Friday, August 21, 2009

The use of HRIS for transformational activities

Human Resource Information Systems, for vendors and some organisation's, are seen as being a mechanism, or a driver of change in an organisation. We hear lots about the ability for HRIS to generate timely and accurate information that can then be used to direct the talent and activities of the business towards achieving the organisation's objectives and sustaining competitive advantage. Despite the strength of an organisations desire for change and pursuit of strategic activities, many empirical studies find that amount of time that HR professionals spend on transformation activities, that is, activities that are strategic in nature, is limited. HR still appears to be entrenched in activities that are of a transactional nature. As we continue to campaign for a more strategic human resource function, the introduction and adoption of technologies such as HRIS can assist in strengthening this agenda. In order for this to occur however, other social factors, such as an organisations culture need to be addressed. Technologies in and of themselves can not change an organisation. Until more organisations, their management and HR functions realise this, the potential for HR to play a more strategic role in the organisation will remain limited. Should the focus of HR then be on technology or the change management processes associated with their introduction? Does that then imply that responsibility for the HRIS rests more with IT rather than HR?

Thursday, August 13, 2009

Lessons to be learnt

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?

HR With or Without a Seat?

The debate concerning the desire and the ability for HR to achieve and maintain a 'seat at the table' in many organisations both in Australia and internationally continues to saturate many articles and discussions about HR. A seat at the table for the HR function as well as HR professionals is seen as indication of HR having "made it" in the organisation. But can a position such as this truly represent the strategic position of HR? Can a seat combined with a direct reporting line to the CEO signify that HR is seen as an essential and important part of the organisation? As children we are constantly told by our parents that we need to earn respect. Furthermore most of us will recall experiencing employers, when first starting out in the business world, who introduced us to the business, showed us the ropes and also proclaimed that respect in the business must be earned. If the debate about HR still focuses on the need for HR to play a more strategic role, then one must agree that HR then needs to earn the respect of the business. Respect is not a right it is a privilege. But how can HR demonstrate the essential role that it plays in the business and more importantly how it adds value and contributes to the performance of the business?

Wednesday, August 5, 2009

What role do you play as a HR Manager?

There has been much debate regarding the role of the HR function and HR Managers in organisations. It is believed that HR needs to move away from fulfilling administrative duties and functions to a strategic business partner. Dave Ulrich, a prolific and respected writer in this area believes that:

'When HR practices are aligned with the needs of internal and external customers, firms are more likely to succeed. HR departments must be held to a higher standard then they have been till now. They must move their HR professionals beyond the roles of policy police and regulatory watchdogs to become partners, players and pioneers in delivering value' (Human Resource Champions: The Next Agenda for Adding Value and Delivering Results, Harvard Business School Press 1997:viii).

Such arguments and ideas have progressed to state that HR can play a number of roles. That of a:
* strategic business partner
* internal consultant
*Administrative expert
* Employee Champion
* Change Agent
* Architect
*Project Managers
*Good Learners

Despite the attention played to this debate, I would argue, as would many others I am sure, that the progress towards a more strategic role for HR has been slow. Despite continuous research and training being provided to many HR professionals, their primary role in the organisation is considered to be administrative and compliance based.

So are HR professional playing a more strategic role and if not what then are the major barriers? Is it a result of a lack of support from CEO's? A lack of business knowledge? A lack of skills and education or a continued legitimacy and identity crisis?

Can HR really become strategic?

The need to make good decisions happen

Last week we were fortunate enough to hear from Dick Sibbernsen (ex- VP HR of Bell South and AT&T) who has had a wealth of practical experience with the use of human resource information systems. Dick is considered to be an individual who recognises the strategic role and application of HRIS. One of the issues that I found interesting was his acknowledgement that HR professionals and practitioners need to not only be able to make good business decisions, but they must be able to make these good business decisions happen. HR must be able to generate the outcomes desired by the organisation in a manner that supports the business strategy. However in order to generate the desired outcomes and performance, the organisation, it's management and more specifically HR needs to consider the 'people' issues and implications.

Considering the essential linkages between human capital and an organisations business strategy, to what extent do you think that HR professional are currently able to make good decisions happen? Do you believe that the HR function of your organisations is playing this role?

Sunday, August 2, 2009

Welcome to HRIS and HR blog

Welcome to the new Human Resource Information Systems and Human Resources blog. This blog will provide a forum to discuss issues and debates regarding HRIS and the potential that these systems provide. I encourage anybody that has an interest in HRIS to contribute.