Human Resource information systems
The purpose of this document is to identify other companies that have dealt with similar human resources related to information technology. By benchmarking different companies, we can learn how other companies have addressed certain human resources issues related to information technology, information systems, new technology and data security. An overall analysis was completed using research on IBM Europe, Ameriprise Financial, Terasen Pipelines, Shaw & # 146; s Supermarkets, CS Stars LLC, IBM, WORKSource Inc. and Toshiba America Medical Systems, Inc. This article also contains eight synopses of companies facing a similar problem as in the lecture.
With the changing world and the constant new technology available, managers need to be aware of the technology that will increase effectiveness in their business. Human resource information systems (HRIS) have been increasingly transformed since their introduction to General Electric in the 1950s. HRIS has grown from a basic process of converting manual information systems into automated systems, to the HRIS systems that are used today. HR professionals began to see the possibility of new applications for the computer. The idea was to integrate many of the different human resource functions. The result was the third generation of the automated HRIS, a versatile, broad, independent HRIS. The third generation went further with systems than just data repositories and created tools that allowed HR professionals to do much more (Byars, 2004).
Many companies have seen the need to transform the way Human Resource operations are conducted to keep pace with new technology and an increasing number of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized strong employee growth. In the past, records were kept on paper and with spreadsheets. Mangers at Terasen realized that there was a need for a more automated system and looked at different HRIS suppliers. By moving to an HRIS system, Terasen can keep more accurate records and prepare better for future growth. Another company that recognized the benefits of tracking new technology is WORKSource Inc. To meet the challenge of meeting 100 new employees, WORKSource Inc. web-based technology programs from GHG Corp. such as electronic pay slips, electronic time attendance software, time attendance. off system and personnel information system (& # 147; Tips, & # 148; 2006). By adjusting these new programs, WORKSource was able to reduce waste and costs.
The Internet is an increasingly popular way to recruit applicants, find research technologies and perform other essential functions in business. Providing HR services (eHR) online supports more efficient collection, storage, distribution and exchange of data (Friesen, 2003). An intranet is a type of network that is used by companies to share information with people within the organization. An intranet connects people to people and people with information and knowledge within the organization; it serves as a & # 147; information hub & # 148; for the entire organization. Most organizations set up intranets, primarily for employees, but they can also extend to business partners and even customers with appropriate security clearance (Byars & Rue, 2004).
Applications of HRIS
The efficiency of HRIS allows the systems to produce more effective and faster results than can be done on paper. Some of the many uses of HRIS include: Administrative Applications, Applicant Search Expenses, Risk Management, Training Management, Training Experiences, Financial Planning, Sales Analysis, Inheritance Planning, Flexible Benefit Administration, Government Compliance, Attendance Reporting and Analysis, Human Resource Planning, Accident Reporting and prevention and strategic planning. With the many different applications of HRIS, it is difficult to understand how the programs benefit companies without looking at companies that have already benefited from such programs.
One of those companies is IBM. IBM has a paperless online enrollment plan for all of its employees. Not only has the online registration saved the company 1.2 million a year on printing and postal costs, the employees are happy to work with the online plan. “Since we started offering online enrollment, we’ve learned that employees want Internet access,” said Donnelly [Senior Communications Specialist] says so they can log in at home instead of through the company intranet. Therefore, the company has been working on setting up a web-based enrollment system that employees and retirees can access from anywhere (Huering, 2003). By taking advantage of the flexible benefits that HRIS has to offer, IBM was able to cut costs and give employees the freedom to discover their benefits at their own time and pace.
Another company that has used HRIS applications is Shaw & # 146; s Supermarkets. To Shaw & # 146; s to improve staff management, the company decided it was time to centralize HR operations. After looking at several options, Shaw & # 146; s to implement an Employee Self Service (ESS) system. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues such as people management, succession planning and reward management, while improving service to employees and managers while ensuring their data is accurate. With this solution, employees have online access to forms, training materials, benefits information and other salary-related information (Koven, 2002). Giving employees access to their personal information and the ability to update or change their information as needed gave HR more time to focus on other issues. Understanding the different applications that HRIS has to offer gives companies the opportunity to increase the efficiency of their employees and reduce costs.
Measuring the effectiveness of HRIS
The evaluation must determine whether or not the HRIS has performed according to its expectations and whether the HRIS is fully utilized (Byars & Rue, 2004). One of the main challenges faced by public staff executives today is measuring the performance of their personnel information system (HRIS) to justify HRIS’s contribution to the added value of the organization’s mission (Hagood & Friedman, 2002) . Implementing an HRIS program may seem like a necessary strain for a company, but unless it is an effective tool for HR operations, it will not help increase efficiency and hinder it instead.
One company that has implemented an HRIS system is Toshiba America Medical Systems, Inc. (TAMS). TAMS put all information about employee benefits online and created an open enrollment option when TAMS switched healthcare providers. Almost immediately when rolling out the UltiPro portal [new HRIS technology] for employees, TAMS began to see improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, TAMS was able to realize the benefits of the new HRIS system.
Security of HRIS
Employee information privacy has become a major concern in recent years. As identity theft becomes a common problem, employees become more sensitive to those who see their personal information and the security in which it is kept. By ensuring that employee information held in HRIS is relevant to the company and ensuring that there is limited access (password protection) to such information, companies can make their employees more secure with the security of their information. Whether it is electronically or on paper, personnel files deserve to be treated with great care. Establishing end-user security and privileges requires a balance between integration, HR policy, system knowledge, and day-to-day operations (O & # 146; Connell, 1994).
A company with a major security vulnerability was CS Stars, LLC. CS Stars lost one of its computers that contained personal information with names, addresses and social security number of employee benefits. The bigger problem was that CS Stars failed to notify affected consumers and employees about the missing computer. Although the computer was being picked up and no information appeared to be damaged, many employees lost their sense of security at the company. New York’s information security law, which came into effect in December 2005, and entered into force in December 2005, requires companies that maintain automated records, including private information, to notify the owner of any breach of the security of the information immediately upon discovery. system, if the private information is or is reasonably believed to have been obtained by a person without valid consent (Cadrain, 2007).
Another security breach company is Ameriprise Financial. At the end of 2005, a computer with personal information about customers and employees was stolen. Because many of Ameriprise’s employees carry their computers between work and home, the company decided there was a need for more security in those computers. Ameriprise made sure that all employees had the new security suite installed on their computers. By responding quickly to the need for more security, Ameriprise made sure that all information was kept safe. Ensuring employee information is kept as secure as possible will help build confidence in the company and the HR employees who work with it.
IBM, Terasen Pipeline, CS Stars LCC and Toshiba America Medical Systems, Inc. are good examples of companies facing problems similar to HR information technology and HR information systems. All these companies understand the importance of new technology, human resource information systems and data security. The rest of this article provides an overview of more companies facing human resource issues, how the company responded to the issues, and the results of the company’s responses.
Benchmarks for companies
IBM is a global organization that offers research, software, hardware, IT consulting, business and management consulting, ring and financing. It employs approximately 340,000 people, speaks 165 languages in 75 countries and serves customers in 174 countries. In January 2007, IBM released a separate & # 147; new media & # 148; function within its corporate communication department. IBM’s primary goal is to educate, support and promote programs that use social media. IBM Europe has decided to expand internal communications by blogging. The acknowledgment was that blogging was already happening among IBMers, just in an unregulated way. Likewise, institutionalizing a function to deal specifically with new media is not relocation, or starting from scratch. It is an answer to the problems that already arise in the company. Now that those technologies are there, people are using them, they are growing and there to stay – we’re just going to put some structure around them so we can try to optimize their usage. & # 148; The users decide which technologies they want to use and how they want to use them. The main idea is that IBM understands that they must remember that social media is social. IBM needed to connect its 340,000 global employees more effectively.
IBM’s intention on social media is now officially formalized. As of January 22, 2007, the company has a separate & # 147; new media & # 148; function within its corporate communication department. & # 147; His mission: to act as expert advisers within and outside IBM on issues related to blogs, wikis, RSS and other social media applications. The main idea is to train, support and promote programs that use these tools. IBM has a history as a leader in technology-based business communications. From the multimedia brainstorming & # 147; WorldJam & # 148; that made headlines in 2001 in which 50,000 employees worldwide participated in a real-time, online exchange of ideas about the direction of the company. IMB has always been preparing to use breakthrough technologies to establish a two-way dialogue with its employees. The need for social media was needed and couldn’t wait anymore.
In recent years, IBM has been recognized as the forefront of social media use: IBM was one of the first Fortune 500 companies to support wikis for collaboration, published internal blogging guidelines as early as 2003, and is now rapidly moving on to RSS and podcasts to video casting and & # 147; virtual world & # 148; technologies such as Second Life. The intranet search extends to all parts of the site, including new media aspects. When an employee logs into their portal and performs a keyword search, the results they get back not only come from the main intranet pages, but also include results from IBM forums, wikis, blogs, and podcast / video casts tags. IMB understands that employees don’t stay in a company all their lives. It just isn’t like that anymore. In Belgium, for example, more than 50 percent of the 2,300 employees have been there for less than five years. The company has come to the conclusion that with an increasingly younger and more mobile workforce, it is likely that an employee population full of a younger generation, for whom these tools are part of life, is not so far away. IBM will be dealing with employees in the coming years, for which blogging is the natural way to communicate through a web platform. IBM has created centralized platforms for most of its tools, including wikis. For Philippe Borremans, new media leader Europe for IBM, the potential business use of a wiki has two major advantages: collaboration and knowledge sharing. IBM has achieved some notable successes on both fronts in the nearly 5,000 wiki pages that are now active in the organization. The company has become extremely popular in broadcasting podcasts in the past 18 months, but writing can seem like such a technical skill, while people think they can talk more freely than writing. One of the most consistently popular IBM podcasts, with over 20,000 weekly downloads.
The Justice Department investigation estimates that 3.6 million US households were victims of identity theft in 2004. Human trafficking goes beyond the US borders: The New York Times reports that stolen financial information is often distributed to participants in online trade councils, and buyers are often located in Russia, Ukraine and the Middle East. One reason customers are concerned about data security is the widespread publicity generated by breaches of financial service providers. In late December 2205, an Ameriprise Financial employee’s laptop with unencrypted data from approximately 230,000 customers and advisors was stolen from a car. Other financial service providers, including Citigroup and Bank of America, also recognize large-scale loss of customer data in 2005. NCS President Rita Dew, a compliance consultancy in Delray Beach, Florida, says the Securities and Exchange Commission needs investment advisers to have policies and procedures related to the administrative, technical, and physical safeguards related to customer records and information .
Ameriprise Financial had to fight back and had to & # 147; implement layers of protection. & # 148; It is important for employees who are their primary business computer and employees regularly transport the computer between home, office and meeting locations. The vulnerability of this scheme and the need for a security software program is desperately needed.
Employees who transport lab tops must install the Steganos Security Suite on their computers. This software allows employees to create an encrypted virtual disk on the laptop that serves as a data storage vault. Employees store all customer-related data and tax-reporting software software on the encrypted disk, which employees have set up with one gigabyte of storage space. It is best that when an employee turns off the computer, the information is saved & # 147; Secure & # 148 ;, the software automatically encrypts the data from the virtual disk. The software also generates encrypted backup files, which employees store on CDs in a fireproof safe. This should keep the data safe if an employee’s laptop is stolen or if the laptop’s disk is removed. Other financial advisers rely on encryption both inside and outside the office. Other programs used to protect customer information include the RAID Level 1 system to store data on the drives encrypted with WinMagic & # 146; s SecureDocs software. Encryption ensures that anyone who steals the computer will absolutely not be able to read the data, even connecting it to another computer like a & # 147; slave station. This gives many financial advisors the greatest peace of mind.
Terasen Pipelines is a subsidiary of Terasen Inc., located in Vancouver, Canada and located in several counties and the United States. states. In 2001, the company changed its headquarters in Calgary to be closer to the oil. With the big step, the company experienced a growth spurt. With the company in many different locations and the growing number of employees, the HR department needed a new system to track more accurate data.
Terasen had kept papers and spreadsheets in the past, and with the growth of the company, this system is not working as well as it has in the past. To compensate for future growth, Terasen started researching HRIS companies to help with HR operations. After researching several companies, Hewitt’s application service provider model with eCyborg proved to be the right solution.
While it was difficult to adapt to a new way of filing, Terasen was able to find a system that will support the company’s current and future growth. Fortunately, some of the HR employees had experience working with an HRIS and were able to help their colleagues devise new processes, supported by a system. One of the themes that was often expressed throughout this process was, “You don’t know how hard we work when we can make it so much easier with a system that can do a lot for us. You don’t always have to run to the for the personnel file to get basic information. It can all be within reach “(Vu, 2005). To help Terasen ease the HR burden of implementing a new HR system, Terasen’s management was convinced to look for a supplier to help implement and maintain an HRIS system. This system has helped Terasen better prepare for current and future growth.
Shaw & # 146; s supermarkets
Shaw & # 146; s Supermarkets is the second largest supermarket chain in New England. With 30,000 employees in 180 stores in six states, Shaw HR personnel are responsible for managing employee personal data. Their employee mix consists of approximately 70 percent part-time employees, consisting of students, seniors, second-rate part-time workers and part-time workers. One third of the workforce is unionized, and Shaw staff oversee the company’s involvement in three unions and six separate contracts (Koven, 2002). To help staff manage, HR employees became interested in centralizing their HR activities.
To centralize HR operations, Shaw & # 146; s to implement an ESS (self-service for employees) solution. The use of self-service applications creates a positive situation for HR. ESS gives HR more time to focus on strategic issues such as people management, succession planning and reward management, while improving service to employees and managers while ensuring their data is accurate. With this solution, employees have online access to forms, training materials, benefits information and other salary-related information.
Shaw & # 146; s has received positive feedback since the implementation of the ESS solution. “Our employees’ responses have been extremely positive,” said Penney, VP of Compensation and Benefits. “In fact, we had a significant increase in our medical coverage costs, and it was almost no problem as the online enrollment included plan choices, staff costs and business subsidy. A self-service application for employees makes it very easy to track their contributions and coverage options I received several emails from employees saying that this was a big change and how easy ESS was, which is not often the case when employees select their benefits “(Koven, 2002). By giving employees more access to their information, they can see what benefits are available to them. Employees can also update their information online, which helps reduce past paperwork. Shaw & # 146; s has also seen an improvement in productivity as employees update information at home, not during working hours.
CS Stars, LLC
New York Attorney General Andrew Cuomo announced that New York State has reached the first settlement with a company accused of not informing consumers and others that their personal data has been lost. Cuomo & # 146; s office, which upholds the 2005 Information Security and Compliance Law, accused CS STARS LLC, a Chicago-based claims management company, of not reporting that it dates a computer with 540,000 New Yorkers & # 146; workers & # 146; comp claims.
The owner of the lost data, which was held by CS STARS, was the New York Special Funds Conservation Committee, an organization that assists in providing workers & # 146; Comp benefits under state comp legislation. On May 9, 2006, a CS STARS employee noted that a computer was missing that contained personal information, including the names, addresses, and social security numbers of worker recipients & # 146; fees. But CS Stars waited until June 29, 2006 to notify Special Funds and the FBI of the security breach. Because the FBI stated that consumer notification could interfere with its investigation, CS STARS waited until July 8, 2006 to send notices to the 540,000 New Yorkers affected by the breach. On July 25, 2006, the FBI determined that a cleaning company employee had stolen the computer and that the missing computer was found and recovered. In addition, the FBI found that the data on the missing computer had not been misused.
New York’s information security law, which came into effect in December 2005, and entered into force in December 2005, requires companies that maintain automated records, including private information, to notify the owner of any breach of the security of the information immediately upon discovery. system, if the private information is or is reasonably believed to have been obtained by a person without valid consent. The law affects not only companies in their dealings with their customers, but employers in their role as custodians of employees & # 146; personal information. (Cadrain)
Without admitting any violation of law, CS STARS agreed to comply with the law and ensure that proper notices are made in the event of a future violation. The company also agreed to adopt more comprehensive practices regarding the security of private information. CS STARS will pay the Attorney General’s office $ 60,000 for fees related to this investigation. (Cadrain)
Introduced in 1999, IBM’s paperless online enrollment system has proven to be a winner for both the 135,000 active U.S. employees and the company, according to Cathleen Donnelly, senior communications specialist at headquarters in Armonk, N.Y. The company alone saves $ 1.2 million a year in printing and mailing costs, says Donnelly, and its employees. can take advantage of a variety of technologies to learn about issues, learn about research programs, and access support tools on their desktops. (Heuring, 2002)
One of those tools, a personal medical cost estimate, allows employees to calculate potential out-of-pocket health care expenditures under any of the available plan options, says Donnelly. Employees log in personally and are greeted with their name and with important information about signing up for benefits such as deadlines and when changes take effect. They automatically have access to health plans available to them, and the calculator allows them to compare the estimated benefit amounts for each plan.
“Employees can select the health services they expect to use in a given year, estimate the expected usage frequency and calculate the potential costs for each plan option,” said Donnelly. “The feedback we’ve received from employees tells us that this tool has really helped them compare plans based on how they use medical services.” The calculator displays both IBM and employee costs. (Heuring, 2002)
“Since offering online enrollment, we’ve learned that employees want access to the web,” says Donnelly, so they can log in at home instead of through the company intranet. So the company has been working on setting up a web-based enrollment system that employees and retirees can access from anywhere.
Employees can get brief information about the plans, zoom in on very specific details, and follow links to healthcare providers for research. Donnelly says the system has been given high marks for convenience because employees can “get in and out quickly.”
To meet the challenge of dealing with 100 new employees, WORKSource Inc. web-based technology programs from GHG Corp. such as electronic payslip, electronic timesheets, a time-off system and personnel information system (& # 147; tips, & # #). 148; 2006). With these tools, CEO Judith Hahn was able to handle payroll processes efficiently and effectively.
WORKSource has eight personnel centers, with approximately 108 employees, spread over a region of six provinces. Previously, payroll, benefits and human resources for those employees were processed and managed by a professional employers’ organization. The company also has 52 administrative employees at its headquarters. When the contract with the PEO expired on June 30, 2006, those 108 workers were immediately transferred to the WORKSource payroll, more than doubling Hahn’s workload as of July 2006 (& # 147; Tips, & # 148; 2006) .
Hahn said in an interview with PMR that she relied on LEAN to get a handle on what needed to change for her to manage the increased workload. Two years earlier, Hahn & # 146; s CEO introduced her to LEAN, a Japanese management concept that eliminates wasteful steps and movements when completing processes. & # 147; I started reading as much as possible about LEAN and joined an HR LEAN focus group & # 148; (& # 147; tips, & # 148; 2006).
Mastering the concepts of LEAN led Hahn to create her own acronym of & # 147; REASON & # 148; to her department’s payroll and HR processes. Watch the process: map payroll tasks from start to finish. Eliminate Waste: Determine how to perform a payroll job most efficiently without unnecessary steps. Analyzing alternatives: research and evaluate the applicability of new technology. Sell innovations to management: document the investment return of each innovation. Open the lines of communication: communicate open & # 151; and often & # 151; with all stakeholders, including employees and top management. Never allow negativity: make change simple and fun. Give employees plenty of encouragement and time to learn (& # 147; Tips, & # 148; 2006). Judith Hahn kon de juiste human resource-functies implementeren met behulp van informatiesystemen.
Toshiba America Medical Systems Inc.
Lynda Morvik, directeur van informatie- en personeelsinformatiesystemen bij Tustin, Californië, Toshiba America Medical Systems Inc. (TAMS), dacht dat het logisch zou zijn om er een component voor communicatie over voordelen aan toe te voegen. Door alle informatie over de voordelen online te hebben, zou het TAMS-werknemershandboek ook een levend document zijn, zodat Morvik indien nodig wijzigingen kan aanbrengen. Dit was halverwege het project het geval, toen TAMS de plannen voor gezondheidszorg veranderde van Aetna Inc. in United Health Group Inc (Wojcik, 2004).
TAMS, een onafhankelijke groepsmaatschappij van Toshiba Corporation en een wereldwijd toonaangevende leverancier van diagnostische medische beeldvormingssystemen en uitgebreide medische oplossingen, zoals CT, röntgenstraling, echografie, nucleaire geneeskunde, MRI en informatiesystemen, had gebruik gemaakt van een salarisadministratiebureau en een interne oplossing voor HR zonder gebruiksvriendelijke geconsolideerde rapportage of een werknemersportal. Na de evaluatie van UltiPro samen met verschillende leveranciers van bedrijfsmiddelen, koos TAMS voor het aanbod van Ultimate Software en ging het in september 2002 live na een tijdige en budgetvriendelijke implementatie. Vrijwel onmiddellijk na het uitrollen van het UltiPro-portaal voor werknemers, begon TAMS verbeteringen te zien, met een geschatte toename van 70% in open inschrijvingsefficiëntie (Wojcik, 2004).
In een poging het gebruik van het internet uit te breiden tot voorbij het inschrijvingsproces voor voordelen, heeft TAMS een bibliotheek met documenten en formulieren op zijn HR-portaal geplaatst, waaronder het voordelenhandboek, dat in 2004 een Apex Award ontving voor uitmuntende publicatie. Datzelfde jaar reikte het tijdschrift Business Insurance TAMS ook de Electronic Benefit Communication (EBC) -prijs uit voor uitmuntende prestaties in het communiceren van Employee Benefit-programma’s via het web. Om het gebruik van de HRMS / payroll-oplossing van Ultimate Software te blijven verbeteren, heeft TAMS het UltiPro-portaal aangepast om te voldoen aan de unieke behoeften van het grafische bedrijf (Wojcik, 2004). Het was volledig geïntegreerd met verschillende gepatenteerde applicaties die waren gemaakt om problemen met compensatie en prestatiebeheer aan te pakken, zodat TAMS-medewerkers een centrale locatie hebben voor uitgebreide personeels- en salarisinformatie vanuit een webbrowser die ze kunnen openen met eenmalige aanmelding (Wojcik, 2004).
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