Human Resource Information Systems - Part 2

HR Professionals and the HR system

The pressure is on for proactive HR innovations that contribute directly to the bottom-line or improve employee morale and efficiency. Ajuwon (2002) points out that the typical HR professional gets involved with one step in many different flows of work. Very often the involvement of HR has no purpose except to validate the process in some way and acts as an interruption to the flow of work. In other words, the HR function is a 'gatekeeper for information that’s been deemed too highly classified for the data owner.'

So HR is not actually making a measurable contribution - in fact, the opposite. HR involvement creates a queue or delay in the process. We should ask if the HR involvement is really necessary. Once upon a time the HR database had an 'all-or-nothing' quality - probably because it was paper-based. But now technology allows controlled access to various portions of the database. So an employee can safely amend his or her own address or bank account details, while the ability to change certain appraisal details might be confined to the line manager. In either case, there is no reason for HR to be involved. HR should move on from the role of intermediary.

Not surprisingly, the use of employee self-service systems for records, information, payroll and other functions is becoming increasingly common. Libraries of forms can be kept online to be downloaded as and when required. Systems can be enhanced to include streaming video and other new software providing wide access to corporate videos, training, etc. Obviously, e-mail announcements and newsletters can also be used to alert employees to new developments or urgent requests.

Ajuwon (2002) argues that HR should be proactive in the process and highlights three different perspectives for action:

* The process perspective - getting the fundamental building blocks (people processes) right and ensuring their relevance at all times. This demands close and detailed knowledge of HR processes and a commitment to improvement and efficiency. HR professionals need to understand their own objectives and the relationship with business strategy.

* The event perspective - a focus on providing a framework for knowledge management. In other words, capturing the experience and information available in that harnesses the organisation and making it available to individuals.

* The cultural perspective - acknowledging that HR has a 'pivotal role in the proactive engagement of the entire organisation in a changing climate.'

During the 1990s the business process re-engineering approach resulted in many organizations taking a 'root and branch' look at HR and other processes. Subsequent reorganizations may have produced fresh, streamlined processes but often they became inappropriate or inefficient as circumstances changed. It is not enough to design a corporate human resource strategy or acquire a piece of technology. There has to be some way of ensuring effective operational delivery. A more fluid, constantly changing methodology is required. Ajuwon contends that we have the means:

"It’s more than innovating and/or streamlining your HR processes; or building an HR portal or introducing a culture change programme.

"It’s about weaving together all three in a way that sustains change, engages the entire organization and deploys the organization’s knowledge assets to gain competitive advantage and deliver profitability, even in times of economic downturn."

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