using business models to achieve hris success ihrim conference presentation october 28, 1997 royal...
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TRANSCRIPT
Using Business Models to Achieve HRIS
Success
IHRIM Conference PresentationOctober 28, 1997
Royal York HotelToronto, Ontario
George L. EckhertConsultantCHARTWELL INC.
Purpose
To help you have a more successful HR information system which contributes to a more successful enterprise
To persuade you to consider using a business model approach in doing so
Main Messages
Success depends on understanding.Building a model creates understanding.A business model shows understanding
and facilitates change.Business modeling is the best way to
prepare for and manage change.
The Problem: HR Systems That
• Don’t meet enough important business needs
• Take too long to implement• Exceed expected costs
Non-optimum HRIS Situation
DATA
ApplicantTracking
DATA
BenefitsAdmin.
JobEvaluation
DATA
TrainingMgmt.
DATA
Payroll
DATA
CompetencyModeling
DATA
The Root Cause Lack of clarity in, and common
understanding of, the current and/or desired future situation, including:• Connection between HR and business
strategies• HR policies, practices and business rules• HR functions and business process to be
automated• Optimum roles and accountabilities• Multiple uses and interactions of data
An Example
• Executive wants to know “how many people work for us?”
• Clarity issues:– Employees only or including contractors? – In all business units? – At all locations? – On what date? – Present at work, active or on leave? – All leaves? – Actual individuals or computed FTEs? – Include new hires not yet started?
Clarity and Understanding
• What practices, processes, data and technology do we have now?
• Really? Everywhere? Who says?• What are the significant problems and
limitations? Which ones are worth fixing?
• Is more/different information technology really needed to fix them? Why?
Clarity and Understanding
• What practices, processes, data and technology should we have?
• What benefits would we realize from those?
• Who should do what in the desired future state?
• Do they agree?
Practical Implications• How can we develop satisfactory
answers to these questions?• How can we document and
communicate our answers to others for buy-in, approval and funding?
• How can we apply these answers during implementation despite time pressures, scope changes, personnel turnover, etc.?
CompetencyModeling
BenefitsAdmin.
Optimum Situation
JobEvaluation
TrainingMgmt.
Payroll
ApplicantTracking
CompetencyModeling
HR DATA
Integrated HR Systems and Data
Definition“An organization’s conscious patterns
for delivering its services, carrying out its processes and managing its resources.”
In practice - a set of interrelated diagrams, lists and tables that define an organization’s resources and processes and coordinate their use for maximum results.
Business Model Contents
• HR Services• HR Roles• HR Policies and
Standards• Internal HR
Processes
• HR Projects• HR Staff• HR Budget• HR Suppliers• HR Measurement
Roles and Positions• A role is a function for a person.• A position is a defined job for one
person.• Roles are generic.• Positions are specific to an organization.• In small organizations, one position
does several roles.• In large organizations, one role needs
multiple positions.
Typical HR Roles
• recruiter• trainer• performance coach• compliance officer• facilitator• job evaluation
analyst• HR executive• labor negotiator
• privacy administrator• benefits specialist• development advisor• equity consultant• competency analyst• HR services planner• policy/standard analyst• capacity planner• compensation specialist
Advantages of Roles/Positions
• All roles are explicitly defined.• Subjectivity is replaced with agreed-upon
objectivity.• Relationships to services, positions and
competencies are clarified and recorded.• Roles can be mapped to any set of
positions and are not “lost” during reorganizations.
• Verifies completeness of the HR function.
Services
• A service is a specific duty or set of duties performed for a customer (internal or external).
• Services may be provided routinely or only upon request.
• Services require roles and resources.
Typical HR Services• staffing• job evaluation• compensation plan design• career counseling• personal development planning• organization design• compliance reporting• incident tracking
Advantages of Services• Defines HR work independently of staff.• Clarifies boundaries between similar or
related services.• Services can be mapped to roles and
positions and are not “lost” during reorganizations.
• Verifies completeness of the HR function.• Assists in managing and costing use of HR
staff.
Summary• A business model includes and integrates a
variety of conceptual resources.• Preparing a business model helps clarify
many factors in any organization.• A business model represents the way HR
should work so that technology can support it appropriately.
• Building a business model develops the understandings necessary for HRIS success.
Conclusion
When considering changes to HR information technology, building a business model first will help you see and make the right ones.
