Bahr 312 Sim

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University of Mindanao
College of Business Administration Education “Physically Distanced but Academically Engaged”
UNIVERSITY OF MINDANAO
College of Business Administration Education
Human Resource Management Program
Physically Distanced but Academically Engaged
Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)
Course/Subject: BAHR 312–Special Topics in

Human ResourceManagement
Name of Teacher: Dr. Stilo Floyd Schneider
THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY;

NOT FOR REPRODUCTION AND DISTRIBUTION OUTSIDE OF
ITS INTENDED USE. THIS IS INTENDED ONLY FOR THE USE
OF THE STUDENTS WHO ARE OFFICIALLY ENROLLED IN
THE COURSE/SUBJECT.
EXPECT REVISIONS OF THE MANUAL.
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Table of Contents
FIRST TO THIRD WEEK Page
Human Resource Management: Gaining a Competitive

Management 8
Strategic Human Resource Management 8
Strategic Role of the HRM Function 10
Competitive challenges influencing HRM 11
The Global Challenge 16
Technology Challenge 17
High-Performance Work Systems 17
Activities 18
Strategic Human Resource Management 24

What is Strategy 25
Steps of Strategy Formulation 29
The Role of Human Resources in Gaining Competitive Advantage 32
The VRIO Framework 33
Implications for HR Executives 39
Activities 44
The Legal Environment: Equal Employment opportunity and Safety 47

The legal systems in the USA 47
Equal Employment Opportunity 48
Enforcement of equal employment opportunity 53
Discrimination Types 62
Diversity and Equal Employment Opportunity 74
Employment safety – Current Issues 78
Activities 82
The Analysis and Design of Work 87

Workflow Design 88
Job Analysis 89
Job Design 93
Important Methods: Job Rotation, Job Enlargement and Job Enrichment 100
Advantages of Job Enrichment 103
Steps to redesign Job of Employees 104
Activities 106
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Course Outline: BAHR 312 – Special Topics in HR Management
Course Coordinator: Dr. Stilo Floyd Schneider

Email: stilofloyd.schneider@umindanao.edu.ph
Student Consultation: By appointment
Mobile: 0995-550-4197 (text or call)
Phone: (082) 224-0461
Effectivity Date: June 2020
Mode of Delivery: Blended (On-Line with face to face or virtual sessions)
Time Frame: 54 Hours
Student Workload: Expected Self-Directed Learning
Requisites: None
Credit: 3
Attendance Requirements: A minimum of 95% attendance is required at all
scheduled Virtual or face to face sessions.
Course Outline Policy
Areas of Concern Details

Contact and Non-contact Hours This 3-unit course self-instructional manual is designed
for blended learning mode of instructional delivery with
scheduled face to face or virtual sessions. The
expected number of hours will be 54, including the face
to face or virtual sessions. The face to face sessions
shall include the summative assessment tasks (exams)
since this course is crucial in the licensure examination
for teachers.
Assessment Task Submission Submission of assessment tasks shall be on the 3rd, 5th,
7th, and 9th week of the term. The assessment paper
shall be attached with a cover page indicating the title of
the assessment task(if the task is performance), the
name of the course coordinator, date of submission and
name of the student. The document should be emailed
to the course coordinator. It is also expected that
youalready paid your tuition and other fees before the
submission of the assessment task.
If the assessment task is done in real time through the

features in the Blackboard Learning Management
System, the schedule shall be arranged ahead of time
by the course coordinator.
Since this course is included in the licensure

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examination for teachers, you will be required to take
the Multiple-Choice Question exam inside the
University. This should be scheduled ahead of time by
your course coordinator. This is non-negotiable for all
licensure-based programs.
Turnitin Submission (IF To ensure honesty and authenticity, all assessment
NECESSARY) tasks are required to be submitted through Turnitin
with a maximum similarity index of 30% allowed. This
means that if your paper goes beyond 30%, the
students will either opt to redo her/his paper or explain
in writing addressed to the course coordinator the
reasons for the similarity. In addition, if the paper has
reached more than 30% similarity index, the student
may be called for a disciplinary action in accordance
with the University’s OPM on Intellectual and Academic
Honesty.
Please note that academic dishonesty such as cheating

and commissioning other students or people to
complete the task for you have severe punishments
(reprimand, warning, expulsion).
Penalties for Late The score for an assessment item submitted after the
Assignments/Assessments designated time on the due date, without an approved
extension of time, will be reduced by 5% of the possible
maximum score for that assessment item for each day
or part day that the assessment item is late.
However, if the late submission of assessment paper

has a valid reason, a letter of explanation should be
submitted and approved by the course coordinator. If
necessary, you will also be required to present/attach
evidences.
Return of Assessment tasks will be returned to you two (2) weeks
Assignments/Assessments after the submission. This will be returned by email or
via Blackboard portal.
For group assessment tasks, the course coordinator will

require some or few of the students for online or virtual
sessions to ask clarificatory questions to validate the
originality of the assessment task submitted and to
ensure that all the group members are involved.
Assignment Resubmission You should request in writing addressed to the course
coordinator his/her intention to resubmit an assessment
task. The resubmission is premised on the student’s
failure to comply with the similarity index and other
reasonable grounds such as academic literacy
standards or other reasonable circumstances e.g.
illness, accidents financial constraints.
Re-marking of Assessment You should request in writing addressed to the program
Papers and Appeal coordinator your intention to appeal or contest the score
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given to an assessment task. The letter should explicitly
explain the reasons/points to contest the grade. The
program coordinator shall communicate with the
students on the approval and disapproval of the
request.
If disapproved by the course coordinator, you can

elevate your case to the program head or the dean with
the original letter of request. The final decision will
come from the dean of the college.
Grading System Course exercises – 30% (including Blackboard forum)
1st exam – 10%
2nd exam – 10%
3rd exam – 10%
Final exam – 40
Preferred Referencing Style(IF Harvard format
THE TASK REQUIRES)
Student Communication You are required to create a umindanao email account
which is a requirement to access the Blackboard
portal. Then, the course coordinator shall enroll the
students to have access to the materials and resources
of the course. All communication formats: chat,
submission of assessment tasks, requests etc. shall be
through the portal and other university recognized
platforms.
You can also meet the course coordinator in person

through the scheduled face to face sessions to raise
your issues and concerns.
For students who have not created their student email,

please contact the course coordinator or program head.
Contact Details of the Dean Vicente Montano, DBA
Email:vicente_monato@umindanao.edu.ph
Phone: 09094177626 (Calls only)
Contact Details of the Assistant Jestita F. Gurrea, DBM
Dean Email: jgurrea@umindanao.edu.ph
Phone: 09461390333 (Calls only)
Contact Details of the Program Ramonchito Nalangan, MM
Head Email: onchie24@gmail.com
Phone: 09228092669
Students with a Special Needs Students with special needs shall communicate with the
course coordinator about the nature of his or her special
needs. Depending on the nature of the need, the
course coordinator with the approval of the program
coordinator may provide alternative assessment tasks
or extension of the deadline of submission of
assessment tasks. However, the alternative
assessment tasks should still be in the service of
achieving the desired course learning outcomes.
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Help Desk Contact Reil Romero
Email: BSEntrep@umindanao.edu.ph
Library Contact library@umindanao.edu.ph
Well-being Welfare Support Help Rhoda Lauyon
Desk Contact Details Phone: 09190011887
Course Information – see/download course syllabus in the Black Board LMS
CC’s Voice: Hello prospective HR Practitioner!Welcome to this course BAHR 312:

Special Topics for Human Resource Management. By now, I am confident
that you really wanted to become an HR expert and that you have
visualized yourself already being a leader of the business world.
COSpecial Topics in Human Resource Mgt.Analyze the impact of HRM as

applied in the organization and the contribution in improving productivity and
outsourcing. Practice the mentoring in career development to become a
successful employee in the organization.
Let us begin!
Big Picture
Unit Learning Outcomes (ULO): At the end of the unit, you are
expected to
A. Discuss the Evolution of HR Information System and HR Database and its
Application
B.Demonstrate System Consideration in the design of an HRIS
And Examine HRIS Users/Customers and Stages in Implementation
A. Big Picture in Focus: ULOa.Discuss the Evolution of HR Information

System and HR Database and its Application
Metalanguage
A Human Resource Information System (HRIS) is an information system or managed

service that provides a single, centralized view of the data that a Human
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Resource Management (HRM) or Human Capital Management (HCM) group requires
for completing Human Resource (HR) processes.
In this section, the most essential terms relevant to the study of HR and to demonstrate
ULOa will be operationally defined to establish a common frame of refence as to how
the texts work in your chosen field or career. You will encounter these terms as we go
through the study of HR. Please refer to these definitions in case you will encounter
difficulty in the in understanding educational concepts in the business world setting.
Please proceed immediately to the “Essential Knowledge” part since the first lesson is
also definition of essential terms.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the first three (3)
weeks of the course, you need to fully understand the following essential knowledge
that will be laid down in the succeeding pages. Please note that you are not limited to
exclusively refer to these resources. Thus, you are expected to utilize other books,
research articles and other resources that are available in the university’s library e.g.
ebrary, search.proquest.com etc.
Evolution of HR Management and HR Information System

1. Interface between HR activities and technology
It includes computer hardware and HRIS software, which still have to be

operated by people. Included in the system are forms, policies, procedures
and data. You will notice that the terms human resource information system
and human resource management system (HRMS) are used
interchangeably and are seen as the same.
2. Different types of HRIS
a. Applicant Tracking System (ATS). This software handles all the

company's recruiting needs.
b. Payroll. Payroll automates the pay process of employees.
c. Benefits.
d. Time & Attendance.
e. Training.
f. Performance management.
g. Succession planning.
h. Employee self-service.
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3. HRIS vs HCM vs HRMS
“HCM” stands for “Human Capital Management”, while “HRMS” stands for “Human
Resource Management Systems.” The main difference between Human Capital
Management and Human Resource Management Systems is in the concepts'
definitions.
Database and Concepts and Its Application in HRIS

Database: Database is a collection of inter-related data which helps in efficient
retrieval, insertion and deletion of data from database and organizes the data in the
form of tables, views, schemas, reports etc. For Example, university database organizes
the data about students, faculty, and admin staff etc. which helps in efficient retrieval,
insertion and deletion of data from it.
DDL is short name of Data Definition Language, which deals with database schemas
and descriptions, of how the data should reside in the database.
 CREATE: to create a database and its objects like (table, index, views, store
procedure, function, and triggers)
 ALTER: alters the structure of the existing database
 DROP: delete objects from the database
 TRUNCATE: remove all records from a table, including all spaces allocated for
the records are removed
 COMMENT: add comments to the data dictionary
 RENAME: rename an object
DML is short name of Data Manipulation Language which deals with data manipulation
and includes most common SQL statements such SELECT, INSERT, UPDATE,
DELETE, etc., and it is used to store, modify, retrieve, delete and update data in a
database.
 SELECT: retrieve data from a database

 INSERT: insert data into a table
 UPDATE: updates existing data within a table
 DELETE: Delete all records from a database table
 MERGE: UPSERT operation (insert or update)
 CALL: call a PL/SQL or Java subprogram
 EXPLAIN PLAN: interpretation of the data access path
 LOCK TABLE: concurrency Control
Database Management System: The software which is used to manage database is

called Database Management System (DBMS). For Example, MySQL, Oracle etc. are
popular commercial DBMS used in different applications. DBMS allows users the
following tasks:
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Data Definition: It helps in creation, modification and removal of definitions that define
the organization of data in database.
Data Updation: It helps in insertion, modification and deletion of the actual data in the
database.
Data Retrieval: It helps in retrieval of data from the database which can be used by
applications for various purposes.
User Administration: It helps in registering and monitoring users, enforcing data

security, monitoring performance, maintaining data integrity, dealing with concurrency
control and recovering information corrupted by unexpected failure.
Paradigm Shift from File System to DBMS
File System manages data using files in hard disk. Users are allowed to create, delete,
and update the files according to their requirement. Let us consider the example of file
based University Management System. Data of students is available to their respective
Departments, Academics Section, Result Section, Accounts Section, Hostel Office etc.
Some of the data is common for all sections like Roll No, Name, Father Name, Address
and Phone number of students but some data is available to a particular section only
like Hostel allotment number which is a part of hostel office. Let us discuss the issues
with this system:
 Redundancy of data: Data is said to be redundant if same data is copied at many

places. If a student wants to change Phone number, he has to get it updated at
various sections. Similarly, old records must be deleted from all sections
representing that student.
 Inconsistency of Data: Data is said to be inconsistent if multiple copies of same
data does not match with each other. If Phone number is different in Accounts
Section and Academics Section, it will be inconsistent. Inconsistency may be
because of typing errors or not updating all copies of same data.
 Difficult Data Access: A user should know the exact location of file to access
data, so the process is very cumbersome and tedious. If user wants to search
student hostel allotment number of a student from 10000 unsorted students’
records, how difficult it can be.
 Unauthorized Access: File System may lead to unauthorized access to data. If a
student gets access to file having his marks, he can change it in unauthorized way.
 No Concurrent Access: The access of same data by multiple users at same time
is known as concurrency. File system does not allow concurrency as data can be
accessed by only one user at a time.
 No Backup and Recovery: File system does not incorporate any backup and
recovery of data if a file is lost or corrupted.
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These are the main reasons which made a shift from file system to DBMS.
Also see
 Database Management System – Introduction | Set 2
 All DBMS Articles
 DBMS Quizzes
This article is contributed by Sonal Tuteja and Paramjeet Desai. Please write
comments if you find anything incorrect, or you want to share more information about
the topic discussed above
You can also click here for the following functions:https://go.aws/2VNIIKF
Key relational database technology
A relational database is a collection of information that organizes data points

with defined relationships for easy access. ... Each row holds a record with a unique
identifier -- known as a key -- and each column contains the attributes of the data.
What is meant by relational database?
A relational database refers to a database that stores data in a structured format,

using rows and columns. This makes it easy to locate and access specific values within
the database. It is "relational" because the values within each table are related to each
other.
What is the purpose of a relational database?
The Purpose and Features of a Relational Database. A relational database is one that
offers extremely complex and sophisticated queries and searches thanks to two
factors: tables and cross-referencing. It stores data as tables rather than plain lists,
making it easier to filter individual elements of each record.
What is an example of a relational database?
Popular examples of relational databases include Microsoft SQL Server,

Oracle Database, MySQL and IBM DB2. Cloud-based relational databases,
or database as a service (DBaaS), are also widely used because they enable
companies to outsource database maintenance, patching and infrastructure support
requirements.
What are the types of database?

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We discussed four main types of databases: text databases, desktop database
programs, relational database management systems (RDMS), and NoSQL and object-
oriented databases. We also talked about two ways to categorize databases based on
their logical design: operational databases and database warehouses
What are the 3 types of relationships in a database?
There are three specific types of relationships that can exist between a pair of tables:
one-to-one, one-to-many, and many-to-many.
Introduction to Access Databases
Access is a relational database. A relational database is a collection of data items

organized as a set of tables. In this lesson, you’ll get a chance to familiarize yourself
with the basic components of the database. First, we’ll look at some common database
terms. You’ll also take a closer look at the Navigation pane. We’ll introduce tables, table
relationships, queries, forms, and reports. Finally, you’ll learn how to close database
objects in Access.
Common Database Terms
Before you start learning more about Access procedures, let’s make sure that you have
a solid grounding in database terminology.
The following terms are commonly used in Access:
 File - A file is a collection of associated records.

 Record - All information (all fields/columns) for every item in a file is called a
record (or each individual line).
 Field - A record is divided into separate headings/sections and each is known as
a field - this could refer to each column/heading. There are different types of
fields, including:
o NUMBER fields, which can be sorted in ascending or descending numeric
order
o Currency and Date/Time fields
o TEXT fields, which can contain numbers and text that do not need to be
sorted, such as telephone numbers
 Data - Data is a collection of pieces of information.
 Database - A database is the organized collection of your data. The Access
database can be sorted, queried, or amended at any time.
 Database object - An object is a container for the work you want Access to
perform. It includes tables, macros, queries, forms, reports, and/or pages.
 Table - A table is a collection of data organized by categories called fields, into
unique sets of data called records.
 Datasheet - A datasheet is a different way of looking at a table, form query, or
stored procedure. It is displayed in rows and columns.
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 Query - A query is a request you make of your data to extract only the
information you want.
 Form - A form is a user-friendly interface used for entering or displaying data.
 Report - A report is similar to a form, but it only shows the information you want.
It is also the end result of a query. You can print a report.
Using the Navigation Pane

The Navigation Pane provides a way to open all of the database objects that make up
your database.
To expand or collapse the Navigation pane, and how to expand or collapse each of the
items listed in the pane.
To open the Navigation pane, select the bar on the left of the screen, titled “Navigation
Pane.”
The Navigation Pane displays all of the objects included with your database, including
tables, forms, reports, and queries. The sample database is organized with custom
categories.
1. Select a Category header to expand it (or collapse it).
2. Double-click on an object to open it.

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You can customize the Navigation Pane.

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1. Select the arrow in the Navigation Pane title bar.
Access displays a list.
2. Under the Navigate to Category, select the category that matches the objects
you wish to view.
You can also filter the contents of the Navigation Pane. Select an option
under Filter By Group to show only those items.
Understanding Tables and Table Relationships

Tables make up the backbone of your database. Tables have relationships to connect
data without having to store it in multiple places.
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Tables
Tables are made up of columns and rows. Each column is a field. A field is a single
piece of information. For example, a field could be Last Name, or Product description.
Each field includes some type of information relevant to the table you have created.
Each row is a record. A record is a meaningful and consistent way to combine

information about something. In other words, the record includes all of the fields and
their information about one unique item in the table. The same fields of information are
stored for each record in the table. Each record includes a unique ID known as the
primary key.
Table Relationships
One of the goals of good database design is to remove data redundancy or duplicate
data. In order to achieve this goal, you can divide your data into many subject-based
tables so that each fact is only represented once. Relationships are a way to bring the
divided information back together.
For example, in one table you could store customer information. The fields might
include the customer number, first name, last name, address and so on. In another
table, you might store order information. One of the pieces of information you may want
to store about orders is the customer who ordered it. You can simply use the customer
number, and then create a relationship between the two tables to access the rest of the
customer information.
To open a table, use the following procedure.
1. In the Navigation pane, select the arrow next to Northwind Traders.

2. Select Object Type from the drop-down list.
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2. Select the double arrows to the right of Tables. Double-click any table to open it.
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Notice the icon next to the tables.
Closing Database Objects

To close database objects, use the following procedure.
1. Right-click on the tab for the database object you want to close.
2. Select Close from the context menu. You can also select Close All to close all
open objects.
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Self-Help: You can also refer to the sources below to help you further
understand the lesson:
https://www.w3schools.in/mysql/ddl-dml-dcl/
https://www.geeksforgeeks.org/quiz-corner-gq/#DBMS%20Mock%20Tests
https://www.geeksforgeeks.org/introduction-of-3-tier-architecture-in-dbms-set-2/
https://www.geeksforgeeks.org/category/dbms/
Let’s Check
Activity 1. You just finished mastering the Evolution of HR Management & HR Information
System. Let us try to check your know-how of those terms. In the space provided, write the correct
answer being requested in the following statements:
TRUE or FALSE
_________1. HRIS is a system used to collect, store, manage, examine, retrieve, and distribute
data regarding an agency’s human assets.
_________2. Usual HR programs involve matters together with document maintaining,

recruiting, selection, training, employee relations, and compensation.
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_________3. Traditional activities involve day-to-day transactions that have to deal with record
keeping.
_________4. Transformational activities involve HR programs such as planning, recruiting,

selection, training, compensation, and performance management.
_________5. Transactional activities are those activities that add value to the organization – for
example, cultural or organizational change, structural realignment, strategic redirection, and
increasing innovation.
_________6. Operational Human Resource information system provide the manager with data
to support routine and repetitive human resource decisions.
_________7. Tactical Human Resource Information system provide managers with support for
decisions that emphasize the allocation of resources.
_________8. Strategic HRIS involved in long-term strategic planning.
_________9. HRMS includes every element of an HRIS but adds Talent Management and
global capabilities such as multi-lingual, multi-currency, country-specific formatting, and possibly
localization.
_________10. HCM is designed to manage people, policies and procedures.
Let’s Analyze
Activity 1. Getting acquainted with the essential terms in the study of HRIS is not enough; what also
matters is you should also be able to explain its inter-relationships. Now, I will require you to presentyour
answers thoroughly.
1. What is DATABASE? A database is a systematic collection of records,

generally stored and accessed electronically from a pc system. ... The
database control system (DBMS) is the software that interacts with cease
customers, programs, and the database itself to seize and examine the
facts.
2. What is DBMS?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
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3. What are the different relationships of DATABASE?
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
4. Give examples of DBMS tolls.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
5. Site some applications of DATABASE in the industry.
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
In a Nutshell
Activity 1. The primary purpose of the HRIS is to provide service, in the form of accurate and
timely information, to the “Clients” of the system.
The definition of the essential terms in the study of HRIS and the learning exercises that you have done,
please feel free to write your arguments or lessons learned below. I have indicated my argument
discussions learned.
1. The advantages of using HRIS, you may get your HR staffers out of the business of
administrative document-preserving. There’s no purpose for hr to be the dusty repository of data
locked in submitting cabinets that isn’t translated into relevant usable facts. As a substitute, freed
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of administrative record-preserving duties, hr can take part greater meaningfully in making plans
and management.
Your Turn
2.
Big Picture in Focus: ULO b.Demonstrate System Consideration in the design

of an HRISand Examine HRIS Users/Customers and Stages in Implementation
Metalanguage
A Human Resource Information System (HRIS) is an information system or managed

service that provides a single, centralized view of the data that a Human
Resource Management (HRM) or Human Capital Management (HCM) group requires
for completing Human Resource (HR) processes.
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In this section, the most essential terms relevant to the study of HRIS and to
demonstrate ULOb will be operationally defined to establish a common frame of refence
as to how the texts work in your chosen field or career. You will encounter these terms
as we go through the study of HRIS. Please refer to these definitions in case you will
encounter difficulty in the in understanding educational concepts in the business world
setting.
Please proceed immediately to the “Essential Knowledge” part since the first lesson is
also definition of essential terms.
Essential Knowledge
To perform the aforesaid big picture (unit learning outcomes) for the first three (3)
weeks of the course, you need to fully understand the following essential knowledge
that will be laid down in the succeeding pages. Please note that you are not limited to
exclusively refer to these resources. Thus, you are expected to utilize other books,
research articles and other resources that are available in the university’s library e.g.
ebrary, search.proquest.com etc.
Systems Considerations in the design of an HRIS
1. Introduction Successful implementation is the central goal of every HRIS project,

and it begins with a comprehensive design for the system. The chapter will begin
by identifying the potential users and the kind of information that the (HRIS) will
be managing/storing to facilitate decision making
2. HRIS Customers/Users: Data Importance Individuals who will be using the HRIS
can be split into two general groups: employees and nonemployees. The
employee category includes: Managers who rely on the HRIS and the data
analyzed by the analyst/power user to make decisions; Analyst/power users who
use the HRIS to evaluate potential decision choices and opportunities;
3. Technical staff who are responsible for providing a system that is usable and up-
to- date for each user and clerical employees who largely engage in data entry;
and employees who use the HRIS on a self-service basis to obtain personal
information.
4. The nonemployee group includes potential employees, suppliers, and partners.
Potential employees are those who might log in via a Web portal to search for
and apply for a position. Suppliers and partners are organizations that interface
with the HR function for a variety of purposes, from recruiting to benefits
administration and payroll.
5. MANAGER: The managers referred to within this section may have a variety of
titles: manager, director, vice president, and even CEO. What they all have in
common is that their primary HRIS need is to have real-time access to accurate
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data that facilitate decision making with regard to their people. The HRIS
provides the manager with data for performance management, recruiting and
retention, team management, project management, and employee development
6. Analyst/Officers: The analyst/officer is perhaps the most demanding user of the
HRIS. The primary role of the analyst is to acquire as much relevant data as
possible, examine it, and provide reasonable alternatives with appropriate
supporting information to facilitate the decision process of the manager. The
analyst is referred to as a power user because this person accesses more areas
of the HRIS than almost any other user.
7. Technician (HRIS Expert) HRIS experts straddle the boundary of two functions.
Their role is to ensure that appropriate HR staff have the access, information,
and tools necessary to do their jobs. HRIS experts do this by understanding what
is needed from an HR-process standpoint and then interpreting that into technical
language so that the technical staff—programmers, database administrators, and
application administrators—know exactly what to do
8. Clerical Employee Much like power users, these employees also spend a
significant portion of their day interacting with the HRIS. The difference is that of
depth. The clerical employee must understand the process required to enter
information into the HRIS and may also need to start the process or generate
periodic reports
9. Important Data Each customer/user of the HRIS has slightly different needs with
regard to what information he or she will be using. Specific data from the HRIS
database fit into three categories:
10. Information about people, such as biographical information and competencies
(knowledge, skills, abilities, and other factors) 2. Information about the
organization, such as jobs, positions, job specifications, organizational structure,
compensation, employee/labor relations, and legally required data 3. Data that
are created as a result of the interaction of the first two categories, for example,
individual job history, performance appraisals, and compensation information
11. HRIS Architecture Mainframe computers made by IBM Hosted payroll
applications for most systems Users of this systems are IT personnel and HRMS
administrators. Access to the mainframe could be done via a desktop monitor, no
processing was done locally. This architecture is commonly called a single-tier
computing system
12. System implementation Process Planning: The first key step is planning. This is
an absolutely critical step in any business process and especially in the design of
any large-scale software implementation involving multiple-process interfaces
13. Steps included in planning process Project Manager or Project Leader: Three
options: 1. Hire a consultant to be the project manager 2. Hire a full-time project
manager who has presumably been certified by the project management
institute. 3. Select someone who is involved in the project and temporarily move
him into a project management role.
14. Steering Committee/Project Charter: The steering committee is usually
composed of the project manager, the senior-management member who is the
project sponsor, and the lead employee from each involved area. Implementation
24
Team: The implementation team works with the project manager to complete the
actual software implementation
15. Project Scope: Project scope is defined as the needs of the various customers,
employees, and senior management. Management Sponsorship Process
Mapping: understand an existing process before starting any implementation.
16. Software Implementation: the actual software implementation is done here.
Customization Change Management: Change management focuses on the most
difficult part of the implementation process—the interaction between the user and
the software. Evaluation of Project: check what might have been done better
17. System Development Life Cycle Planning phase Requirement analysis Design
Development Testing Implementation Evaluation, support and maintenance
18. System design and acquisition Data Flow Diagram: Illustrates how data and
business process flows in the organization It is a logical model used in the design
phase Means of communication
19. Assessing system feasibility Technical-focuses on the current technological
capabilities of the organization. Operational- focuses on how well the proposed
system fits in with the current and future organizational environment. Legal and
political considerations.
Chapter 1: Evolution of Human

Resource Management and
Human Resource Information
Systems: The Role of
Information Technology
Multiple Choice Questions
25
1. The alignment of the HRM

function with organizational
goals is referred to as:
A. an HR balanced scorecard
B. Strategic human resources
management (Strategic HRM)
C. concreteness or congruence
D. Human Resources program
evaluation
ANS: B
26

evaluation
ANS: B
27

evaluation
ANS:
Stages in Implementation
1. Discovery and Planning Stage

 This begins during the sales process the continues post-sale.
2. Design
28
 This is not the physical design or arrangement of furniture or office.
Instead, what will the new system look like and how will be used in the
achieving the desired result? In the HRIS Design phase, the project team
and implementation team will be working out the various configurations
for the new system, defining roles, and standard procedures and processes.
3. Development Stage
 This stage prepares the entire system for going live. This includes
activities such as completing any customizations, developing user
trainings, and importing data needed in the implementation. HRIS
implementations, like any custom software development projects – the
problem must be solved first.
4. Testing Stage
 In this stage is the systems functionally aligned with the goals and
objectives of the project? In most cases extensive testing is done while
data is migrating to verify the integrity. Data Integrity means that the
information stored is reliable.
5. Deploying Stage
 The project and implementation team will evaluate the situation and see
the progress of the project. Prior to going live, the final data will be loaded
and validated. The project team will train other employees who will then
start working and using the new system.
6. Ongoing Support
 Once the Human Resource Information System is live, the purpose of the
project team will shift. Through time, as the users work within the system
evolves, adjustments and changes to the system configuration may be
needed.
 Throughout the implementation process, documentation of each action
taken, ana d decision must be recorded. This will provide the ongoing
maintenance team with the roadmap to follow while working on the
updates, adjustment and development.
The following are various steps of the planning process include, but not limited to the following:
 Project Manager/Project Leader

 Steering Committee/Project charter
 Implementation Team
 Management Sponsorship
 Process Mapping
 Software Implementation
 Customization
 Change Management
 Go Live
 Evaluation of the Project
 Potential Consequences
29
https://www.managementstudyguide.com/systems-considerations-in-design-of-hris.htm
https://www.corwin.com/sites/default/files/upm-binaries/25451_Ch3.pdf
Banaag, Francis B. Et. al. (2016). Human resource information system. Manila:
Philippines: Unlimited Books Library Services & Publishing Inc.
Let’s Check
Activity 1. You just finished mastering the HR Information System. Let us try to check your know-
how of those terms. In the space provided, write the correct answer being requested in the following
statements:
____________1. Its role is to develop much relevant data as possible, evaluate and retain
relevant alternatives with supporting information to facilitate the decision-making process of
managers.
____________2. The project and implementation team will evaluate the situation and see the
progress of the project.
____________3. It starts by identifying which information should be acquired.
____________4. They also need some basic information to complete the process and facilitate
assistance to the users in case problems may arise during and after the implementation.
____________5. During this period, the project team will be created.
____________6. Once the project is executed, continuous assessment is necessary to recognize

the loopholes or major drawbacks in the system and devising a plan action for overcoming
drawbacks.
____________7. It also needs to understand the implementation of process required to enter

information in the HRIS and may also need to start the process or generate required reports.
____________8. What they have in common is their HRIS need which is to have an on-time
access to accurate data that facilitate decision making with regard to their people.
_____________9. In this process acceptance of users is determined, whether the HR users

accepts the perception of Human Resource Information System.
30
_____________10. In this stage is the systems functionality aligned with the goals and
objectives of the project.
Let’s Analyze
Activity 1. Getting acquainted with the essential terms in the study of HRIS is not enough, what also
matters is you should also be able to explain its inter-relationships. Now, I will require you to explain
thoroughly your answers.
1. Stages of Implementation
a. Discovery and Planning Stage
The initial meetings and documentation developed as a teamwork to identify the process and
methods that will be using. Current issues and potential solutions will take into consideration. An
important part of this stage is developing the project plan, which will serve as a guide throughout the rest
of the project.
b.
In a Nutshell
Activity 1. The study of HRIS is indeed an advantage to becoming a HR manager. It can be a very
complex study that requires a more in-depth knowledge of the financial industry outside the classroom
and school.
A. The topics that need to be discussed during the various steps of the
planning process include;
1. Project Manager - is an expert inside the field of project
management. Project managers have the obligation of the
planning, procurement and execution of a task, in any task
that has a described scope, defined start and a described
end; regardless of enterprise. Assignment managers are first
factor of contact for any issues or discrepancies bobbing up
from inside the heads of diverse departments in a
corporation before the hassle escalates to better
government, as undertaking consultant.
Your Turn
2.
31
QUIZ
Evolution of Human Resource Management and Human Resource Info Systems:

The Role of Information Technology
1. The alignment of the HRM function with organization goals is referred to as:
B. Strategic human resources management (Strategic HRM)
C. Concreteness or congruence
D. Human Resources program evaluation
2. To add value to HRM, the use of an HRIS is focused primarily on increasing which
following kind of tasks or activities?
A. Transactional
B. Benchmarking
C. Transformational
D. Re-engineering
32
3. Decision support systems:

A. Enable users to develop “what if” scenarios.
B. Computations and calculations used to review and document human
resources decisions and practices.
C. Systems that recommend actions the user can take based on the information
provided.
D. The set of topics on which the human resource information system collects
and maintains information.
4. To improve the effectiveness of the HR function, activities that can be handled

through computerization are:
A. Strategic planning
B. Transactional
C. Transformational
D. All of the above
5.In the system model of organizational functioning in the book, the general factor that
can cause changes for all the other factors of the total system is:
A. The HR strategy of other firms in the market place

B. The amount and sophistications of HRIS technology
C. The strategic management system
D. The national culture where the organization operates
6. The system model of organizational functioning indicates that the strategy of the firm,
the HR strategy, and HR programs.
A. Should be in alignment
B. Should impact only on HR metrics
C. Should drive the competition for resources
D. Should define proper HRIS developing and use
7. The change in focus of the HRM function as adding value to the organization’s
product or service is characteristic of the _________era.
A. Computerization
B. Post-war
C. Cost-effectiveness
D. Social issues
8. A key benefit of any HRIS is:

33
B. The number of software applications in the system
C. Comprehensive reports on employee’s health status
D. The generation of reports
E. Up-to-date technical hardware & software
9. According to the book, an HRIS:

A. Is defined only by the software-hardware configuration it uses
B. Is used to store data for use by the MIS department
C. Includes people, forms, procedures, and data
D. Can not be manipulate and analyze data
10 The resources that are available to organizations to complete in the market place
are:
A. Technology, human, technology
B. Physical, human, technology
C. Financial, technology, inventory
D. Financial, physical, and human
11. The effectiveness management of human resources in a firm to gain a competitive

advantage in the market place requires:
A. Timely and accurate information on current employees
B. A vice-president representing the HR function
C. The use of Decision Support Systems (DSS)
D. Outsourcing of transaction HR activities
12. The activities during the pre-World War II era included all the following except for:
A. Record keeping of employee information

B. The growth of trade unions
C. Scientific management was the prevailing philosophy
D. Very few government influences in employment relations
13. The historical era in which employees started forming trade unions was:
A. Pre-World War II era

B. Post-World War II era
34
C. Social Issues era
D. Cost-effectiveness era
14.In the development and implement of an HRIS, the two most important aspects are
A. The proposal to management and the needs analysis

B. The system specifications and the system design
C. The documentation and the system design
D. The document and evaluation
15. An HRIS that supports regular and ongoing decisions are called:
A. Transactional systems
B. Management Information systems
C. Executive Information systems
D. Transformational systems
Week 4: HRIS Needs Analysis

Evolution of HRIS
Before the conception of HRIS management didn't pay much attention to the data of its
personnel. One of the main reasons that HRIS was developed was due to the
government legislation and the implementation of initiatives such as EEO (Equal
Employment Opportunities), OSHA (Occupational Safety and Health Administration)
and AAP (Affirmative Action Program). These initiatives were launched during the
1960'sand 1970's and many organizations were then faced with the responsibilities of
maintaining statistics and records to provide evidence that they were in compliance with
the newly implemented laws. And faced with the high volumes of employees within their
organizations then came the need for a computer based system to provide aid in the
completion of the tasks at hand
At the beginning management allocated the responsibilities to information
personnel. Then information specialists then started to work with users from the Human
Resources department to develop and enter data into large scale computers that where
located in the company's information service department and with the implementation of
35
the microcomputer HR able to process and implement HRIS information in their own
area either in stand-alone systems or connected by LAN to the company's network.
36
37
38
39
40
41
42
Evolution of Human Resource Management and Human Resource Information
Systems: The Role of Information Technology
1. Evolution of Human Resource Management and Human Resource Information

Systems: The Role of Information Technology
2. NEED FOR HRIS: THE EXTERNAL ENVIRONMENT
Government Regulations EEO -1 Report Employee Composition Increased
Records and Reports Court Decisions New Laws Michael J. Kavanagh, Mohan
Thite, and Richard D. Johnson - Human Resource Information Systems: Basics,
Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
3. EXTERNAL ENVIRONMENT Technology Labor Market Societal Concerns
Lans, Portals
Labor Market
Human Resources Planning
External Environmental Scanning
Societal Concerns
Employee Information
Requests
Privacy Issues
Pollution
Community
Awareness
Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource

Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE
Publications, Inc.
4. EXTERNAL ENVIRONMENT Competition Compensation Management

Labor Market Surveys Compensation Planning.
Information Systems: Basics, Applications, and Future Directions, 2e © 2012
SAGE Publications, Inc.
5. HISTORICAL ERAS IN HRIS
Pre-world War II Reactive, Caretaker Activity Record Keeping Manual Not Major
Part of Business
43
6. POSTWAR: 1945-1960 Importance of Employee Morale
HR Part of Operating Costs, Not inMainstream Payroll Automation R & D in
Selection Mainframe Usage by Defense Industry in HR.
7. SOCIAL ISSUES PERIOD: 1963-1980
Social Issues Legislation Impact HR Protector Of Employees Intro Of IBM
360Advent Of MIS Paperwork & Reporting Increases HR Now More In
Mainstream Of Operating Budget.
8. COST-EFFECTIVENESS: 1980-1990
HR Cost Justify
Activities Increased
Role Due To Paperwork Required In Legislation
Microcomputers & Software Advances
HRIS Capabilities Lower In Cost
Increased Emphasis On R&D
Utility Analysis Critical
9. TECHNOLOGY ADVANCEMENT ERA (90S-TODAY)
HRIS Commonplace- High Technology (Internet)
Microcomputer Capacity Increases
HR Main Part of Strategy Planning - Strategic Partner
Globalization of Companies
Hardware-software Tools in Decision-making
10. THE EVOLUTION OF STRATEGIC HRM
Contingency Perspective and Fit
Resource - Based View of The Firm and Social Capital,
HR System Components and Structure
44
Expanding the Scope of HRM Beyond the Focal Organization
Achieving HR Implementation and Execution, By Translating the Rhetoric into
Practice,
Measuring the Outcomes of SHRM by (E.G., Balanced Scorecard Approach)
Research Methodological Issues That Stress the Importance of Evidence Based
Management
Adoption and Use of HR Metrics
Application Of “Six Sigma" Processes To HRM.
11. COMPETITIVE ADVANTAGE
Three Categories of Resources:
Physical
Organizational
Human Most Critical
12. ACTIVITIES OF HR Transformational Traditional Transactional
Wright, McMahan, Snell, & Gerhart, 1998Transactional
13. HR ACTIVITIES & TIME SPENT
Transactional (65-75%)
Benefits Administration, Record Keeping, Employee Services
Traditional (15-30%)Recruitment, Selection, Training, Performance Management,
Compensation, Employee Relations
Transformational (5-15%) Knowledge Management, Strategic Redirection and
Renewal, Cultural Change, Management Development
Added Value
14. INTERFACE BETWEEN HR AND TECHNOLOGY
IT As A Tool Not A Substitute for People
How Might the Changes in Technology Impact the Role and Perceptions of HR
Departments and Professionals?
How Might Technology Aid in The Advancement of Strategic HRM?
15. HRIS Human Resources Information System (HRIS)
Computerized System That Provides Current and Accurate Data for Purposes of
Control and Decision Making.
Benefits: Store and Retrieve of Large Quantities of Data.
Combine and Reconfigure Data to Create New Information.
Institutionalization of Organizational Knowledge.
Easier Communications.
Lower Administrative Costs, Increase Productivity and Response Times.
16. HRIS DEFINITION Not Just Hardware-software
Includes People, Forms, Policies, Procedures, And Data
Purpose – Provide Service
Variety of Users
45
Strategic Tactical
Operational Decisions
17. E-HRM & HRIS Electronic Human Resource Management (E-hrm)
Information Technology (E.G., Web) central Component
Application and Hr-function Focused
HRIS
Technology and Processes (E.G., Databases, Enterprise Resources Planning
(ERP) Architecture, Smart Phones, Etc.) That Support Employee Access to HR
Data and The Move To E-hrm.
18. BIGGEST ADVANTAGES OF HRIS
Reduced Manual Handling and Paperwork
Or
Enables Greater Impact of Paperwork on Business Operation
Reports
Analysis
Negotiations
Communications
19. INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1)
Organizational Level
Type of System
Major Goal and Focus
HRM Example
Operational
Transaction Processing System
Improved transaction speed and accuracy
Improved efficiency in the processing of daily business transactions
Automation of routine transactions
Reduced transaction costs
Payroll processing
Time and attendance entry
Managerial
Management Information System
Provides key data to managers
Supports regular and ongoing decisions
Provides defined and ad-hoc reporting
Producing EE03 reports
Calculating yield ratios for recruiting
Calculating per-capita merit increases
Executive
Executive Information System
46
Provides aggregate, high-level data
Helps managers with long-range planning
Supports strategic direction and decisions
Succession planning
Aggregate data on balanced scorecard
20. INFORMATION SYSTEMS PROVIDING SUPPORT FOR HRM (Table 1.1
Cont.)
Organizational Level
Type of System
Major Goal and Focus
HRM Example
Boundary Spanning
Decision Support System
Interactive and iterative managerial decision-making
Supports forecasting and “what-if” analysis
Supports business simulations
Staffing needs assessment
Labor market analysis
Employee skills assessment
Expert System
Embed human knowledge into information systems
Automate decisions with technology
Résumé keyword searches
Office Automation Systems
Designing documents
Scheduling shared resources
Communication training room scheduling
Collaboration Technologies
Supports electronic communication and collaboration between employees
Supports virtual teams
Communication support for e-learning
Online meetings and shared documents
HR departmental wikis
Enterprise Resources Planning System
Integration and centralization of corporate data
Share data across functional boundaries
Single data source and common technology architecture
Orangery
Oracle/PeopleSoft
Lawson HRM
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SAP
21. SYSTEM DEVELOPMENT LIFE CYCLE (SDLC)
Five General Phases:
(1) Planning
(2) Analysis
(3) Design
(4) Implementation
(5) Maintenance
Begins with Planning and Ends with Continuous Evaluation
22. A MODEL OF ORGANIZATIONAL FUNCTIONING
Organic model
HRIS is critical to the efficient operation of an organization
Interrelatedness between the strategic management system, the strategic HRM
system, and the performance goals, business and HR ,are generated during the
strategic planning process.
The HR Goals Drive the HR Programs That Provide Management the Tools for
The Efficient and Effective Use of Employees
The HRIS Has Become Increasingly Important in Supporting the HR
Management System as well as in Strategic Planning
HR Metrics and Cost-benefit Results (Value Added and Return on Investment -
ROI),
Are in Continual Interaction
National Culture Impacts Entire Model Through Strong Effects on External
Environment
External Environment Influences Internal Functioning of Organization
Interaction Between Strategic Management System and Strategic HRM Will
Improve the Functioning of the Organization.
Most popular modules of HRIS

“HRMS” can be a slippery term. Some vendors use it to describe a basic employee
database with limited functionality, onto which can be bolted a number of compatible
modules, each providing software support for one of the different HR functions listed
below. Others use it as a blanket label for a broader system that actually includes most
if not all of the following modules in a single streamlined package. Whatever the
definition, here are brief descriptions of the ten most common modules by HR function,
together with the key features for each.
The most popular HR system modules include:

48
 Core HR and payroll (as standard)
 Recruitment
 Onboarding
 Performance management
 Benefits administration
 Workforce management
 Time and attendance
 Absence and leave management
 Learning and development
 Talent management
 HR analytics
HRMS module 1: Recruitment

A recruitment module should handle all your internal form-filling and authorization
processes; allow managers +/or HR to post advertisements and supporting
documentation online, offer applicant tracking and even initial sifting. There may also be
functionality to build talent pools which can then be ‘trawled’ for suitable candidates
when a vacancy becomes available. Of all HR technology, it’s recruitment modules that
have embraced social media to the greatest extent – for example, compatibility with
LinkedIn and other platforms are increasingly found as standard – and social
capabilities are a key topic when questioning vendors.
Common recruitment module features include:
 Customized pipelines for different roles

 One-click posting of jobs and job descriptions to a variety of jobs boards
 Automated assessment processes, inc. interview scheduling
 Applicant tracking
 Resume parsing
 Standard metrics and analytics for candidate profiles
 Mobile app
 Gamification (though opinion is divided between the pros and cons)
 Social media interface
 Digitized offer management
HRMS Module 2: Onboarding
Once you have your new hires, they need to be guided through your organization’s
onboarding and induction procedures. This process can benefit from automation,
significantly reducing the burden on both managers and the HR team: new recruits can
be ‘introduced’ to the necessary people and to the organization itself; there may be
49
automatic notifications to relevant departments for issues such as building access, user
accounts, security passes, etc. In an ideal system, the onboarding functions also
interface with the performance and talent management modules.
Common onboarding module features include:
 Pre-first day preparation

 Easy (and paperless) set up of accurate employee records
 Provision of essential information about the company and key personnel
 Gamified learning
 Automatic scheduling of essential meetings
 Compliance with legislative mandates
 Goal-setting as a basis for probationary period
HRMS Module 3: Performance Management

Automating the appraisal process, recording and tracking objectives and targets, this
module should incorporate your competence framework, job standards and/or other
relevant systems.
Common performance management module features include:
 Setting and managing goals

 Links to competency framework
 Scheduling of appraisal meetings
 360 performance feedback
 ‘In the moment’ feedback tools
 Big Data gathering for a broader picture of individual performance
 Links to talent management and succession planning functions
HRMS Module 4: Benefits Administration

Benefits management is all about providing timely information and aiding employees to
make the right choice for their circumstances. This module should manage and monitor
employee benefits, healthcare and pension/welfare packages, tracking enrolment
options and any financial implications.Common benefits administration module features
include:
 Online open enrollment
 Automated communication of enrolment options and information
 Plan comparison tool to aid employee choices, inc. costs and contributions breakdowns
 Automatic event management of the benefits life cycle
 Legislative compliance for your territory
50
HRMS Module 5: Workforce Management
Primarily a scheduling function, this module should link closely to (and is often
combined with) time and attendance and leave management. Similarly, real-time
functionality may involve linkages to other business intelligence systems such as ERP
and CRM to match workforce deployment to shifting needs.
Common workforce management module features include:
 Scheduling and shift management

 Workflow monitoring
 Management dashboard with real-time data and metrics
HRMS Module 6: Time and Attendance
Alongside payroll, this is probably one of the longest-standing HR automations: the time
clock. These days, such systems often incorporate biometric identification to avoid
‘buddy punching’ and will link directly to (or be an integral part of) the workforce
management module, with information links to your payroll and accounting software.
Common time and attendance module features include:
 Employment attendance tracking

 Time clock management
 Biometric systems
 Functionality for remote and mobile workers
 Legislative compliance (e.g. minimum mandated rest breaks)
HRMS module 7: Absence and leave management
Again, often linked to the time and attendance and workforce management functions,
your leave management module is an automated way to allocate, book, approve, track
and monitor any absence from the workplace. It may be for vacations, compassionate
reasons, illness, parental leave, even jury duty. Request and approval processes should
be streamlined and the outcomes incorporated into team calendars where appropriate.
Common absence and leave management module features include:
 Self-service leave requests

 Integration with workforce management (scheduling) and time and attendance functions
 ‘Account management’, tracking accrued vacation time and usage.
 Metrics and analytics, including absence levels and trends
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HRMS Module 8: Learning and Development
Often using the outcomes of the performance management process as a starting point,
this module may produce individual training plans for staff, deal with bookings (for
training courses and other learning options), and manage the follow-on evaluation and
feedback process, while tracking training expenditure against budget allocations.
Common learning and development module features include:
 Learning portal
 Training recommendations linked to role, skillset, and career aspirations
 Individual user learning plans
 Setting and managing goals
 Links to competency framework
 Streamlined learning administration (reducing the HR overhead)
HRMS Module 9: Talent Management
Focusing on identifying individuals with potential, this module should assist with setting
up talent pipelines with specific roles and succession planning in mind. Links to
recruitment, learning and development and performance management should be
seamless.
Common talent management module features include:
 Succession planning
 Alignment with organizational strategic business goals
 Identification of career paths and individual career planning
 Integration with key recruitment campaigns
 Reward benchmarking (internal and external)
HRMS Module 10: HR Analytics

Often incorporated as functions within other modules, HR analytics provide reporting
capabilities (frequently in the form of libraries of HR metrics and benchmarks) assessing
and analyzing the data gathered and stored with the HRMS (and other business
systems) to provide strategic and predictive insights that can be used to guide the
business strategy of the organization.
It is important to note that some of these modules might overlap, for example, benefits
management might fall under the payroll banner; and indeed payroll itself (and/or
52
compensation management, taking in the wider reward and recognition packages) is
often viewed as an HRMS module as well as a stand-alone function or application.
Week Five:Human Resource Design and Acquisition
Design of HRIS
The four steps involved in designing of HRIS are as follows:
1. Determination of Information Needs

2. Designing the System
3. Implementation
4. Monitoring and Evaluation.
1. Determination of Information Needs:
Data and information are basic inputs for decision making activity. Managers at different
levels may need different types of information. Hence, identification of information
needed by the managers becomes the first step in designing HRIS. This involves a
perspicacious study of the activities carried out in the organization.
Work patterns, their relationship and constraints affecting the HRIS also need to be
analyzed. Yes, these factors may differ from organization to organization and from
industry to industry and even from time to time in case of the same organization and
industry.
2. Designing the System
At this stage, the flow of information is structured in such a manner that it is economical
and matches with the information needs of managers. It is important to mention that
HRIS as a sub-system of Management Information System (MIS) does not require a
separate design. However, designing HRIS may require developing preferred
processing techniques for desired data set by managers at different levels.
3. Implementation
This is the stage when the HRIS is actually set up. In order to handle the system
effectively, employees are imparted the necessary skill through orientation and training
programs. Besides, facilities are increased and upgraded, procedures are properly
53
streamlined with an objective to integrate the HRIS with various organizational
components in existence.
4. Monitoring and Evaluation
It involves measuring the performance, or say, contribution of the system to the overall
human resource management of the organization. By doing so, gaps are identified and
corrective steps are taken to ensure its smooth operation. The system is evaluated on a
regular basis so that it is evaluated in the light of changes taking place from time to time
within and outside the organization.
BENEFITS
54
Forum/Discussion
QUIZ
55
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or
answers the question.
1.Human resources management refers to:

a. the management of people in organizations.
b. concepts and techniques for organizing work activities.
c. all managerial activities.
d. concepts and techniques used in leading people at work.
e. management techniques for controlling people at work.
2). The knowledge, education, training, skills, and expertise of a firm's workers is
known as:
a. physical capital.
b. management's philosophy.
c. human capital.
d. production capital.
e. cultural diversity.
3.Human resources practices that support strategy include:

a. performance management.
b. production scheduling.
c. policies and procedures.
d. staffing practices.
e. rewards practices.
4. A company utilizes a system to measure the impact of Human Resources which

balances measures relating
to financial results, customers, internal business processes and human capital
management. This system is
knows as the:
a. HRIS.
b. balanced strategy.
c. Human Capital Index.
d. balanced scorecard.
e. none of the above.
5.You have been tasked with building employee engagement at the firm you work for.
Strategic human
resources initiatives you would consider implementing include:
a. employee recognition programs and management development programs.
b. diversity programs.
56
c. employee recognition programs.
d. employee relations activity.
e. job design indicators.
6.HR department staff members are traditionally involved in key operational

responsibilities. Which of the
following is an operational responsibility?
a. setting goals and objectives
b. collecting metrics
c. analyzing metrics
d. interpreting human right laws
e. interpreting health and safety legislation
7.Being completely familiar with employment legislation, HR policies and procedures,

collective agreements,
and the outcome of recent arbitration hearings and court decisions is most closely
related with which of the
following HR activities?
h
a. serving as a consultant
b. formulating policies and procedures
c. offering advice
d. providing services
8. The practice of contracting with outside vendors to handle specified functions on a

permanent basis is
known as
a. hiring temporary employees.
b. payroll and benefits administration.
c. contract administration.
d. outsourcing.
e. labor-management relations.
9.The company's plan for how it will balance its internal strengths and weaknesses with
external opportunities
and threats in order to maintain competitive advantage is known as
a. HR strategy.
b. strategy.
c. environmental scanning.
d. policies and procedures.
e. none of the above.
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10.Rita is the HR Director of a manufacturing company. She recently undertook

research to identify competitor
compensation and incentive plans, information about pending legislative changes and
availability of talent
in the labor market for the upcoming strategic planning meeting. Rita was conducting:
a. environmental scanning.
b. an employee engagement survey.
c. an external market surveys.
d. an environmental study.
e. an external opportunities/threats study.
11.The HR manager of Smith & Yu company was heavily involved in a downsizing

exercise of the company's
sales force due to an economic downturn. He was also involved in arranging for
outplacement services and
employee retention programs as well as restructuring of the business following the
downsizing. This is an
example of HR's role in:
a. formulating strategy.
b. operational activities.
c. environmental scanning.
d. environmental scanning and executing strategy.
e. executing strategy.
12. The core values, beliefs, and assumptions that are widely shared by members of
an organization are known
as:
a. organizational climate.
b. the strategic plan.
c. the mission statement
d. organizational culture.
e. the pervading atmosphere.
13.The ratio of an organization's outputs such as goods and its inputs such as capital,
is which of the following:
a. productivity.
b. workforce diversity.
c. outsourcing.
d. an internal environmental influence.
e. the labor markets.
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14.When unemployment rates fall:
a. training and retention strategies increase in importance.
b. there is always a greater demand for services and training strategies increase.
c. unions are more likely to organize workers.
d. there is always a greater demand for services.
e. retention strategies increase in importance.
15.Mortgage Financial needs to recruit 10 employees for a period of three months to

assist its team of
underwriters during the busy season. The company does not want to provide these 10
employees regular
full-time or part-time status. As the HR manager, what would you suggest the company
do in this situation?
a. increase the workload of staff
b. use contingent employees
c. outsource the underwriting function
d. do nothing about the situation
e. develop a retention plan
16.The characteristics of the work force are known as:

a. unionization.
b. organizational climate.
c. diversity.
d. demographics.
e. population trends.
17.The single most important factor governing the size and composition of the labor
force is:
a. population growth.
b. the death rates.
c. the birth rates.
d. immigration patterns.
e. diversity.
18.Any attribute that humans are likely to use to tell them, "that person is different from
me," and thus includes
such factors such as race, gender, age, values and cultural norms, is known as
a. characteristics.
b. diversity.
c. minorities.
d. differences.
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e. perceptions.
19.Baby boomers:
a. are currently causing a great deal of competition for advancement.
b. will be increasing rapidly in numbers over the next few decades.
c. were born between 1946 and 1965.
d. have had very high fertility rates.
b. hazzled
a. resulted in a focus on recruitment and selection in organizations in the past.
20.Characteristics of Generation X employees include:

a. action-orientedness
b. eagerness to make a contribution.
c. a desire for work/life balance.
d. mastering of technology
e. sense of security linked to corporate loyalty.
21.The Sandwich Generation refers to:

a. individuals who are caught in the generation gap.
b. individuals with responsibilities for young dependents and elderly relatives.
c. Generation Y.
d. employees who have to bring their lunch to work because they can't afford to
eat out.
e. employees with older and younger coworkers.
22.If you were the HR advisor of a company where the majority of the workforce
consisted of employees born
after 1980, what initiatives would you recommend providing to keep the group
challenged?
a. job security
b. empowerment and challenging work
c. continuous skill development
d. flexible work arrangements
e. eldercare benefits
23. If you were the HR advisor of a company where the majority of the workforce
consisted of employees born
before 1965 what initiatives would you recommend providing to keep the group
challenged?
a. job security
b. flexible work arrangements
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c. onsite gym facilities
d. independent work
e. eldercare and pension benefits
24.Canadians who are functionally illiterate are:

a. involved in academic upgrading through their place of employment.
b. older Canadians who did not have the opportunity to attend school.
c. exacting a toll on organizations' productivity levels.
d. able to perform routine technical tasks without assistance.
e. no longer in the work force.
25.Which of the following statements is true of the Hawthorne Studies?

a. Treating workers with dignity and respect was found to have a weak correlation
to productivity.
b. Worker morale was greatly influenced by such factors as the supervisor's
leadership style.
c. The conclusions had little impact on management practices.
d. Researchers were not interested in the factors influencing worker morale and
productivity.
e. Economic incentives were found to be the most closely linked to productivity.
26.Which of the following activities was part of the traditional role of personnel
management in the early
1900s?
a. environmental scanning
b. coaching and mentoring
c. being part of the strategy planning discussions
d. hiring and firing employees
e. handling union-management relations
27.In the early 1900s, personnel administration, as it was then called:

a. focused on trying to improve the human element in organizations.
b. was closely tied to union-management relations.
c. served a key advisory role in organizations.
d. played a very subservient role in organizations.
e. was highly influenced by laws and regulations.
28.The second phase of personnel management arrived in the 1930s with:

a. health and safety legislation.
b. a decrease in unionizing activities.
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c. a decrease in unionizing activities and minimum wage legislation.
d. the decreasing momentum of the scientific management movement.
e. minimum wage legislation.
Week Six: Cost Justifying HRIS Investment
The value-added approach
With so many transactional activities to keep HR busy, it can be difficult to know if we

are actually having an impact on the business. Transactional activities alone do not
add value unless they are integrated into organizational goals. Whatever we as HR
professionals spend time on, whether recruiting efforts, customer service, or product
innovation, it must demonstrate value.
Process and Paperwork

It’s got to be done, right? No doubt about it, there is always process to follow and
forms to keep track of, enter, and file. If it doesn’t happen, employees don’t get paid,
or they lose benefits.
However, focusing on what HR does instead of what HR delivers can hinder the
overall ability to provide value to stakeholders. It is not HR that decides what people
want or need; it is the receiver that decides the value.
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According to research from Harvard Business School, “Value in this light is defined by
the receiver more than the giver. HR professionals add value when their work helps
someone reach their goals. It is not the design of a program or declaration of policy
that matters most, but what recipients gain from these actions. In a world of
increasingly scarce resources, activities that fail to add value are not worth pursuing.
The HR value proposition means that HR practices, departments, and professionals
produce positive outcomes for key stakeholders, employees, line managers,
customers, and investors.”
What does this mean to HR? Consider your flexible work policy, for example. If you
have one, it may have been written many years ago when technology wasn’t as
accommodating to telecommuting as it is now. Today, in most industries, employees
can work from anywhere at any time. But, if your policy still restricts telecommuting or
has stringent “clock in and clock out” mandates, it’s time to re-evaluate.
Your current policy may no longer be providing the value that it once did, ensuring that
employees were onsite to meet customer and product demand. As business has
changed, so should your policy. If policies are not updated, they lose the value they
once provided and actually begin to inhibit growth and innovation. If the HR added
value is lost, lose the policy.
Competitive Advantage
Having the best swag and booth space at a career fair appears to be competitive. The
initial reaction is that placement and materials keep your organization in line of sight
with potential candidates and helps strengthen your recruiting pipeline. But is that
true? Does this effort alone create value? Does having the best booth create
competitive advantage?
Competitive advantage is something that differentiates your organization from the
next. Whether it’s through brand visibility, campus recruiting strategy, or training
initiatives, the way you create value is how you increase your ability to compete on a
higher level. Are you offering the newest employee engagement
software and employee rewards system? How up-to-date is your onboarding system?
Take everything into consideration when thinking about how you stand up to
competition.
Harvard Business School research defines it this way, “Competitive advantage exists
when a firm is able to do something unique that competitors cannot easily copy. And
what it does better than its competitors must be highly valued by its customers,
owners, employees, or managers. Let’s use Nike as an example. From product
creation to the marketing used to influence customers, each team within the Nike
organization aligns their performance goals to the business goals. HR should do the
same… if HR is to create competitive advantage, it must create substantial value with
similarly concrete results…by creating human abilities and organizational capabilities
that are substantially better than those of the firm's competitors…”
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Value Creation
Often times, HR is tasked with creating programs that will help the organization. From
training and mentoring to healthcare events, these programs can provide great benefit
to employees. But sometimes, we get caught up in doing what we think employees
want, without actually knowing what they want. As we discussed earlier, HR added
value is defined by the receiver. So, to help you determine how best to add value,
consider the following questions (provided by Dave Ulrich and Wayne Brockbank )
• What are the organizational capabilities that my company must have to create
products and services that result in our customers' taking money out of their wallets
and putting it into ours instead of giving it to our competitors?
• What employee abilities do our people need so that they can understand and
respond to short-term and long-term market demands?
• How do we invest in HR practices that deliver business results?
• How do we organize HR activities to deliver maximum value?
• How do we create an HR strategy that sets an agenda for how HR will help our
company succeed?
• How do we ensure that HR professionals will know what to do and have the skills to
do it?
Understanding the business needs will help you align HR goals appropriately and
assess where time should be spent, to impart the most value to your stakeholders.
MEASURING HUMAN RESOURCE EFFECTIVENESS: WHY DO IT?
• Market the function

• Provides accountability
• Demonstrate contribution to bottom line • Cost justify HRM programs
• Tie to strategic planning
Kavanagh, Human Resource Information Systems, Third Edition© 2015 SAGE Publications, Inc.
IDENTIFYING HRIS VALUE
 HR moving from being a cost center to profit center (Cascio, 2000)

 Traditional financial measures not sufficient – Many HR outcomes areintangible,
ex. Employee engagement
 Direct (hard) & Indirect (soft) benefits
 Implementation costs:
o Direct (h/w, s/w, customization);
o Indirect (lost productivity)
 Timing of benefits (short & long term)
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QUIZ:
1. Why should HR learn the business language (business language=$$ dollars)? 5
reason
a. Increase perceived value of the HR function
b. Demonstrate contribution to bottom line - not just cost center
c. Provide Accountability
d. Tie to strategic planning
2 Many HRIS implementations fail because _____ ______ was not done as part of the
business case for the justification of the HRIS project
3. Strategies for justifying HRIS investments fall into what two categories?
A.
B.
4.Risk avoidance definition

Ans.
5. Example of when Risk avoidance strategy would be used

Ans.
6. Organizational enhancement strategy Definition
7. What are two measurements the Organizational enhancement strategy highlights?

Ans.
8. Why is Organizational enhancement strategies harder to sell to decision makers

compared to Risk avoidance strategies?
65
Ans.
require more rigorous support and are subjected to more intense scrutiny by
decision makers
9. What are the 7 guidelines for a successful HRIS CBA?

Ans.
10. Cost benefit analysis definition

Ans.
11.How can a cost benefit analysis be presented mathematically?

Ans.
12. Knowledge of capital, cash flow, ROI, payback period, NPV and IRR are required to
understand CBA? T/F
Ans.
13.What are three basic pieces of info need to conduct CBA?

Ans.
14.HR______ can be a good place to start in identifying the areas of cost

Ans.
15.What are 6 areas of cost metrics can measure?

Ans.
66
EVALUATING HUMAN RESOURCE PRACTICES:
APPROACHES
 Audit approach – Key Indicators reviews outcomes of HR functions
benchmarking
 Analytic approaches – best practices
1. determines whether program had intended
effect/impact: Fitz-Enz
2. estimates costs / benefits of program utility analysis:
(CBA)
 Kavanagh, Human Resource Information Systems, Third Edition© 2015 SAGE

Publications, Inc.
HRIS COST BENEFIT ANALYSIS

 Language of business is dollars & HR should learn this language
 HRIS CBA: Comparison of projected costs & benefits
 Covers full suit of HRIS functionality (transactional/ traditional/ transformational)
 HRMetrics:Absencerate/Costperhire/Healthcare costs/ HR Expense factor/
Human capital ROI & value added/ training costs/ turnover costs/ OHS costs...
 Compare costs/ value within & outside
JUSTIFYING HRIS COSTS

 Risk Avoidance strategies
 Organization Enhancement Strategies: Increased revenue or reduced costs due
to new/ improved HRIS
 Evolution: Manual to automation; web applications; further improvements will
have incremental not radical benefits; Value add is seen as more important than
cost reduction but how to measure it?
GUIDELINES TO SUCCESSFUL CBA (Table)

67
Key Description
The objective of any HRIS CBA is not to purchase
The objective is improving
specific hardware or software. The objective is to
organizational effectiveness.
improve organizational performance.
Start each analysis with an open mind, not an
Be honest with yourself.
investment to justify.
The analysis should focus on the improvement in
organizational functionality that is to be achieved.
Focus on functionality, not
Start with that functionality, and let it lead to the
products.
product. Don’t start with the product and attempt to
identify ways to justify its purchase.
Examine costs only after you have completed the
Estimate benefits first.
analysis of benefits.
This means really understanding what your business
is and how your current processes allow your
organization to accomplish its objectives. Understand
Know your business.
the dynamics of your current processes and where
potential for improvement can be found. Understand
organizational politics.
Don’t be overly optimistic or conservative. Develop the
Develop the best estimate
best estimate you can with the data available to you.
possible.
This is the core of making the business case.
The questions involved in developing an accurate

CBA and attempting to determine how best to justify a
choice to organizational decision makers are two
separate processes. The latter involves choices about
Separate the development of
which sources of value should be included in the
CBA estimates from
business case to be presented to decision makers.
questions of how best to
These are determined by the relative comparisons of
package the analysis to
costs with the magnitudes and types of revenue
justify a final decision.
sources. Decisions about how to package the analysis
for decision makers should be pursued only after a
thorough analysis based on best estimates of all
benefits and costs has been accomplished.
HRIS CBA INVESTMENT ANALYSIS

Requires three basic pieces of information
68
1. sources of costs and benefits,
2. an estimated dollar value for each cost and benefit item, and
3. the time when the organization will incur each cost and receive each benefit.
HRIS COST BENEFIT ANALYSIS MATRIX FIGURE 1

Direct (Hard) Indirect (Soft)
2
1
Revenue enhancement Improvement potential
New revenue (new sales)
(better decision making)
Benefits
4
3
Direct costs
Cost reduction Potential costs
(canceled vendor
contracts)
(saved staff time)
6
5
New implementation Out-of-pocket costs Indirect costs
Costs
costs (software, service
agreements) (increased technical support
needs)
EXAMPLE OF AN E-LEARNING CBA MATRIX (Table 2)
Key Description
69
The objective is improving The objective of any HRIS CBA is not to purchase specific hardware or
organizational effectiveness. software. The objective is to improve organizational performance.
Be honest with yourself. Start each analysis with an open mind, not an investment to justify.
The analysis should focus on the improvement in organizational
Focus on functionality, not functionality that is to be achieved. Start with that functionality, and let
products. it lead to the product. Don’t start with the product and attempt to
identify ways to justify its purchase.
Estimate benefits first. Examine costs only after you have completed the analysis of benefits.
This means really understanding what your business is and how your
current processes allow your organization to accomplish its objectives.
Know your business. Understand the dynamics of your current processes and where
potential for improvement can be found. Understand organizational
politics.
Don’t be overly optimistic or conservative. Develop the best estimate

Develop the best estimate
you can with the data available to you. This is the core of making the
possible.
business case.
The questions involved in developing an accurate CBA and attempting

to determine how best to justify a choice to organizational decision
Separate the development of makers are two separate processes. The latter involves choices about
CBA estimates from questions which sources of value should be included in the business case to be
of how best to package the presented to decision makers. These are determined by the relative
analysis to justify a final comparisons of costs with the magnitudes and types of revenue
decision. sources. Decisions about how to package the analysis for decision
makers should be pursued only after a thorough analysis based on
best estimates of all benefits and costs has been accomplished.
ESTIMATING INDIRECT BENEFITS
Estimating benefit magnitude
Mapping benefits to cost or revenue changes
Converting magnitude estimates to $s
Ex., Estimating the value of ‘exit interviews’ in reducing turnover

70
APPROACHES TO ESTIMATING BENEFITS (TABLE 8.3)
Approach Description When to Use It Advantages/Limitations
Direct Direct (“gut level”) Best when costs are Quick and low cost to perform
estimation estimates of the not large
relationship of the May not provide data that contain sufficient
potential benefits to Appropriate when detail for use in monitoring implementation
the estimated costs of attempting to gain effectiveness or to perform follow-up
engaging in an compliance or analyses
investment mitigating extreme
risks Highly dependent on the expertise of the
decision maker
When substantial
direct cost reduction or
revenue
enhancements exist
Benchmarkin Using benchmark data Superior to direct Allows the organization to develop more
g from other firms to estimation when costs precise estimates than direct estimation
estimate the potential are large based on the collective experience of other
benefits and costs that organizations
are likely to result from When the organization
the purchase of HRIS either has limited Average estimates of outcomes may not
functionality experience or no data generalize to the target organization
concerning the area of
functionality
Internal Analysis based on When costs are high Provides the most precise estimates of the
assessment specific internal and benefits are not baseline costs and current performance of
assessments of actual obviously dramatically existing processes against which to
costs and likely larger than costs compare potential improvements
benefits (e.g., activity-
based costing) When the organization May increase both costs and time required
has the assessment to make decisions
capabilities in place to
gather the appropriate
data
Mix and Using combinations of When different Permits the organization to use the best
match these approaches amounts or sources of methods available
information are
available for different
types of costs and
benefits (e.g., most
likely scenario)
71
GENERAL CATEGORIES OF
COSTS OF HUMAN BEHAVIOR IN ORGANIZATIONS

 Turnover
 Absenteeism and sick leave
 Effects of Smoking in Work Place
 EAP & Wellness programs
 Employee attitudes
 Labor contract costing
 Recruiting
 Selection
 Job Performance
 Training
 Career Development
COSTING THE EFFECTS OF SMOKING

 Incremental Absenteeism
 Incremental Medical Care
 Incremental Morbidity and premature morbidity
 Incremental Insurance
 Incremental On-the-job time lost
 Property damage and depreciation: Burns & odors
 Reduced Maintenance
 Involuntary smoking – 2NDhand smoke
COSTING EMPLOYEE TURNOVER

3 components of costing employee turnover
 Separation Costs
 Replacement Costs
 Training Costs
SEPARATION COSTS
• The four components of separation costs are as follows:

72
– Exit Interview
• Interviewers time • Termination time
– Administrative Functions Related to Termination • Removal of employee from payroll

• Termination of employee benefits
• Turn-in of company equipment
– Separation Pay
• Severance packages
– Increase in Unemployment Tax
REPLACEMENT COSTS
• Replacement costs consist of eight components: – Communication of job availability
– Pre-employment administrative functions – Entrance Interviews

– Testing
– Staff meetings
– Travel and moving expenses

– Post employment acquisition and dissemination of
information
– Medical examination
METHODS FOR ESTIMATING THE VALUE

OF INDIRECT BENEFITS:EMPLOYEE TIME SAVED
 Average Employee Contribution (AEC)
 baseline contribution value by jobs that is consistent with the actual
financial performance of the organization.
 AEC = (Net revenues – Cost of goods sold)/No. of employees
 Individual employee differences (variance) in work outcomes
 variance differences are produced by a large number of individuals
holding equivalent positions
 basis for utility analyses for developing contrasting cost- benefit ratios
73
PROBLEM AVOIDANCE:
KEEP IN MIND THESE THREE ISSUES WHEN DOING A CBA
 DO NOT ignore HR’s more strategic role in improving organizational

effectiveness
 CAREFULLY EXAMINE YOUR COST AVOIDANCE AND MAKE SURE WHICH
ARE DIRECT AND WHICH ARE INDIRECT – document your assumptions for
later use.
 Be sure that value estimates assigned to time saved are reasonable
Forum/Discussion
 Group Presentation
 Long quiz
Week Seven: Project Management Development

and HRIS Acceptance
HRIS Systems Steps
 Identification of key constituencies

 Conduct of needs analysis
 Produce systems specifications
 Produce systems specifications
 Make or buy decision
 System conversion/implementation
 System upgrades/enhancements
 Continuous evaluation throughout
Project Management
 Majority of projects fail to meet the deadline, exceed budget & fail to meet all key user
requirements
 IN U. S, this amounts to at least $100 per year
 Failure is mainly due to non-technical factors, such as i l &i l i& lkfditi/social & managerial
74
issues & lack of coordination/ cooperation between IT & management functions
 Loos project control is the major technical factor leading to project failures
 PM is a planned & organized effort to accomplish specific objectives using appropriate
methodologies (i.e. tools & techniques
Ten Common Mistakes
 Being all things to all people – all at once

 Having no HR experience on project team
 Separate systems vulnerable to error –Separate systems vulnerable to error payroll & HR
 Avoid superfluous complexity – KISS
 Insufficient management support
 Design by committee
 Technical marvels fail if not user oriented
 Loose project control
 Loose project control
 Promising force reductions – savings that do not occur
 Building when you can buy
Barriers to Success
 Inadequate resources – Lack of management commitment

 Project team instabilityOrganizational PoliticsPoor needs analysis
 Omission of key persons on project team
 Failure to include key groups in needs analysis
 Inadequate control/involvement by HR
Generic life cycle
 Development
 Growth
 Maturity
 Decay
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Phases in PM
 Initiation
 Project Concept (key stakeholders) & Proposal (objectives & targets) vetted by top mgt.
At the start of a project, the amount of planning and work required can seem
overwhelming. There may be dozens, or even hundreds of tasks that need to be
completed at just the right time and in just the right sequence.
Seasoned project managers know it is often easier to handle the details of a project and
take steps in the right order when you break the project down into phases. Dividing your
project management efforts into these five phases can help give your efforts structure
and simplify them into a series of logical and manageable steps.
1. Project Initiation
Initiation is the first phase of the project lifecycle. This is where the project’s value and
feasibility are measured. Project managers typically use two evaluation tools to decide
whether or not to pursue a project:
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 Business Case Document – This document justifies the need for the project,
and it includes an estimate of potential financial benefits.
 Feasibility Study – This is an evaluation of the project’s goals, timeline and
costs to determine if the project should be executed. It balances the
requirements of the project with available resources to see if pursuing the project
makes sense.
Teams abandon proposed projects that are labeled unprofitable and/or unfeasible.
However, projects that pass these two tests can be assigned to a project team or
designated project office.
2. Project Planning
Once the project receives the green light, it needs a solid plan to guide the team, as well
as keep them on time and on budget. A well-written project plan gives guidance for
obtaining resources, acquiring financing and procuring required materials. The project
plan gives the team direction for producing quality outputs, handling risk, creating
acceptance, communicating benefits to stakeholders and managing suppliers.
The project plan also prepares teams for the obstacles they might encounter over the
course of the project, and helps them understand the cost, scope and timeframe of the
project.
3. Project Execution
This is the phase that is most commonly associated with project management.
Execution is all about building deliverables that satisfy the customer. Team leaders
make this happen by allocating resources and keeping team members focused on their
assigned tasks.
Execution relies heavily on the planning phase. The work and efforts of the team during
the execution phase are derived from the project plan.
4. Project Monitoring and Control
Monitoring and control are sometimes combined with execution because they often
occur at the same time. As teams execute their project plan, they must constantly
monitor their own progress.
To guarantee delivery of what was promised, teams must monitor tasks to prevent
scope creep, calculate key performance indicators and track variations from allotted
cost and time. This constant vigilance helps keep the project moving ahead smoothly.
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5. Project Closure
Teams close a project when they deliver the finished project to the customer,
communicating completion to stakeholders and releasing resources to other projects.
This vital step in the project lifecycle allows the team to evaluate and document the
project and move on the next one, using previous project mistakes and successes to
build stronger processes and more successful teams.
Although project management may seem overwhelming at times, breaking it down into
these five distinct cycles can help your team manage even the most complex projects
and use time and resources more wisely.
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Week Eight: Change Management: Implementation, Integration
Introduction
Low economic growth, changing global market conditions, innovation, and cost pressure
lead to a complex and dynamic company environment. To be competitive companies
must live and manage the constant change.
There are permanent changes within a company: implementation of new strategies,
organizations, systems, culture, and processes. In all of these endeavors change
management is crucial for success and acceptance of the results. Unfortunately change
projects fail often! Why?
What are the success factors of change management? What is necessary to realize and
sustain the change? Are the companies and the people ready and competent to run
changes successfully and to realize the important requirement regarding “organizational
agility”?
Change Management – Definitions and Models
Change Management is an organized, systematic application of the knowledge, tools,

and resources of change that provides organizations with a key process to achieve their
business strategy.
Change management is a systematic approach to dealing with change, both from the
perspective of an organization and on the individual level. A somewhat ambiguous term,
change management has at least three different aspects, including, adapting to change,
controlling change, and effecting change. A proactive approach to dealing with change
is at the core of all three aspects.
John Kotter's Eight Step Approach to Change
John Kotter (1996) created a very popular change management approach. The desired
change is conducted in eight steps. Exhibit 1 shows these eight steps in detail and how
they are linked with the four phases of the “integrated change management” approach
(Wanner, 2012).
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Exhibit 1 – Kotter´s Change Management Model
Kübler-Ross Model
On an individual level, we see different stages that a person experiences when going
through change. A common model that describes these stages has been developed by
Elisabeth Kübler-Ross (1969).
This model (Exhibit 2) has been widely adapted to many situations where someone
suffers a loss or change in social identity. When applying the model to a business
context an organizational change curve can be used to describe the stages.
80
Exhibit 2 – Kübler-Ross Model
Change Management – As-is and Target State

Most of the companies are far away from their target state regarding successful
changes. A strategy and benefit-oriented change management is not established.
One reason is the wrong assumption that change management is a “soft issue” only.
Change management is not in the focus of the top management with dramatic
consequences particularly for strategic initiatives. The role of the top management is
crucial within a transformation process. A sponsor should lead by clear vision and
targets. Active and visible sponsorship is needed in the difficult phases of a change
(“valley of tears”).
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Exhibit 3 – Change Management: As Is Situation and Target State
Overview: Integrated Change Management
Integrated Organizational and Individual Change Process
Change projects take place on an organizational and on an individual level.

Both levels are considered within the model of “integrated change
management.”The two processes “organizational change process” (projects)
and “individual change process” (people) are to be integrated to achieve the
desired business results.
82
Exhibit 4 – Integrated Organizational and Individual Change Process
Integration of Project and Change Management
The scope is always in the focus of a project particularly if a change project

should be executed. But the supporting processes “project management” and
“change management” are crucial to be successful. Integrated professional
project and change management will enable a project manager as “temporary
leader” to manage a change project and to achieve the expected results.
Project management, the scope (functional content of the change), and
change management are to be integrated.
The change management of the single project must start before project start
in the period of project initiation and continue after project closure.
Reinforcement and measurement will take place in the application phase.
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Exhibit 5 – Integration of Project and Change Management
Four phases of Integrated Change Management
A structured change management approach with four phases (Prosci, 2012)

(with their 3-phases-model) linked with the Project Management Institute
process groups (PMI, 2013) are necessary to manage a change successfully.
Exhibit 6 – Structured Change Management Process

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Phase 1 – Prepare for the change
The first phase – the preparation for change – focuses on the following topics:
 Clarify objectives for the change in “people” terms and ensure a “compelling case for
the change.”
 Assess stakeholders (i.e., those impacted by the change) for their readiness and
support.
 Obtain necessary resources and organize to manage the change.
 Align executive sponsors to build a network (coalition) of sponsors.
 Conduct an analysis to define the specific impact of the change on each
stakeholder.
Clarify vision and objectives
The beginning of every successful change is a “compelling change story.” This

convincing “shackling story” creates the desire for a future situation. Without this
motivation it is hard to transform a system from state “A” (today) to state Z, which
means the target situation.
Assess stakeholders
Stakeholders are any individual or groups of individuals who are impacted by the
change or are critical to the successful implementation of the change. This could be
inside or outside of the organization. To get a better understanding who to focus on you
can conduct a stakeholder assessment and define actions needed to improve the level
of support for the most critical stakeholder groups.
An effective stakeholder management process is composed of four steps, which should
be started by the project manager during project initiation and should be updated
regularly throughout project execution.
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Exhibit 7 – Assess Stakeholders
Change impact analysis
The impact analysis reflects the coherences between future events and the impact of
the change concerning the different stakeholder groups. It should be worked out how
the stakeholders can be prepared to the changes.
For each single stakeholder group the effects of a change and the readiness to change
should be analyzed. To conduct a detailed analysis on the specific impact of the change
on each stakeholder the following questions along the A-Z-model should be answered.
 What will change in the world of each stakeholder group?
 What do the people need to do differently in “Z”?
 What do the people need to be able to change?
 How do we prepare them for the desired change?
Answering the last question will lead to a detailed change management plan.
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Exhibit 8 – A-Z Model to Obtain a Change Management Plan
Align executive sponsors
The greatest success factor for managing the people side of change is active and
visible executive sponsorship throughout the project. The “Executive Sponsor” is a
supporter of the change out of the top management. This person explains the necessity
of change and shows the risks which can appear without the change.
It is important to focus on key required activities for the executive sponsor:
 Participate actively and visibly throughout the project.
 Clarify the vision for the change and be able to communicate the compelling case
for change in clear understandable terms.
 Build a coalition of sponsorship with peers and managers.
 Communicate directly with managers and employees (and listen to them).
 Ensure adequate resources to achieve and sustain the change.
 Manages any resistance at senior levels.
Besides executive sponsors, there is a team of individuals with a vested interest in

having the largest impact of the change – the coalition.
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What is meant by sponsorship coalition?
 Identified key leaders who will help drive the change
 Champions / visible supporters of the change
 Often follows the organizational lines of management
Exhibit 9 – Sponsor Coalition Map
Phase 2 – Plan the change
In the second phase, main emphasis is on the development of formal plans (change
management plan) and the integration of those into the overall project management
plan. The defined strategy of the initiation phase must be verified and detailed.
 Executive sponsor activities

 Communications and training
 Resistance management
 Events and Interventions
Plan Communications
The main subject of the communication plan is the description of the importance of
change and the risks in case of no change. The messages should be distributed by
different medias /channels and 5-7 times repeated.
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When planning the communication concept, a project manager should take into account
that
 He needs to answer the WIIFM question (What is in it for me?).
 He needs to adapt to your different audiences (stakeholder groups).
 He needs to refer to your change impact analysis (How will you prepare each
stakeholder group).
 He needs to identify the key messages.
 He should consider the timing as to when it will be best to communicate what.
 He should consider the need for communicating the message (5 – 7 times).
 He should consider using multiple channels / media for your communication.
 He should consider who is the most appropriate “sender.”
Phase 3 – Manage the change
In the third phase main emphasis is on the management of implementation of the

change based on the defined change management plan.
 Execute Change Management Plan

 Realize actions
 Perform change controlling
 Manage resistance
Manage resistance
Resistance is natural. Therefore, always keep in mind:
 Resistance does not reflect that an employee is problematic

 Expect resistance
 Good change management practices not only reduce resistance,but can turn
some of the most resistant employees into some of the biggest supporters.
Main reasons for resistance at employee level can be seen in the lack of awareness,
perceived negative impact on their current job role, the history of organization's change
failures, the lack of visible support and sponsorship. On the management level the main
resistance issues are lack of awareness and involvement in the change, perceived
negative impact on current job role (e.g., fear of losing control and authority), and
workload.
In order to react on that a project manager of a change project needs to take proactive
steps such as:
 Provide clear, honest and open two-way communications (and listen).

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 Manage expectations and clarify the personal impact (what specifically will
change and what is expected).
 Involve end users (those directly impacted) early and throughout the project.
 Engage Managers and supervisors early and establish their role as coaches and
change agents.
Phase 4 – Reinforce and sustain the change
To ensure a sustainable change, the last phase of the structured change management
process deals with the task of reinforcement.
 Collect feedback to measure results and the adoption of the desired change.
 Take corrective action to close any gaps.
 Embed the change into systems, processes and policies, and deliver
consequences to sustain the change.
To be able to measure the desired change you need to establish metrics to track
desired changes /results (or noncompliance). Thereby the desired final status Z should
always be used as the main reference point.
An appropriate integration of desired change into existing systems (such as HR
systems, policies, or scorecard metrics) could support and reduce complexity by not
inventing a new separate approach.
Need for Integrated Change Management and Organizational Agility
A change has high impact to a company. It could be managed successfully by applying

“integrated change management.” The most important success factor is the involvement
of an active sponsor.
A project manager of a change project should integrate the organizational and the
people side of a change. He should integrate professional change management
processes methods, tools and techniques to his professional project management: 1.
Initiate, 2. Plan, 3. Manage, 4. Reinforce & Sustain a change.
The PMI 2012 Pulse of the Profession In-Depth Report: Organizational Agility (PMI,
2012) proofs: greater organizational agility leads to better performance—providing
organizations with a powerful edge on the competition.
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The probability to run successful strategic initiatives is in agile organizations two times
higher as in companies with low agility.
©2013 Markus F. Wanner
Originally published as a part of 2013 PMI Global Congress Proceedings – New
Orleans, Louisiana
Week Nine: Recruitment and Selection in an Internet Context
RECRUITMENT
• The goal of the recruitment function is to identify, attract, and hire the most qualified
people (Cascio, 2006).
RECRUITMENT AND TECHNOLOGY
• The goal of the recruitment function is to identify, attract, and hire the most qualified
people (Cascio, 2006).
• In the U.S., over 90% of large companies use the Internet to recruit applicants.
• Over 95% of Fortune 500 companies have an online job page.
• Over 46 million people look for job openings online.
ONLINE RECRUITMENT AND RECRUITMENT OBJECTIVES
• Cost
• Speed of filling job vacancies

• Psychological contract fulfillment
• Satisfaction and retention rates
• Quality and quantity of applicants
• Diversity of applicants
ATTRIBUTES OF THE RECRUITING WEBSITE
• Navigability can be defined as the overall ease with which a user can browse through
multiple webpages to locate topics of interest. Hosting a website that displays current
information and includes active hyperlinks to retrieve information is essential in
maintaining user interest within the site. To achieve this goal, organizations should
follow the “three-click” rule for users to locate information of interest.
• Content information refers to the degree to which the website hosts relevant
information that the user deems valuable and informative in nature. Providing
information that the user desires is another mechanism by which organizations can
sustain user interest and satisfaction with the website.
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• The media richness theory has been frequently applied to explain why hosting
relevant content information is beneficial to applicants. Specifically, this theory contends
that communication effectiveness is a function of the degree to which media sources
reduce user uncertainty and equivocality.
• The more customizable information an organization provides on its webpage, the more
likely an applicant will engage in appropriate self-selection behavior (to apply or not
apply for a job within the organization). In other words, if the website provides direct
feedback to applicants regarding their P-O or P-J fit, the online recruiting effort will likely
attract a more qualified applicant pool.
• Companies should consider how the aesthetic features of their websites engage user
interest and attention. These features encompass the overall stylistic or innovative
aspects of a website, such as contrasting colors, pictures, animation, and playfulness,
which keep the user engaged while he or she navigates through multiple webpages.
• Integrating these attributes together, a website’s usability has been found to affect
applicant perceptions and attitudes toward the organization. A recent meta-analytic
study found a corrected correlation coefficient of .41 between website usability and
organizational attraction—in other words, the more usable the website was perceived to
be, the more likely the applicant was attracted to the organization.
RECRUITMENT STRATEGIES AND SOCIAL NETWORKING
• Social networking sites and online search engines are being used more frequently now
as an HR tool than they were 2 years ago.
• They are primarily used to search for passive applicants, particularly at the middle-
management levels, who might not otherwise apply or be contacted by an organization.
• They are not used to screen applicants.
• Negative information provided in the social networking sites has a greater influence on
hiring decisions than positive information.
Guidelines for Online Recruitment
• More suitable for well-known firms with excellent employer brand
 To be used as one of the many sources of recruitment

 More suitable when large number of candidates are required
for high-level jobs requiring high levels of education

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• Be aware of the limitations, such as the limited ability to attract highly qualified
candidates and minority candidates. It may, in fact, attract job hoppers.
• The websites should be easy to use and navigate and designed to attract, not screen,
candidates.
• Online screening systems should be based on job analyses.
. • E-recruiting systems should provide realistic preview of the job and the firm
• The effectiveness should be regularly reviewed and continuously improved based on

feedback from job applicants.
• Should be culturally sensitive and suit people from diverse backgrounds, including
those with low education levels and low computer self-efficacy
• Should incorporate privacy protection policies, including collection of only employment-

specific data and restricting access to and distribution of such data
SELECTION
• The process of choosing individuals who have relevant qualifications to fill existing or
projected job openings and “match” the needs of the company, as well as those of the
individual. This means a match on both KSAs and company culture.
SELECTION AND TECHNOLOGY
• Tests and assessments are used for the following:
 Selection of employees
 Placing employees in positions in the
organization
 Training and development of employees

 Promotion of employees
 Evaluation of employees
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SPECIFIC EXAMPLES OF TESTS AND ASSESSMENTS
SELECTION TESTS AND ASSESSMENTS
• Selection procedures refer to any procedure used singly or in combination to make a

personnel decision.
• Selection tests and assessments are job- related decision-making tools that provide
information about candidates that organizations can use in selection.
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WHY IS ASSESSMENT IMPORTANT FOR HRIS?
 All organizations use assessments.

 Organization leaders know that employees’ abilities, skills, and personal
attributes are critical for success.
• Some selection systems work better than others.

• Employee selection is regulated by antidiscrimination laws.
• The value of selection is quantifiable.
TECHNOLOGY ISSUES IN SELECTION
• Equivalence between conventional and computerized assessments

• Bandwidth versus fidelity: How closely should we simulate the job?
• Validity and security issues created by unproctored online testing
CORRELATIONS BETWEEN ASSESSMENT SCORES AND JOB PERFORMANCE

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APPLYING HRIS TO SELECTION AND ASSESSMENT
 Careful design and integration of systems to store and link information

 Development of scoring and decision rules – simplicity
 Accessing and distributing data: privacy and security
 Cost–benefit analysis of online tools
APPLYING HRIS TO SELECTION AND ASSESSMENT
 Test access and security

 Test inventory and administrative privileges • Options for scoring
 Accessing results
 Applying test policies
HR’S VALUE WITH HRIS SELECTION APPLICATIONS
• HRIS manager plays a key role in proving the value of a selection system through
knowledge of how to obtain and use the right data on individual and organizational
outcomes that will demonstrate a return on investment in the system.
HR’S VALUE WITH HRIS SELECTION APPLICATIONS
• The quality of the candidates may be defined in terms of one or more of the following
(Cascio, 1991):
 The proportion who are successful on the job

 The average numeric value of an outcome of
interest (performance criterion)
• The dollar amount of benefit resulting to the organization (such as the annual increase
in revenue)
•Simplestapproachtoestimatingutilityistoconduct pre/post comparisons of measurable

performance to see if the selection system has coincided with a change in performance
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•A complexapproach(moreprecise)istousea utility formula that takes several factors into
account:
– The selection ratio

– The validity coefficient, expressed as the correlation
between assessment scores and criteria (outcomes) – Information about the dollar
value of performance
 Forum/Discussion
 Oral Sharing on related topic
 Cooperative learning
Week Ten: Training and Development Issues in HRIS

Application
Training & Development: Issues and HRIS Applications
LEARNING, TRAINING, AND DEVELOPMENT OF EMPLOYEES
 The Learning, Training, And Development (LT&D) Of Employees Is Now Center

Stage in Today’s Organizations To Ensure Long-term Competitiveness,
Excellence, Quality, Flexibility, And Adaptability.
 Changing Work Practices and New Services and Products Necessitate New
Knowledge, Competences, And Skills.
 Today’s Organizations Ought to Learn Faster and More Effectively Than Their
Rivals in Order to Remain Competitive.
 Enable Employees to Cope with Daily Workloads.
 Alleviate Possible Future Skill Shortages
 To Foster Employee Motivation and Satisfaction (Pfeffer, 1996, 1998).
 Employees Place Much Greater Emphasis on Career Prospects and Career
Development in Their Choice of Employer.
TRAINING AND DEVELOPMENT CONTRASTED
Training
 Short-Term Objectives
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 Knowledge,Skills and Abilities (KSA)
 Improving Current Job Performance
Development
 Longer-Term Objectives
 Competencies
 Preparing forFuture Job Performance
TRAINING AND LEARNING IN ORGANIZATIONS
 Training Refers to A Planned Effort by A Company to Facilitate the Learning Of

Job Related Knowledge, Skills, Or Behavior By Employees.
 High-leverage Training Is Linked to Strategic Business Goals and Objectives, Is
Supported by Top-management, Relies on An Instructional Design Model to
Ensure the Quality of Training and To Contain Costs, And Is Compared or
Benchmarked to Programs in Other Organizations.
 A Learning Organization Is One Whose Employees Are Continuously Attempting
to Learn New Things and Apply What They Learn To Improve Product Or Service
Quality.
LEARNING ORGANIZATIONS
• Learning Recognized as A Source of Competitive Advantage
• Use Knowledge Management:
– Make Sure Knowledge from Employees, Teams, And
Units Is Captured, Remembered, Stored and Shared
– Technologies Provide Software to Share Knowledge Electronically
– Chief Learning/Knowledge Officer Coordinates Activities
ESSENTIAL FEATURES OF LEARNING ORGANIZATIONS
 Continuous Learning
 Knowledge Generation and Sharing
 CriticalSystematicThinking
 LearningCulture
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 Encouragement of Flexibility and Experimentation
 Valuing of Employees
TRAINING AND DEVELOPMENT: STRATEGIC IMPLICATIONS
• Learning Is Defined as The Process of Assimilating New Knowledge and Skills in

Consequence of Experience or Practice Which Will Bring About Relatively Permanent
Changes in Behavior.
- Outcomes of Learning Include Skills, Competences, Know-how or Tacit

Knowledge, And Higher Level Cognitive and Other Skills (Collin, 2007).
 Skills Are Directly Related to Performance and The Ability to Carry Out A Task.
 Competences Comprise the KSA And Underlying Characteristics of a Person
That Allow the Jobholder to Perform A Task Effectively.
 The Knowledge of Employees Is A Tacit Commodity, An Intangible Asset. It Is
Associated with An Understanding of And A Constructive Application of
Information (Grant, 1996).
Knowledge Management (KM)

• Acquisition
• Documentation
• Transfer
• Creation
• And Application of Knowledge
ORGANIZATIONAL LEARNING
Argyris and Schon (1978) suggested a three- level model of organizational learning
 Single-loop
 Double-loop
 Triple-loop
Peter Senge’s Book, The Fifth Discipline, Put Forward Five Interrelated Disciplines That
Organizations Should Cultivate Among Its Employees to Engender Learning and
Success (Senge, 1990).
 Personal Mastery: Individual Growth and Learning

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 Mental Models: Deep-rooted Assumptions That Affect the Way in Which
 Employees Perceive People, Situations and Organizations
 Shared Visions: A Shared View of The Organization’s Future
 Team Learning: A Shift from Individual Learning to Collective Learning
 Systems Thinking: Or the Fifth Discipline, Which Connects the Previous
 Disciplines (Burnes, 2004)
SYSTEMS MODEL OF TRAINING
Fig
ure 1
IDENTIFYING T&D NEEDS
Training Needs Analysis (TNA): Establishing What Is Needed, By Whom, When and
Where, So That Training Objectives Can Be Determined
1. Organizational Level
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2. Job Level
3. Person Level
DEVELOPING T&D INITIATIVES
The Development Of T&D Initiatives, Objectives and Methods, Which Should Be

Capable of Meeting the Three Levels of Needs Identified During The TNA.
Successful Learning Events Must Achieve A ‘Best Fit’ Between:
– Content of What Is to Be Learnt

– Media Through Which Content Is Delivered And – Method Used to Facilitate
Learning
BEST-FIT LEARNING EVENT MODEL

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Figure 2.
TRAINING METHODS
Table 1
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E-LEARNING METHODS
Table 3
103
E-LEARNING
 DigitalCollaboration
The Online Collaboration Between Learners Tends to Increase Learning and

Learning Transfer
Groupware (Electronic Meeting Software) • Lotus Notes Is the Most Common

Groupware
Synchronous/Asynchronous Communication
• Blended Learning (Hybrid Blend Of E-learning and Face-to-face)
E-LEARNING TYPOLOGY
Table 4
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RAPID E-LEARNING (REL) SOLUTIONS

Key Characteristics:
• It has a short development time

• Subject Matter Experts (SMEs) act as key source of content development
• It can be created using standard presentation software
• It allows for easy assessment and tracking of training
• Auxiliary multimedia tools (including flash applications) can be used to enhance
training experience
• Training units can be undertaken in minutes rather than hours
• It can be synchronous as well as asynchronous
REL SHOULD BE USED IN SITUATIONS BELOW

 Short Shelf Life of Training
 Critical Information Needs and Standard
Information Broadcasts
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 Training That Is Purely Informational in Nature
 Training That Does Not Require Mastery
 Prerequisite and Introductory Training
 TrainingUpdates
EVALUATION OF E-LEARNING
Table 5
Advantages Disadvantages
Cost advantages compared with traditional Basic computer skills necessary
methods Improves computer skills Use of computers might cause apprehension
Self-paced Not suitable for certain content
High degree of learner control Privacy concerns if based online
Requires self-motivation to learn
Choice of learning environment Learners may feel isolated from instructors
Interactive and peers Lack of human contact in general
Easy tracking of learner progress and Technical difficulties impede access
engagement
Real-time feedback
Consistent delivery method
Variety of formats and methods available
Consistent content
Unlimited access in terms of time and
locale
Better support, help functions, knowledge
base than other methods
Appeals to several senses simultaneously
Increased benefits through the combination
with traditional training methods Can be
both synchronous and asynchronous
Accommodates different learning styles
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RESEARCH- Based GUIDELINES FOR E-LEARNING

 Only Provide E-learning When You Are Sure It Meets the Organization’s Specific
Learning and Development Needs.
 Train Learners on Computer Basics Before Offering Computer-based Training.
 Take into Consideration Human Cognitive Processes When Designing E-
learning Programs.
 Enhance the Learning Experience by Including Graphics, Texts and Learning
Games in The Presentation of Learning Topics.
 Keep Learners ‘Engaged’ By Offering Blended Learning and Allowing Interaction
Amongst Trainees and Between Trainees and Facilitators.
 Offer Trainees Control Over Certain Aspects of Instruction and Guide Them
Through the Learning Process by Using Tools, Such as Cognitive Maps.
IMPLEMENTING T&D
 Closing Linked with Developing T&D Initiatives (Stage 2)
 Implementation Plan Should Include: – The Resources Required
– How Training Should Be Carried Out

– Who Should Facilitate Training
– The Period Within Which Training Should Occur
TRANSFER OF TRAINING
 Positive and Long-lasting Changes in Employee Behavior And, Ultimately,

Increased Shareholder Value Can Only Be Attained If Training (Or Learning)
Transfer Occurs.
 Training Transfer Is the Continuous Application of KSA Acquired During the
Training Exercise.
 Various Classifications of Transfer of Training Exist Depending on The Context.
 – Near Vs. Far (How Close Is the Training Task to The Actual Job Task?)
 – Specific Vs. General (Transfer of Skills Vs. Transfer Of Principles)
 – Positive Vs. Negative (Linked to The Perception Of The Training
Experience)
 – Lateral Vs. Vertical (Hayashi Et Al., 2005)

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TRANSFER OF TRAINING
Training Transfer Depends on The Following Variables:
 Trainee Characteristics (The Trainee’s Predisposition to Training)

 Training Design (The Organization of The Learning Environment)
 Work Environment (Immediate Factors at Work, Which Affect
Transfer)
 Learning and Retention

 Generalization and Maintenance (Ensure Trainee Is Given The Opportunity To
Continuously Use The Acquired KSA)
EVALUATING T&D
 In order to assess whether a particular training initiative, method or solution has
met the training needs and objectives of the firm and whether transfer of learning
has taken place, organizations must evaluate their T&D efforts.
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EVALUATION PROCESS
Figure 3.
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PURPOSES OF EVALUATION
Table 5
Summative Quantitative in nature; establishes whether T&D program was effective, was
efficient, has added value, and has met its objective
Formative Qualitative in nature; assesses how training, learning, and development can be
improved, that is, how they could be made more efficient and effective
Learning Quantitative and qualitative assessment of learner’s post-training performance to

evaluate whether learning transfer has occurred
Power and Politics Subjective in nature; is used to serve the interests of specific stakeholders within
the organization
COST-BENEFIT APPROACHES
Table 7
Approach Explanation
Benefit-cost ratio (BC) Monetary benefits of T&D projects
Costs of T&D projects

Cost-benefit ratio (CBR) Costs of T&D projects
Monetary benefits of T&D projects

Payback period Costs of T&D projects
Annual savings
Return on investment (ROI) Monetary benefits of T&D projects Costs of T&D project
TRAINING COSTS (CONT.)

 Development Costs
– Fee for Program Purchase – Instructor Training
• Registration Fee • Travel and Lodge • Salary

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 Overhead Costs
– General Organizational Support – Top Management Time
 Compensation for Trainees
– Trainees Salaries And Benefits Based On Time Away From Job
TRAINING METRICS AND COST- BENEFIT ANALYSIS

 The costs involved in training can be established relatively easily.
These overheads can be substantial and involve direct costs and
indirect costs
 The actual benefits to the firm may be much more difficult to

ascertain, as many of the benefits take a long time to materialize or
can often be of an intangible nature
TRAINING COSTS
 Direct Costs
 Instructor
 Travel Expenses
 Materials
 Classroom Space and Audiovisual Equipment
 Refreshments
• IndirectCosts
 Training Management
 Clerical And Administrative Salaries – Pre And Post-training

Materials
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TRAINING BENEFITS
• TraineeProductivity
– Productivity increase without training vs. with training
 Turnover Costs & Future Increases

 Decrease in Turnover
TRAINING METRICS AND COST- BENEFIT ANALYSIS (2)

 Three Critical Factors in Human Resource Development Evaluation,
Which Complicate the Assessment of Training Outcomes (Russ-eft
And Preskill, 2005):
 Evaluation Occurs Within A Complex, Dynamic, And Variable

Environment
 Evaluation Is Essentially A Political Activity •Evaluation Ought to Be

Purposeful, Planned, And
 Systematic
TRAINING METRICS AND COST- BENEFIT ANALYSIS (3)

Post training data should be analyzed and converted into monetary values
to establish ROI
Phillips’s ROI methodology produces six types of data:
1. Reaction, Satisfaction and Planned Action

2. Learning and Application
3. Implementation
4. Business Impact
5. ROI
6. Intangibles
T & D DATA ELEMENTS FOR HRIS

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Training Costs:
 Cost of Trainers & Future Increases

 Equipment, Depreciation, Maintenance
 Compensation Per Trainee
 Cost Per Facility
 Preparation Time
 Training Materials
 Number of Trainees
HRIS APPLICATIONS IN TRAINING

Useful HRIS information should possess three key characteristics:
1. It must be presented in a user-friendly manner.

2. It must be meaningful and appropriate (Keebler &
Rhodes, 2002).
3. It must be used effectively in the decision-making process to support an

organization’s overall business strategy (Kovach & Cathcart, 1999)
COST BENEFIT ANALYSIS FORMULA
• The following formula can be used to economic value of a training

program:
T
U= [∑ (1/1+i)^t)N SDy dt (1+V) (1-TAX)] – N C (1-TAX)
t=1
HRIS/LEARNING APPLICATIONS: LMS

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 The capabilities of today’s HRIS T&D applications, also called learning
management software (LMS), range from training administration, to training
management to talent management.
 Training management systems can facilitate the entire T&D process from TNA to
training evaluation
LEARNING MANAGEMENT SYSTEM CLASSIFICATION
Table 9
Classification Uses and Capabilities
Administration system Basic employee and T&D records
Calculation of training costs
Administrative permissions (who has data access, who can enter
data)
Training management system Scheduling and access to training courses
(including learning content Set up of training courses and initiatives
management system) Assignment of training based on skills and certification
requirements Authoring of training courses and initiatives
Online access to courses
Training evaluation
Tracking of training attendance and results
ROI measurement
Talent management system KSA assessment
Performance reviews and appraisals Recruiting
Succession planning
Career planning
Management development
HRIS/LEARNING APPLICATIONS: LMS

The Degree to Which LMS Can Assist Strategic Decision-Making May Be Assessed
Using Becker’s And Bsat’s(2002) Decision Support System (DSS) Classification.
1. Management Information Systems (MIS)

2. Decisions Support Systems (DSS)
3. Group Decision Support Systems (GDSS)
4. Expert Systems (ES)
5. Artificial Intelligence (AI)
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HRIS T&D APPLICATIONS: IMPLEMENTATION ISSUES
Many HRIS T&D Projects Fail to Meet the Expectations of Key Decision-makers. The
Reasons for This Include:
 Some Firms Introduce New TMS Only Because Competitors Have Done
Likewise, Without Having the Necessary Expertise to Operate the System.
 False Expectations of ROI or Apply Training Metrics That Merely Focus on Cost
Savings and Fail to Take Note of Intangible Gains Derived From T&D (See
Section on Training Metrics).
 HRIS T&D Application Strategy Is Not Aligned with Training Needs and The
Overall T&D, HR And Business Strategies.
 Few Organizations Involve Employees During the Implementation Stage of the
HRIS, Which Can Lead to Underutilization and Dissatisfaction with The System
(Burbach & Dundon, 2005).
SUGGESTIONS FOR SUCCESS

A Number of Authors Have Suggested Success Factors for The Introduction of HRIS
T&D Applications (Gascó Et Al., 2004; Noe, 2002; Sadler-smith, 2006) And for
Increasing E-learning Completion Rates (Frankola, 2001):
 Align E-learning Strategy With T&D Strategy, HR Strategy and Overall Business
Strategy
 Create A Corporate Learning Culture That Fosters E-learning And the Use of
HRIS T&D Applications
 Assess HRIS T&D Projects by Their Suitability to Meet The T&D Strategy of The
Organization Rather Than the Technical Sophistication and Elegant Features of
The System
 Carefully Plan HRIS T&D Projects to Guarantee Compatibility with Legacy
Systems and Sufficient Budget Allocation and Expertise to Use the System
 Involve Line Managers and Employees in HRIS T&D Projects to Ensure Greater
Buy-in
 Match HRIS T&D Applications And E-learning Initiatives with Their Ability to Meet
 Training Needs to Encourage Learning Transfer
 Establish A Suitable Evaluation Strategy to Assess the Extent to Which Training

Technology Meets Training Needs and Evaluate Regularly
115
 Identify Suitable T&D Metrics That Take Account of All Direct and Indirect
Training Outcomes
 Promote the Use of HRIS T&D Applications And E-learning
 Make Managers Accountable for Uptake Of E-learning and HRIS T&D Utilization
 Reward Employees for Use Of E-learning
 Ensure T&D Systems And E-learning Is User-friendly and Provides Quality
Information
 Develop A Data Security Policy for the T&D System and Applications
 Do Not Focus on Financial Gains from HRIS T&D Projects Alone
 Train Managers and Employees in The Use Of T&D Technologies
FINAL EXAMINATON
END OF MODULE

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1

Physically Distanced but Academically Engaged

Self-Instructional Manual (SIM) for Self-Directed Learning (SDL)

Course/Subject: BAHR 312–Special Topics in

Name of Teacher: Dr. Stilo Floyd Schneider

THIS SIM/SDL MANUAL IS A DRAFT VERSION ONLY;

FIRST TO THIRD WEEK Page

Human Resource Management: Gaining a Competitive

Strategic Human Resource Management 24

The Legal Environment: Equal Employment opportunity and Safety 47

The Analysis and Design of Work 87

Course Outline: BAHR 312 – Special Topics in HR Management

Course Coordinator: Dr. Stilo Floyd Schneider

Course Outline Policy

Areas of Concern Details

If the assessment task is done in real time through the

Since this course is included in the licensure

Please note that academic dishonesty such as cheating

However, if the late submission of assessment paper

For group assessment tasks, the course coordinator will

If disapproved by the course coordinator, you can

You can also meet the course coordinator in person

For students who have not created their student email,

Course Information – see/download course syllabus in the Black Board LMS

CC’s Voice: Hello prospective HR Practitioner!Welcome to this course BAHR 312:

COSpecial Topics in Human Resource Mgt.Analyze the impact of HRM as

A. Big Picture in Focus: ULOa.Discuss the Evolution of HR Information

A Human Resource Information System (HRIS) is an information system or managed

Evolution of HR Management and HR Information System

It includes computer hardware and HRIS software, which still have to be

2. Different types of HRIS

a. Applicant Tracking System (ATS). This software handles all the

Database and Concepts and Its Application in HRIS

 SELECT: retrieve data from a database

Database Management System: The software which is used to manage database is

User Administration: It helps in registering and monitoring users, enforcing data

Paradigm Shift from File System to DBMS

 Redundancy of data: Data is said to be redundant if same data is copied at many

You can also click here for the following functions:https://go.aws/2VNIIKF

Key relational database technology

A relational database is a collection of information that organizes data points

What is meant by relational database?

A relational database refers to a database that stores data in a structured format,

What is the purpose of a relational database?

What is an example of a relational database?

Popular examples of relational databases include Microsoft SQL Server,

What are the types of database?

What are the 3 types of relationships in a database?

Introduction to Access Databases

Access is a relational database. A relational database is a collection of data items

Common Database Terms

 File - A file is a collection of associated records.

Using the Navigation Pane

1. Select a Category header to expand it (or collapse it).

2. Double-click on an object to open it.

You can customize the Navigation Pane.

1. Select the arrow in the Navigation Pane title bar.

Access displays a list.

Understanding Tables and Table Relationships

Each row is a record. A record is a meaningful and consistent way to combine

To open a table, use the following procedure.

1. In the Navigation pane, select the arrow next to Northwind Traders.