In every organization, it is imperative a human resources information system execute different tasks. The system assists HR managers, as well as other workers, in accomplishing various tasks pertaining to the success of the organization. Every system has advantages and disadvantages. Therefore, it is the role of the quality and evaluation department to counter-check and give HRIS before implementing to eliminate any instance of resistance that might arise.
The given program will affect information collection as well as management, and that will significantly help in decision-making. The entire system will only be used once it connects all the other sub-systems within the organization (Kavanagh & Johnson, 2017). Currently, technology promotes most operations and computerizing the HRIS brings the need for a database. The database will help in storage as well as retrieval of information. Having a database also makes it possible to update information. The outlined following are some of the benefits of the software.
- Maintaining the accuracy as well as accessibility of all HRIS data
- Tracking stakeholders within the premise
- Workforce reduction to improve profitability
- Reporting as well as data analysis
- Aggregating all the data within the organization
Project Management Process
The process dictates critical instances within the premise from initiation to the closure of most aspects of the organization. The focus is on meeting specific criteria for success. The central role of the process is the formulation of the process management plan to foster project implementation (Armstrong & Taylor, 2014). The application of HRIS is demanding and requires some critical steps.
First, it is imperative to configure the system in line with the organization’s policies as well as the process. Some instances that are part of the process include an understanding of the workflow, payrolls as well as any training that might prove significant. The functionality of the system, in this instance, is also crucial. Since the system requires a changeover, it is imperative to interface data as well as information. The transition should be parallel to eliminate resistance. Training will significantly eliminate resistance. The last step should be actual preparation regarding the system. Mostly, it revolves around budgeting to determine and evaluate the scope of operations. The team should have all the relevant information in mind. The ability to blend these three aspects should be more of an algorithm for fostering success.
HRIS Cost Justification
Most human resource managers find it daunting to decide on the best cost for HRIS. An understanding of all the benefits revolving around the system is imperative in avoiding the waste of funds in any manner (Snell, Morris & Bohlander, 2015). Some questions should exist in this instance. For instance, the value addition of the software should be placed under consideration. The ability of the software to reduce cost and increase revenue is also a factor to consider. A cost-benefit analysis, as depicted in the figure below, is therefore imperative and will surely respond to such questions.
| Direct | Indirect | ||
| Revenue ( $120,222) | Revenue: $12,000 | Change in workforce performance; $10,000 | A system performing faster; $15,384
Reporting capability ; $13,000 |
| Cost reduction reductions
$17,847 |
Vendors undergoing canceling
$16,200 |
Staff time; $22,420 | |
| Related Costs ($59,000) | Cost of implementing the system
$29,000 |
Every pocket cost
$11,000 |
Any other technical challenge
$19,000 |
The above matrix is elaborative enough on the costs that will be incurred while deploying the new system. The ability to quantify most of the items makes it possible to obtain a comprehensive system. In most instances, a company will focus on the possibility of the system increasing revenue. Moreover, there exists the indirect implication that ensures the firm saves money when it comes to executing the task with external entities. The implementation of the system is also a crucial instance to consider. Having in-depth research should be the epicenter of the whole discussion. The direct costs will deal with the actual price of the system as well as some other hardware components that will add value in addressing the process. Another factor to consider is the training cost, which later saves on cost. It is evident that the firm will save money in many instances, making the program feasible. That amounts to close to $120,222.
HR Metrics
The ability to understand the metrics will outline the strengths and weaknesses of the system. The manager will get a glimpse of areas to be improved as well as those that are doing well (Laudon & Laudon, 2016). The best ones under consideration include:
Revenue per employee: Ideally, costs should be accounted for at the lowest level possible. That will make it possible to evaluate performance and make it possible in utilizing critical concerns within the organization.
Benefit-cost: The instance tends to evaluate all the benefits as well as their impact on the organization. Mostly, it should affect per head.
Cost per hire: the cost of hiring new employees is also imperative. Correlating the costing part and the expertise will ensure progress within the organization.
Absence rate; Absence of workers from the premise reduces profitability. Therefore, the ability to account for the period workers are out of the premises will save on a lot of expenses. That will make it possible to meet the ultimate goals of the firm, which are profitability and scalability.
References
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management practice. Kogan Page Publishers.
Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.
Laudon, K. C., & Laudon, J. P. (2016). Management information system. Pearson Education India.
Snell, S. A., Morris, S., & Bohlander, G. W. (2015). Managing human resources. Nelson Education.
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