-timers. One third of the workforce is made up of union associates, and Shaw's staff oversees the company's involvement with three unions and six separate contracts (Koven, 2002). In order to help manage the workforce, the Hr staff became interested in centralizing its Hr operations.
The Response:
In order to centralize Hr operations Shaw’s decided to implement an Ess (employee self-service) solution. The use of self-service applications creates a positive situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time improving service to employees and managers, and ensuring that their data is accurate. With this solution, employees have online way to forms, training material, benefits information and other payroll linked information.
The Outcome:
Shaw’s has had positive feedback since implementing the Ess solution. "The reaction from our employees has been highly positive," Penney, Vp of payment and Benefits, says. "We even had a requisite increase in our healing coverage costs, and it was Roughly a non-issue because the online enrollment featured the plan choices, the laborer cost, and the firm subsidy. An laborer self-service application makes it very easy for them to understand their contributions and coverage options. I received some e-mails from employees saying this was a great change and how easy Ess was, which the case is not often when employees are choosing their benefit options." (Koven, 2002). By giving the employees more way to their information they are able to see the benefit choices ready to them. Employees are also able to update their information online, which helps cut the paperwork of the past. Shaw’s has also seen revising in productivity because employees are updating information at home, not during work hours.
Cs Stars, Llc
The Situation:
New York Attorney normal Andrew Cuomo has announced that New York State has reached its first community with a firm charged with failing to apprise consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 information security Breach and announcement Law, charged Cs Stars Llc, a Chicago-based claims administration company, with failing to give observation that it had lost track of a computer containing data on 540,000 New Yorkers’ workers’ comp claims.
The Response:
The owner of the lost data, which had been in the custody of Cs Stars, was the New York special Funds Conservation Committee, an organization that assists in providing workers’ comp benefits under the state’s workers' comp law. On May 9, 2006, a Cs Stars laborer noticed that a computer was missing that held personal information, along with the names, addresses, and collective security numbers of recipients of workers’ payment benefits. But Cs Stars waited until June 29, 2006, to apprise special Funds and the Fbi of the security breach. Because the Fbi declared that observation to consumers might impede its investigation, Cs Stars waited until July 8, 2006, to send notices to the 540,000 New Yorkers affected by the breach. On July 25, 2006, the Fbi considered an employee, of a cleaning contractor, had stolen the computer, and the missing computer was located and recovered. In addition, the Fbi found that the data on the missing computer had not been improperly accessed.
The Outcome:
New York's information security Breach and announcement Law, effective in December 2005, requires businesses that claim computerized data which includes inexpressive information to apprise the owner of the information of any breach of the security of the system immediately following discovery, if the inexpressive information was, or is reasonably believed to have been, acquired by a person without valid authorization. The law affects not only businesses in their dealings with their customers, but employers in their role as custodians of employees’ personal data. (Cadrain)
Without admitting to any violation of law, Cs Stars agreed to comply with the law and ensure that allowable notifications will be made in the event of any future breach. The firm also agreed to implement more unabridged practices relating to the security of inexpressive information. Cs Stars will pay the Attorney General’s office ,000 for costs linked to this investigation. (Cadrain)
Ibm
The Situation:
Ibm's paperless online enrollment system, introduced in 1999, has proved to be a winner for both the company's 135,000 active U.S. Employees and the company, agreeing to Cathleen Donnelly, senior communications expert at firm headquarters in Armonk, N.Y. The firm saves .2 million per year on printing and mailing costs alone, Donnelly says, and the employees’ can take benefit of a collection of technologies to learn about issues, research program information and way decision maintain tools from their desktop computers. (Heuring, 2002)
The Response:
One of those tools, a personal healing cost estimator, enables employees to presume possible out-of-pocket health care expenses under each of the plan options ready to them, Donnelly says. Employees log in personally and are greeted by name and with prominent information about their benefits enrollment, such as the deadlines and when changes take effect. They automatically get way to health plans that are ready to them, and the calculator lets them correlate estimated benefit amounts for each plan.
"Employees can agree the health care services they expect to use in a single year, estimate unbelievable frequency of use, and presume possible costs under each plan option," Donnelly says. "The feedback that we've received from employees tells us that this tool has nothing else but helped them to make a comparison between plans based on how they consume healing services." The calculator shows both Ibm's costs and the employee's. (Heuring, 2002)
The Outcome:
"Since we began offering online enrollment, we've learned that employees want web access," Donnelly says, so they can log on at home rather than Through the firm intranet. So the firm has been working to put in place a web-based enrollment system that employees and retirees can way from anywhere.
Employees can get summary information on the plans, drill down into very definite details and supervene links to the health care providers for research. Donnelly says the system has received high marks for convenience because employees can "get in and out quickly."
Worksource Inc.
The Situation:
To meet the challenge of handling 100 new employees, Worksource Inc. Acquired Web-based technology programs from Ghg Corp. Like electronic paystub, electronic timesheet software, time-off system, and human resource information system (“Tips,” 2006). These tools enabled Ceo Judith Hahn to handling payroll procedures efficiently and effectively.
The Response:
Worksource has eight workforce centers, with Roughly 108 employees, located throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a professional manager Organization. The firm also has 52 administrative staff in its headquarters office. When the covenant with the Peo done on June 30, 2006, those 108 employees were immediately moved to the payroll of Worksource, which meant Hahn’s workload more than doubled effective July 2006 (“Tips,” 2006).
Hahn, in an interview with Pmr, said she relied on Lean to help get a handle on what needed to change for her to manage the increased workload. Two years earlier, Hahn’s Ceo had introduced her to Lean, a Japanese administration plan of eliminating wasteful steps and appeal when completing processes. “I began to read as much as possible about Lean and joined an Hr Lean focus group” (“Tips,” 2006).
The Outcome:
Mastering the concepts of Lean led Hahn to institute and apply her own acronym of “Reason” to her department’s payroll and Hr processes. describe the process: map payroll tasks from start to finish. Eliminate waste: conclude how to perfect a payroll task most efficiently without unnecessary steps. Analyze alternatives: research and evaluate the applicability of new technology. Sell innovations to management: document the return on speculation of each innovation. Open the lines of communication: describe openly—and often—with all stakeholders, along with employees and top management. Never allow negativity: make change straightforward and fun. Give employees plenty of encouragement and time to learn (“Tips,” 2006). Judith Hahn was able to implement the right human resource functions using information systems.
Toshiba America healing Systems Inc.
The Situation:
Lynda Morvik, director of benefits and human resources information systems at Tustin, California-based Toshiba America healing Systems Inc. (Tams), plan it would make sense to add a benefits communication component to it. By having all the benefit information online, the Tams laborer handbook would also be a living document, enabling Morvik to make changes when necessary. Such was the case halfway Through the project, when Tams changed health care plans from Aetna Inc. To United health Group Inc (Wojcik, 2004).
The Response:
Tams, an independent group firm of Toshiba Corporation and a global prominent victualer of diagnostic healing imaging systems and unabridged healing solutions, such as Ct, X-ray, ultrasound, nuclear medicine, Mri, and information systems, had been using a payroll service bureau and an in-house explication for Hr that didn't include easy-to-use consolidated reporting or an laborer portal. After evaluating UltiPro alongside some firm resource vendors, Tams prime ultimate Software's offering and went live in September 2002 after an on-time and on-budget implementation. Roughly immediately upon rolling out the UltiPro portal to employees, Tams began seeing improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004).
The Outcome:
In an effort to enlarge the usage of the Web beyond the benefits enrollment process, Tams has posted a library of documents and forms on its Hr portal, along with the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, firm guarnatee magazine also gave Tams the Electronic benefit communication (Ebc) award for excellent achievement in communicating laborer benefits programs over the Web. To continue elevating its use of ultimate Software's Hrms/payroll solution, Tams modified the UltiPro portal to meet the imaging company's unique needs (Wojcik, 2004). It was wholly integrated with some possession applications created to address payment and operation administration issues so that Tams employees have a central location for unabridged workforce and payroll information from a Web browser that they can way with a single sign-on (Wojcik, 2004).
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