A few weeks ago I had the privilege of chairing an "IT for HR" conference in Toronto for the Strategy Institute and we heard an impressive lineup of international speakers talking about the future of technology in human resources. We heard from Al Walker of Towers Perrin that the whole face of human resources is changing and technology is playing the major role.

Over the past year we have heard a great deal about the eHR, eMail, eEverything and the promise that new technology, is bringing human resource information closer to those who need access to it but seldom get very close. This would certainly include those line managers who need the information, including plant managers, supervisors, division heads, etc. This would often include those human resource specialists one would assume already had access, but often do not yet have it.

Yes, quote often HR specialists such as Employee/Labor Relations, Health and Safety, Compensation, Benefits, Pension, Job Evaluation, Recruiting and Staffing, Training and Development, etc. have had to rely on an HRMS specialist to obtain information from the corporate HR system. As well, entry of information into the system by HR staff has been mostly limited to only a few key individuals in HR trained on the intricacies of the system. These entry points were generally limited to Compensation and Benefits, Payroll, Employee Records, etc. This has led to inefficiencies in the collection of information and certainly bottlenecks for input and output.

Line management needs information on the best candidates available for a job; supervisors need to know who is available for shift work; management need to know who the best employees are; who needs training; who is available in the succession plan; what where unit costs including labor; what were attrition trends, etc.

Many organizations have the goal been to reengineer data collection so that information is only collected once and as close to the source as possible. Human Resources has responded to the demands from their clients and started thinking about how to move their services closer to the end user.

The applications available today have changed and our systems are much easier to use. We are learning from our BPR work that we must streamline the process and tie it to the business. Technology has changed rapidly and continues to improve at an accelerated rate.

As most are aware by now, the internet allows a common tool such as a browser (e.g., Netscape, Microsoft Explorer, etc.) to use just about any computing platform to access data. For the first time the company with a myriad of platforms, including Unix, IBM PC or clone, Mac, or mainframe to access the same data.

All of the data that used to be locked up in the HRMS is now available to those who need it. All of this of course with the understanding that it is only granted to those who need it and the appropriate security precautions are in place.

So, what are some of the applications that are now available to the end users in the plant and to HR? Let's look at a few.

Self-service

Self-service for employees and managers allows information to be pushed out to the levels needed, with one-time data entry and less maintenance, and with improved quality and accuracy. Users, not the IS department or even the HR department, have control of the information. Now, the workforce can manage itself, with rules-based systems administered by the software. This includes:

-Employee change of address, change of emergency contact, change of phone number, emergency contact, email, etc.
-Benefits administration, changing dependent information, choice of benefits.
-Time reporting, time at work, schedule holidays, report sick leave.
-Employee development, training scheduling, goals and objectives, performance management, work assignments.

All of these activities used to take considerable time away from the workplace as well as staff to support them. Now, with on-line help readily available, most activities are more user friendly and the data collected are more accurate and timely.

Recruiting and Staffing: The entire recruiting function is undergoing a virtual revolution. Self-service systems are being installed on both the supply side for applicants and the demand side for hiring managers, using the Internet not only to help provide the match, but also to help handle the hurdles along the way, such as applicant testing and background screening.

Companies can search thousands of resumes, internationally, either through proprietary databases or those of vendors such as Workopolis, BrainHunter, eCruiter, RecruitSoft, CareerWeb, The Monster Board, or SkillsScape. Most resumes still come to companies on paper but whatever the media, paper, e-mail, the Web or fax, they can be scanned and re-formatted according to corporate specifications, and then made available to the hiring manager or HR manager anywhere in a company, anywhere in the world.

Compensation.

With the arrival of secure e-mail transactions and electronic signatures, the face of salary administration has changed. Line managers can now be self-sufficient with their compensation planning. Managers can look at salary histories online. Salary changes now can be approved readily through the hierarchy, without day- to-day paper shuffling. Furthermore, these changes can be automatically routed to payroll systems on a real-time basis, and any applicable changes to an employee's benefits also can be factored in immediately.

Employees can also have the responsibility for their own financial security. New applications allow employees to do individual analyses of their financial positions and plan their retirement.

Benefits Administration

New applications that make use of the Web and other evolving technologies put benefits administration on the cutting edge. Interactive Voice Response (IVR) continues to be a powerful tool. Computer telephone integration allows benefits service representatives to better utilize the computer system. Much of the information previously discussed was between the employee and a person usually on the phone. Now, so much of what an employee requires has been automated, there is no need for a service representative on all calls. For difficult calls, the service representative often has the employees file on-screen in front of them and access to the information necessary to quickly provide answers and advice.

Performance Management.

Technology speeds up the performance-review process. Through the Web and software systems, companies have the skills profiles and the knowledge of the required core competencies to intelligently deploy the skills employees have.

Training.

Training is an application in which the World Wide Web seems a dream come true. As employees are expected to take charge of their careers, there's a need for training, and now companies are able to provide the resources.

The Internet allows courses to be posted, scheduled and, in some cases, Offered worldwide. Using the new technology, its becoming easier to measure the return on investment of training.

Its becoming possible to offer training on demand, in which quick tutorials can be offered online when an employee feels the need to learn something new or have a refresher. Training has become much more of a self-service operation that's widely and easily available."

Basic Administration

Many of the previously mundane tasks such as filling out forms have been automated. Employees who find themselves out of dental reimbursement forms can print one off of the company Web site instead of calling or visiting the Benefits department. Or even better still, they may be able to fill out the necessary forms on-line and e-mail them directly to the benefits carrier and have their payment directly deposited to their own bank account. In many cases the family dentist can do all the work and submit the forms from their own office for you.

In Conclusion

The HR function, being one of the most data-intensive in any organization, is one of the leading beneficiaries and exploiters of these new achievements in technology. Now, HR professionals are more computer literate. They know how to use the technology to their advantage and to the overall benefit to the company. Utilizing the power of new computers and software applications, notably the web, coupled with the reengineering process, many organizations have started capturing self-service data for all personnel actions, such as new hires, salary changes and transfers, enrollment for training, as well as recruiting and staffing.

All of this means more time for employees to do their job and it has meant valuable information for line management.

SOME USEFUL HRMS REFERENCE SITES

IHRIM HOME PAGE - International Association for HR Information Management
http://www.ihrim.org

Phenix Management Int'l - HRMS Information
http://www.pmihrm.com/

SHRM ON-LINE: Society for Human Resource Management
http://www.shrm.org/

-Al Doran is President of Phenix Management Int'l, a Toronto, Ont. management consulting firm specializing in HRMS issues. He is co-author of a new book published by Carswell, "Human Resource Management Systems: A Practical Approach". http://www.hrmsbook.com He may be reached at: aldoran@pmiHRM.com and his home page is http://www.pmihrm.com/

-Al Doran, CHRP
Copyright (c) 2000 Phenix Management Int'l

Phenix Management Int'l
58 Penwick Cr., Richmond Hill, ON L4C 5B4
phone: 416-505-6204 fax: 905-88308081
aldoran@pmihrm.com http://www.pmihrm.com