hr discussion

Part A (Chapter 7)

1. Imagine a vendor responded to your request for a HRIS proposal. What are the indirect/direct costs and benefits of the HRIS? What is the cost of implementation (include dollar estimates)? Does the cost justify the HRIS investment? Explain.

Part B (Chapter 8)

2. Does your organization utilize self-service portals? How do you use self-service portals? If you do not have experience using self-service portals, which portals would you recommend for your organization and why would you recommend those portals? What are some laws that govern HR Administration? What are some current or past examples of the impact of violating these laws?

Chapter 7 Notes

Implementation Costs

Once benefits have been estimated, the analysis can proceed to estimating the costs of implementation ( Table 7.2 ). In contrast to estimating benefits, cost estimation is often easier to complete because cost data are often readily available and already offered in a dollar metric. In most cases, many sources of implementation costs will be direct. Direct costs will include but are not limited to (a) costs for the initial purchase and updates of software and any additional hardware and (b) ongoing costs for internal or external systems support. In the e-learning example ( Table 7.2 ), direct costs include the purchase of any new software, hardware, and licenses required to implement the system as well as the cost of the expertise necessary to develop and manage training on this new HRIS.

Indirect costs comprise those areas of cost that cannot be known specifically up front but may arise in the process of implementing the system. These include the impact of the implementation on the organization, such as lost productivity while the organization completes implementation. This impact includes lost productivity for rank-and-file employees as well as for the HR staff involved in implementation. The e-learning example includes increased use of end-user help desks or other support functions, costs necessary to revamp existing courseware while the organization learns how to use the new system most effectively, and the lost productivity that will occur for any current employees who will be required to take on additional responsibilities associated with the adoption of the new system.

See chart below:

Chapter 8 Notes

Self-Service Portals and HRIS

The first structural approach to HR administration ( Figure 8.2 ), employee self-service (ESS) HR portals, provides an electronic means for a company’s employees to access its HR services and information. Such portals provide a single sign-on capability for employees, who can individually complete transactions for their personal data. ESS portals can range from simple intranet websites that allow employees to access static HR policies, such as safety requirements, to sophisticated Internet websites that allow employees to access and change their individual records. For example, adding a new child to an employee’s medical benefits, from any computer location on a 24-hour, 7-days-a-week basis, would be possible with ESS portals. A sample screenshot of an ESS screen for an address change is found in  Figure 8.3  and a partial list of information and services commonly available via ESS portals is given in  Table 8.1 .

In addition to providing an interface for current employees, ESS portals are also available to prospective employees. For example, individuals who have applied for jobs online through an employer’s website have accessed the HR portal to complete the application and forward their resumes (Anheier & Doherty, 2001; Gueutal & Falbe, 2005; Walker, 2001).

Manager self-service (MSS) portals are becoming more prevalent in organizations as well. MSS portals are specialized versions of ESS portals designed to allow managers to view extensive information about their subordinates and perform many administrative tasks electronically, including traditional HR functions. For example, in typical MSS applications, managers can complete job requisitions and view resumes of prospective applicants. In addition, managers can view performance appraisals; subordinate salaries, productivity, and training histories; and model annual salary increases. However, MSS is not limited to HR functions and may also include budgeting and tracking, reporting, and staff policy and procedure development (Gueutal & Falbe, 2005; Walker, 2001).