AboutLeo Lingham Expertise In Managing a business, I can cover all aspects of running
a business--business planning, business development, business auditing, business communication, operation management, human
resources management , training, etc.
Experience 18 years of working management experience covering such areas
as business planning, business development, strategic planning,
marketing, management services, personnel administration.
PLUS
24 years of management consulting which includes business planning, strategic planning, marketing, product management, training, business coaching etc.
Question 1.Design of HR Informnation system for an Organisation.
2.Training as a HRD tool with reference to XYZ Ltd. A critical evaluation
Answer KIRAN,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
=====================================
1.Design of HR Informnation system for an Organisation.
What Is an HRIS?
A human resources information system collects and manages information used in HR decision-making. A complete HRIS links all human resources data from the time professionals enter service until they leave the workforce. Typically, the system is computerized and consists of a database for storing the information, software for entering and updating data, and reporting and analysis tools.
A simple HRIS may rely on paper forms or on electronic files such as spreadsheets housed in different departments that do not link together, but such a system often does not adequately meet the country's needs. Putting in place a computerized, integrated HRIS achieves the following objectives:
Improve the accuracy and availability of HRH data
Track people as they move through the company workforce system
Decrease the labor required to maintain the HRIS
Quickly aggregate and use data
Report on and analyze data regularly
Project workforce needs into the future.
The goal of HRIS strengthening is to progress from any systems that are currently in place—retaining the processes that are working while improving weaker parts and filling in gaps—to a complete and mature HRIS. A mature HRIS is defined by the following characteristics:
The software is located on a central computer, or server, that multiple users can access concurrently and that can be kept secure and backed up
The data are stored in a centrally located database, which enables easier updates, searching and analysis of collected HRH information
A Web browser is the principal tool for interacting with the HRIS, so that the system is immediately available to anyone with an Internet or network connection and authorized access, reducing deployment time and training requirements.
The system can easily be customized to fulfill the specific needs of the context in which it will be used
The system can be scaled to adapt to a growing workforce or for use by more organizations
Additional modules can be programmed for the system to meet changing and expanding needs.
If well designed, managed and maintained, an HRIS can provide a cost-effective yet extremely useful source of information with which to monitor and evaluate the impacts of changes in HRH policy at the national and sub-national levels.
Implementing the HRIS Process
The HRIS development and strengthening process comprises five key stages using a participatory approach . The participatory approach involves stakeholders in HRH information system.
The five steps of the HRIS developing strengthening process are:
BUILD HRIS LEADERSHIP ---Establish a Stakeholder Leadership Group (SLG) and identify key HRH policy and management questions.
ASSESS AND IMPROVE EXISTING SYSTEMS .Conduct an assessment of existing HRIS and other management information systems, current information and communication technology infrastructure (e.g., existing networks, Internet connectivity and software) and data already being collected by different ministries, councils and other organizations. Identify gaps that should be addressed by an improved HRIS while making rapid improvements as feasible.
DEVELOP SOFTWARE SOLUTIONS After the SLG agrees on key health workforce questions and necessary system improvements, customize HRIS software solutions to meet identified needs. The agreed-upon solution could either be a step solution or a mature system, but it should incorporate existing systems, tools and processes as much as possible to lower costs and speed up implementation.
USE DATA TO MAKE DECISIONS Once the improved HRIS begins producing reports of HRH information, pay attention to how data are actually used for decision-making. Provide training and support to managers and decision-makers in their efforts to effectively use and analyze the data that the HRIS provides.
ENSURE SUSTAINABILITY Throughout the process, emphasize sustainability and continuous improvement of the HRIS through training and building capacity to support, use and improve the system into the future.
1.Building HRIS Leadership
The Capacity Project advocates a NATIONAL LEVEL participatory approach to strengthening HRIS in order to generate ownership of the system among all stakeholders and build capacity within the COMPANY to support, use and improve their HRIS. The foundation for the participatory approach is the Stakeholder Leadership Group, in which all producers and consumers of HRIS data are represented. Working collaboratively enables stakeholders to exchange data with one another—often for the first time—as well as reduces redundant data collection and provides a comprehensive picture of human resources from both the public and private sectors.
The SLG model brings all stakeholders together in one room to assess their common needs for an HRIS. Together, they develop the specifications for the system and initiate, lead and monitor all HRIS strengthening activities. The result is an HRIS that is appropriate for their context and tailored to their needs—a system they designed for themselves.
THIS SECTION includes the following tools for organizing and managing a SLG:
A.ESTABLISHING THE STAKEHOLDER LEADERSHIP GROUP.
B.SLG PRINCIPLES OF OPERATION AND TERMS OF REFERENCE.
C.DEVELOPING HUMAN RESOURCES POLICY AND MANAGEMENT QUESTIONS.
2.Assessing and Improving Existing Systems
Once formed, the first task of the SLG is to assess the systems that are already in place for supporting a strengthened HRIS. This comprehensive assessment should consider not only any existing electronic HR information systems, but also paper-based systems, data collection forms and processes for gathering data about the workforce. In addition, the information and communications technology (ICT) infrastructure needed to support a software-based HRIS should be considered.
The assessment provides a complete picture of how HR information is currently collected, managed and reported; the tools and processes that are in place for managing HR data; and the gaps that need to be addressed to meet the most pressing needs. Often the results are surprising. During the assessment phase, the SLG may discover underused sources of HR information managed by different departments or organizations that can be linked together to immediately improve HRH data access for all.
Following the assessment, the SLG typically can recommend rapid improvements to ICT infrastructure to appropriately bring networks, Internet connectivity, hardware, software and even electrical supply up to standards that can support an HRIS. These improvements can generally be implemented quickly and often result in increased efficiency and productivity. In addition to improving the ICT infrastructure, recommendations for improving data collection, training procedures and technical support should be made at this point in the process. Data quality is of primary importance and should be emphasized at every step of the process, from initial data collection to data analysis and interpretation.
THIS SECTION includes the following tools for assessing and improving existing systems that support the HRIS:
A.CONDUCTING THE HRIS ASSESSMENT.
B.INFORMATION SYSTEM AND STRENGTHENING ACTIVITY SURVEY.
C.HRIS ASSESSMENT QUESTIONNAIRE.
D.DATA QUALITY CONSIDERATIONS IN HUMAN RESOURCES INFORMATION
SYSTEMS [ HRIS ] STRENGTHENING.
E.DESIGNING DATA COLLECTION TOOLS AND PROCEDURES.
F.SAMPLE EMPLOYEE DATA COLLECTION FORM.
3.Developing Software Solutions
Once the infrastructure can support an HRIS, the next step is to develop HRIS solutions that are customized for the COMPANY context and answer the key HR policy and management questions for that COMPANY. These solutions may consist of interim, or "step," solutions that build on tools and processes already in use or, if appropriate, one or more of the mature solutions in the Project's HRIS software suite.
A "step" solution is most appropriate for contexts that do not yet have the resources or infrastructure to support a complete and mature HRIS. The step solution uses and improves existing tools, systems and processes to quickly start collecting and using HR data while progressing in manageable steps toward a more complete HRIS.
The Project HRIS (integrated human resources information system) suite comprises three core software solutions to address the most critical workforce planning and management issues:
HRIS Qualify: a professional certification and licensure system
HRIS Manage: a human resources management system
HRIS Plan: workforce planning and modeling software.
Working together in a COMPANY setting, these three systems provide a powerful feedback loop for analyzing, planning and managing workforce resources and needs. Each of the three systems may also be deployed independently or integrated with software products already in place to provide a customized, contextual solution, filling in any gaps that existing systems may have left. Distributed as Open Source code, all three products can be downloaded, used and modified with no licensing fee.
THIS SEC TION provides the following tools for developing HRIS software solutions and deploying the HRIS Suite:
A.USE CASE DEVELOPMENT TOOL.
B.CASE STUDY ---DEVELOPING HRIS STEPS SOLUTION
C.BRIEF GUIDES ON HRIS [ software suite/ plans]
D.TECHNICAL DOCUMENTATION.
4.Using Data to Make Decisions
The primary aim of any HRIS should be to promote better use of data to drive effective decision-making for addressing daily challenges and positively impacting HR policies and practice. Even when policy-makers and other key stakeholders have access to extensive information about the workforce, it may be difficult to see uses for these data beyond the usual reports previously generated with paper records. All stakeholders should be engaged in understanding how they use data, both individually and organizationally, and what factors are important in their context for using data effectively.
This step of the process focuses on providing opportunities for stakeholders to experience critical decision-making scenarios so they can develop their skills using real data in real-life situations. Stakeholders will understand different models for projecting workforce needs into the future as the basis for strategic planning. At this point, it is often helpful to improve communication among users of data and leverage opportunities for improved data-sharing across different levels of the organization and with other stakeholders.
THIS SECTION provides the following tools for improving the use of data to make decisions:
A.BUILDING THE BRIDGE FROM HR DATA TO EFFECTIVE DECISIONS.
B.AN OVERVIEW OF HRIS MODEL.
5.Ensuring Sustainability
An information system requires ongoing support and improvement to ensure maximum utility and sustainability. Depending on the context and needs of the COMPANY , sustainability strategies include continuous collection of feedback from stakeholders about changing data needs and rolling out improvements that align with those needs. The early involvement of stakeholders with the design and eventual implementation of the HRIS encourages their sense of ownership.
Skills development is necessary for maintaining and improving computerized information systems. This step of the HRIS strengthening process should include ongoing training of data collectors, information system support staff and data managers to support and improve technology infrastructure, data quality and integrity. Linking disparate systems often results in improved data use and quality. A sustainability strategy could also include developing regional user communities to facilitate problem solving and share system improvements, possibly in collaboration with local educational institutions.
THIS SECTION provides the following tools for ensuring sustainability and continuous improvement of the HRIS:
A.HRIS PERFORMANCE MONITORING PLAN.
B.COMPANY CASE STUDY --INTEGRATED HR INFORMATION SYSTEMS.
C.RESOURCES FOR IMPLEMENTING HRIS STRENGTHENING.
=========================================================
The STAKEHOLDERS are usually involved with HR information and should be prioritized for interviewing:
Managers of the company management information systems (MIS)
Statisticians, usually located in the statistics unit
Payroll staff
HR senior managers, personnel officers and records officers in the HR unit
senior managers from HR/ FINANCE/ MANUFACTURING ETC
OPERATING MANAGERS
CORPORATE planners
MIS MANAGER
ETC ETC
================================================
A SAMPLE INTERVIEW --RAPID FORMAT
The survey and assessment questionnaire are detailed forms for conducting the HRIS assessment. These forms may be provided to key people prior to the interview or when a person is not available for interviewing. However, you may not always be able to complete the full questionnaire.
In lieu of filling out the full questionnaire, you may choose to conduct a rapid assessment during the scheduled interview time. In those cases, make sure to collect basic information from the interviewee. Use the following questions as a guide for conducting the interview:
What is your name, job title and unit or organization where you work?
Do you use a computer at work on a regular basis?
Do you have a need in your work for HR software or tools? What tasks do you need to accomplish?
Is HR information available to you? Why or why not?
How easy is it to access HR information (e.g., information concerning the number of staff, positions, locations, rate of attrition or other critical personnel information)?
To what extent do you believe HR data are accurate and up-to-date? Why?
To what extent do you believe HR data are used in human resources planning?
What stakeholders do you think exist who have a stake in HR information?
Who is responsible for the collection of HRH information?
What specific information is collected on health workers? Provide examples of forms used, if possible.
How often is worker information collected or updated?
What systems or processes are used to capture and track information on workers? Consider databases, spreadsheets and paper forms as well as software.
Are your needs met by the system(s) you are currently using? If not, what are your three biggest needs?
If a system that manages HR information is identified, here are questions to ask anyone who works with that system:
Is the system electronic or paper-based?
How do you access the system?
How frequently and through what methods is the system updated?
What sectors of the workforce are included in the system?
What reports are available from the system and who uses them?
Who maintains the system or has responsibility over the system?
Identifying the Gaps
Several areas where improvement is needed should emerge from the assessment responses. These areas can generally be divided into three categories:
HR data quality, including data collection and management
HR information system requirements
ICT infrastructure needs.
Each type of need should be addressed separately. It may be helpful to list all the gaps separately by category, and then prioritize each need within that category. Consider costs and time required to address the gap as well as its relative importance.
Data quality gaps can be improved by revising data collection forms, introducing measures for ensuring data quality and improving procedures for collecting and managing data. The remaining three tools in this section will help address gaps in data quality.
HR information system requirements are any needs that the HR software should address once it is developed. Refer to this list when evaluating HRIS solutions or writing specifications for software developers.
Improvements to existing ICT infrastructure can generally be implemented quickly. Even small improvements often result in increased efficiency and productivity. The following are key ICT improvements that are often identified as gaps for supporting a mature HRIS:
Reliable electrical power
Computer access for HRH and ICT staff
Backup system
Updated software
Access to spare parts for computer repair
Local area network access
Internet connectivity
Access to shared files or resources
Staff training in computer use
ICT technical support
Technical support service-level agreements
Antivirus protection
E-mail access
==================================
SOME EXAMPLES OF HRIS
*human resource planning data
*manpower planning data
*job analyses data
*job descriptions
*job specifications
*recruitments
*selections
*performance appraisals data
*performance management data
*training data
*development programs
*career planning data
*job rostering data
*promotions data
*career development plans
*succession planning data
*job rotation data
*job enrichment
*job multiskilling
*compensation planning
*compensation package development
*staff leave management
*termination records management
*international staff records
etc etc
======================================================
############################################################################
2.Training as a HRD tool with reference to XYZ Ltd. A critical evaluation
IN THE ''XYZ LTD'' WE USE THE FOLLOWING FOR
THE DEVELOPMENT OF THE '' CORE COMPETENCIES''
FOR THE INDIVIDUALS / DEPARTMENTS.
WE USE THE FOLLOWING
e-Learning Applications
Knowledge Management Systems
Performance Support Systems
Traditional Training
Workforce Planning Solutions
Performance Management and Compensation
Work/Life Programs
Using:
Experienced Staff
Pre-qualified Contractors
Streamlined Contracting Process
Latest Strategies and Technologies
Customized Solutions
To Maximize:
Human Resources
Performance
Learning
Productivity
Return on Investment
===========================================================
WE address the development of individuals and organizations.
ASSESSMENT OF NEEDS -the first step. This sounds simple, but we are often in too much of a hurry. We implement a solution, sometimes the correct intervention but not always. But we plan, very carefully and cautiously, before making most other investments in process changes and in capital and operating expenditures. We need to do the same for HRD -- implement the appropriate planning. This needs assessment and planning will lead to several possible ways to improve performance. (Of course, one of these is to do nothing! -- we may decide to focus on other activities with greater impact and greater value.)
PROGRAM DESIGN, DEVELOPMENT & EVALUATION. We need to consider the benefits of any HRD intervention before we just go and do it: What learning will be accomplished? What changes in behavior and performance are expected? Will we get them? And of prime importance -- what is the expected economic cost/benefit of any projected solutions?
TRAINING & DEVELOPMENT-- acquiring knowledge, developing competencies and skills, and adopting behaviors that improve performance in current jobs, including: adult learning theory and applications, instructional systems design, train-the-trainer programs, and instructional strategies and methods.
ORGANIZATION DEVELOPMENT -- the diagnosis and design of systems to assist an organization with planning change. OD activities include: change management, team building, learning organizations, management development, quality of work life, management by objectives, strategic planning, participative management. organizational restructuring, job redesign, job enrichment, centralization vs. decentralization, changes in the organization's reward structure, process consultation, executive development, action research, third party interventions, and more. We will discuss these in future articles.
CAREER DEVELOPMENT -- activities and processes for mutual career planning and management between employees and organizations. Changes in our organizations (including downsizing, restructuring, and outsourcing) are resulting in more empowerment for employees. The responsibility for our own career development is downloaded to us. (Translation: career ladders are gone; career development is now the responsibility of the individual.) Later in this series we will explore strategies and tactics to survive and prosper in this new workplace environment.
ORGANIZATION RESEARCH & PROGRAM EVALUATION -- an exploration of methods to evaluate, justify, and improve on HRD offerings.
THE HRD PROFESSION(S) AND PROFESSIONAL ORGANIZATIONS -- we plan to list and briefly describe the principal HRD organizations, their missions and goals, and their addresses and contacts.
HRD can give you the tools you need to manage and operate your organizations. Everything -- production, management, marketing, sales, research & development, you-name-it -- everything may be more productive IF your people are sufficiently motivated, trained, informed, managed, utilized and empowered.
===========================================================================
WE ALSO USE THE ''HRD'' TO DEVELOP
Technical Competencies
1. Adult Learning Understanding*
2. Career Development Theories and Techniques Understanding
3. Competency Identification Skill*
4. Computer Competence
5. Electronic Systems Skill
6. Facilities Skill
7. Objectives Preparation Skill*
8. Performance Observation Skill
9. Subject Matter Understanding
10. Training and Development Theories and Techniques Understanding
11. Research Skill
Business Competencies
12. Business Understanding*
13. Cost‑benefit Analysis Skill
14. Delegation Skill
15. Industry Understanding
16. Organizational Behaviour Understanding*
17. Organizational Development Theories and Techniques Understanding
18. Organization Understanding
19. Project Management Skill
20. Records Management Skill
Interpersonal Competencies
21. Coaching Skill
22. Feedback Skill*
23. Group Process Skill
24. Negotiation Skill
25. Presentation Skill*
26. Questioning Skill*
27. Relationship Building Skill
28. Writing Skill*
Intellectual Competencies
29. Data Reduction Skill
30. Information Search Skill*
31. Intellectual Versatility*
32. Model Building Skill
33. Observing Skill*
34. Self‑knowledge
35. Visioning Skill
Individual Learning
• Individuals take responsibility for their own learning and
development and can do so competently
• They have personal learning plans, derived from an
understanding of their own needs and those of the business
• They understand their own learning style, and how to both
choose and utilise different learning options
• They are skilled at both giving and receiving feedback
• They know how to use others, and help others, in the
learning process
Team Learning
• Teams and working groups utilise the capability of each
member for the benefit of all
• They frequently learn and unlearn together, in order to
share a common approach
• They support each other in individual learning objectives
• The organisation encourages cross-boundary groups,
communities of common interest, and internal and external
networks in order to maximise sharing of learning
• Teams help other teams and learn from each other
Organisational Learning
• The organisation consciously adapts its strategies to the
changing environment; planning processes are flexible &
iterative
• There are mechanisms for listening to all the
stakeholders, for benchmarking against best practice,
and for adapting objectives as a result
• There is a systematic and disciplined approach to the
flow of knowledge into and across the organisation
• Structures are designed to consider learning and
knowledge flow
==========================================
HRD PLANS IN THIS ORGANIZATION INCLUDE
======================================================
HRD ACTION PLAN INCLUDE
After action review
A process that helps teams to learn quickly from their successes and failures and share their learning with other teams. Involves conducting a structured and facilitated discussion after a task or project has been completed to review what should have happened, what actually happened and why it happened; this allows participants to learn how to sustain strengths and improve on weaknesses in subsequent tasks or projects.
Balanced scorecard
A business model developed by Kaplan and Norton as a tool to measure organisational performance against both short and long-term goals. The balanced scorecard is designed to focus managers' attention on those factors that most help the business strategy and so alongside financial measures, it adds measures for customers, internal processes and employee learning. Some organisations have used the balanced scorecard model in setting and measuring knowledge management strategies.
Benchmarking
The practice of comparing the performance of your organisation, department or function against the performance of 'the best' - whether they be other organisations, industry standards or internal departments. The aim is to look at how well you are doing compared to others in the same field or industry, and to learn from their best practices as a basis for improving your own.
Best practice (or: Good practice)
A process or methodology that has been proven to work well and produce good results, and is therefore recommended as a model. Some people prefer to use the term 'good practice' as in reality it is debateable whether there is a single 'best' approach.
Coaching
A one-to-one relationship that aims to bring about individual learning and performance improvement, usually focusing on achieving predefined objectives within a specific time period. The role of the coach is to create a supportive environment in which to challenge and develop the critical thinking skills, ideas and behaviours of the person being coached, so that they might reach their full potential.
Double-loop learning (or: Generative learning)
In contrast to singleloop learning , which involves using knowledge to solve specific problems based on existing assumptions and often based on what has worked in the past, double-loop learning goes a step further and questions existing assumptions in order to create new insights. For example,
the supply chain failures in an organization.
E-Learning
The use of electronic information systems (especially internet technologies) to deliver learning and training.
Extranet
A website that links an organisation with other specific organisations or people. Extranets are only accessible to those specified organisations or people and are protected via passwords.
Groupware
Computer software applications that are linked together by networks, and so allow people to work together and share electronic communications and documents
Information
Data that has been organised within a context and translated into a form that has structure and meaning. (Note: while most people have an idea about what information is, it is rather difficult to define in a meaningful way).
Intranet
A computer network that functions like the internet, but the information and web pages are located on computers within an organisation rather than being accessible to the general public.
Continuous --Learning organisation
An organisation that views its success in the future as being based on continuous learning and adaptive behaviour. It therefore becomes skilled at creating, acquiring, interpreting and retaining knowledge and then modifying its behaviour to reflect new knowledge and insights.
Mentoring
Mentoring is a one-to-one learning relationship in which a senior member of an organisation is assigned to support the development of a newer or more junior member by sharing his or her knowledge, experience and wisdom with them. Related term: Coaching (Note: While the strength of mentoring lies in transferring the mentor's specific knowledge and wisdom, in coaching it lies in the coach's ability to facilitate and develop the other's own personal qualities.)
Organisational learning
The ability of an organisation to gain knowledge from experience through experimentation, observation, analysis and a willingness to examine both successes and failures, and to then use that knowledge to do things differently. While organisational learning cannot happen without individual learning, individual learning does not necessarily produce organisational learning. Organisational learning occurs when an organisation becomes collectively more knowledgeable and skillful in pursuing a set of goals.Single-loop learning (or: Adaptive learning)
Single-loop learning involves using knowledge to solve specific problems based on existing assumptions, and often based on what has worked in the past.
etc etc etc
@@@@@@@@@@@@@@@@@@@@@@@@@@@@
WE, IN THIS ORGANIZATION ''XYZ'' BELIEVE:
Training and development are now recognised as critical to competitive success.
A systematic approach to training and development involves assessing needs, selecting training methods and evaluating their effectiveness.
Consideration should be given to the principles of learning.
Learning is an on-going never-ending
process
Individual drive to learn determines career development and degree of success
Managers need to identify this drive in members of the ''XYZ''
