The ability of HR to play a more strategic role in the business can be enhanced through technology. With new technological innovations, especially HRIS's, HR now has access to real time and accurate (or at least one hopes) data which reflects the business, its operations and also its human capital assets. The potential of HRIS, some authors even argue can be the mechanism and driver of change for HR and the HR function. The evolution of HR can become a reality through HRIS.
With such a strong view of the potential relationship between HR and HRIS, and recognising other debates about SHRM, what lessons can we learn as individuals interested in HR, that can be implemented in the workplace? What specific actions, or assumptions can we change now in order to enhance the reputation and role of HR in our organisations?
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The naked eye and human mind can easily play tricks on itself. It is time for HR to move beyond their usual focus on activities and efficiency to gauge how well people are managed and developed throughout the organization. In this role HR departments can take on strategic responsibility and ensure superior management of human capital.
ReplyDeleteHR can use measurement analytics to define, make and accomplish decisions with exactness and confidence. In order to achieve successful outcome with limited resources, Sabermetrics-type approach of HRM (such as performance measurement system) is a better way to leverage the human capital.
However, today’s measurement systems largely reflect the question of efficiency, though there is some attention to effectiveness. Rarely do organizations consider impact, that is the effect of different talent pools on organizational effectiveness. Information overload is probably a much larger danger than information scarcity. Similar to the evolution from accounting to finance and from sales to marketing, an integrated and synergetic formation human capital management, HR metrics and HRIS serves as a good way to move the focus from service delivery towards competitive advantage.
My own experience of HR data is that the majority of data reported is focussed, as Wallace suggests, on efficiency measures. These are of limited use and do not help drive the HR function forward in any substantial way. Unless there is a particular project (e.g. reduce cost of hiring) they are disregarded.
ReplyDeleteAn important change that needs to take place within the HR profession is for HR professionals to become more numerate and strategic in outlook. Then they need to develop the information that will help establish a strategic role for HR within an organisation. But in many HR teams I have worked with I do not see that type of capability.
It's the time to set up a connection with IT to achieve higher performance of HR activities.
ReplyDeleteFrom my point of view, mathmatics and other IT should be used more for the HRM. Firstly, they make the HRM to be more practical and sound for employees and line managers, secondly, it is really helpful.
As I know, some approach such as regression analysis which was mentioned in the last tutorial is very useful in many industries. For example, if we did a survey from employees about a HRD project, how can we judge and figure out the useful information from the survey. Tranditional HR managers or operators usually use the experience and intuition to make decisions. However, some potential correlation of different varieties are not very easy to be found by intuition. Therefore, HRIS is becoming more important in the HR strategy in recent years. For example, when we finished a survey, we can use some softwares such as SPSS to find out the correlation and it is very helpful for HR. We can find how bonus or other welfare to influence organization operation efficiency and effectiveness. We can find which part is more important to influence employees' morale and the most urgent aspect needs to be improved immediately. These IT approaches are widely used in logistics and some other industries, I think it is also very helpful for HR.
I believe HRIS will become more important in a few years, and maybe it can become the dominant part of HR in the next 1 or 2 decades.
The attitudes and opinions of the ability for HR to play a more strategic role appears to be engulfed by optimism. One might also add an element of skepticism by stating that the lessons to be learnt are more easily embraced by individual's who already possess biases towards the role of HR. If one realises the potential of HRIS in this area, how can be successful advocates for HR in our organisations?
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