This Document Contains Cases 1 to 15 Case Notes Chapter 1: A Brief History and Overview of Technology in HR Position Description and Specification for an HRIS Administrator Case Summary This case examines an actual job description for an HRIS Administrator. The job description highlights the essential duties of the role as well as the requirements and qualification of the role. Examining this job description allows the student to draw connections between the role of HRIS and strategy and success of the organization. The job description showcases traditional, transitional, and transformational HR activities, and it depicts the alignment of the HRIS role with the system and the model of the organization. Case Analysis One way to assess the nature and importance of a particular function or position in an organization is to examine the job description and job specifications for this position, as they tell us what activities, duties, and tasks are involved in the job as well as what knowledge, skills, and abilities (KSA) are required to perform the job. This is an actual job description that can be analyzed to show the alignment between the strategy of an organization and the important role that HRIS plays within organizations. Reviewing an actual job description in the field benefits the students by giving them real-world sightlines into how the HRIS function is deployed and how the role fits into the broader context of an organization. Sample Answers to Case Questions 1. How does this position help the HR function become a strategic partner of the organization? There are multiple aspects of this position description that help the HR function become a strategic partner. You can pick almost any one of the responsibilities from the list and indicate that this responsibility would not be part of the job description for HR in a “caretaker” passive role, whereas a strategic partner is a much more active role. For example, consider the following: ● Ensures data integrity in both personnel files and the online human resource information system. Without data integrity, there would be no way to measure the contribution of the firm’s human capital to the “bottom line,” which is a critical part of strategic planning. ● Organizes and manages personnel file audits to ensure compliance with all regulations, policies, procedures, and guidelines for records management. Lack of compliance with governmental rules and regulations can be very costly for a firm in terms of class action suits for unlawful discrimination or unfair dismissals. You can point to any number of court cases where companies had to pay major damages in such litigation. ● Works with endusers and business managers to understand business processes and determine how to use the system to meet those needs. These activities are closely linked to the idea of a partnership between HR and the operationalization of the strategic plan of the company. Feedback from these partnerships could have major effects on the strategic planning process. 2. From the position description, identify the traditional, transactional, and transformational HR activities that this position is involved with. Transactional ● Ensures data integrity in both personnel files and the online human resource information system ● Updates and administers enhancements to the human resource information system ● Updates and maintains system tables Traditional ● Supervises the human resources information management team ● Organizes and manages personnel file audits to ensure compliance with all regulations, policies, procedures, and guidelines for records management ● Ensures security of the HRIS and time and attendance system ● Works in collaboration with payroll and finance to maintain the online interactive position control, personnel, and payroll database systems ● Develops HR dashboards and develops and runs reports, both scheduled and adhoc ● Provides detail and aggregate information for salary surveys and regulatory reporting (i. e. , CUPA, EEO, OSHA, and IPEDS) Transformational ● Works with endusers and business managers to understand business processes and determine how to use the system to meet those needs ● Partners with technology systems resources to support upgrades, testing, and other technical projects ● Collaborates with the human resource technical consultant and other human resource staff on operational issues and special projects ● Maintains current knowledge of best practices, vendor offerings, and market trends 3. Using the key responsibilities identified for this position, explain why and how the HRIS function plays a pivotal role in the organizational model as described in this chapter. Actually, all of the responsibilities can be related to the parts of the organizational model, although some students may disagree with other students’ allocations. This could be a good class project by having students work in groups for 10–15 minutes to allocate all of the responsibilities to a part of the organizational model. Then, have each group report and have open discussion on what are the correct allocations. Of course, a number of these responsibilities can be assigned or allocated to multiple parts of the organizational model, and thus, there is no “right” answer. Case Notes Chapter 2: Database Concepts and Applications in HRIS Applicant Database Case Summary The students are asked to create an applicant database for a small recruiting firm that specializes in recruiting HR professionals for small to medium firms using Microsoft (MS) Access. This activity should include a reflection on how to describe the process that would be used when creating the specified database and how it would be presented to a manager. Case Analysis Most HRIS rely on an underlying database. Understanding how database systems work, therefore, is relevant to HR decision makers because knowledge about how to create, store, and access data can be a key differentiator in a competitive environment. Small HR databases can be created using MS Access, or more sophisticated ones can be purchased from software vendors. There are literally hundreds of HR database business applications that create process and analyze HR data. The challenge is to find one that can most cost-effectively collect and share data from which meaningful information can be extracted to support making good decisions Sample Answers to Case Questions 1. You have been asked to create an applicant database for a small recruiting firm that specializes in recruiting HR professionals for small to medium firms. Describe the process that you would use to design this database. Use MS Access to develop a prototype of the database that you could show your manager. In general, the database design process can be broken down into several steps that are somewhat sequential but oftentimes have to be repeated until the database meets the users’ needs. ♦ Determine what the users want from the database: what questions need to be answered, what information needs to be tracked, what reports are produced, and what data are needed to provide the basis for those results. ♦ Identify the data fields needed to produce the required information; in doing so, identity rules that define the integrity of the data. ♦ Group related fields into tables (entities). ♦ Determine each table’s primary key. ♦ Normalize the data: Make sure the data for an entity are really associated with only that entity. ♦ Determine how the tables are related to one another and include common keys. ♦ Create the relationships among the different entities. ♦ Create queries to define data needs that are not handled by only looking at individual tables. ♦ Create reports to provide a structured view of the data. ♦ Create forms, and in doing so, identify a common design for the forms. ♦ Enter test data to verify the quality/accuracy of the system design. ♦ Test the system. ♦ Enter or populate the database. A good project might be to have students work in teams of two to three students to develop the prototype of the database. Then, have each group report on what their experience was in using MS Access. Case Notes Chapter 3: Systems Considerations in the Design of an HRIS: Planning for Implementations Implementing a New ERP System Case Summary This case focuses on a billion-dollar retailer with 4,000+ stores that can not move fast enough to beat out the competition. There are a number of aspects of the case that showcase the needs for a strong human resource information system or ERP, and the student is invited to design the planning and implementation process for the system. Case Analysis These questions help the student to think about the process of planning and implementing a human resource information system or ERP. Students should be thinking about the customer of the data and the process and the decisions that will be made. The case showcases the importance of giving attention to every step in the system design process. Sample Answers to Case Questions 1. Develop the first few steps of the project plan. The steps in the project plan should include the following: ● Define who the project manager will be. ● Identify a steering committee/project charter. ● Form the implementation team. ● Define project scope. 2. Discuss the potential political necessities outlined in this section as they relate to this type of implementation. The largest political necessity is to identify and address the needs of the key stakeholders in the process. The implementation will not be successful with out engaging these individuals in the planning process, as well as the implementation process. 3. Think about and create a list of steps that make sense for your organization. The full process/list of steps will include the following: ● Define who the project manager will be. ● Identify a steering committee/project charter. ● Form the implementation team. ● Define project scope. ● Management sponsorship. ● Conduct process mapping. ● Implement software. ● Customization (vanilla vs. custom) ● Change management ● “Go live” ● Project evaluation ● Mange potential pitfalls. 4. Is the 9-month rapid-implementation timeframe feasible? Or will it just lead to failure? Although this is a big undertaking, the 9-month implementation timeframe is possible. However, it will take careful planning. Each step in the process will need to be managed with specific implementation dates for each. Case Notes Chapter 4: The Systems Development Life Cycle and HRIS Needs Analysis Planning the Needs of Other Organizations Case Summary The case provides an opportunity to divide the class into groups and have the groups discuss all three questions. The groups can then each present to the class, and the similarities and differences in each group’s approach can be discussed. This can provide an opportunity to see that there is likely not one right answer. However, the components should be similar (e. g. , have a short-range and long-range plan). Case Analysis This case showcases the value of a needs assessment and why it is important. Students will analyzethe importance of the Big 3 when identifying needs and gaps. There is an opportunity to align the needs with a strategic plan to increase the likelihood of success. Sample Answers to Case Questions 1. How would you evaluate Benefast Partners’ strategy? Benefast did not seem to have a strategy that was a “big-picture” approach. Instead, they wanted to have a quick, easy fix that was more tactical in nature than strategic. 2. What changes (if any) would you make going forward? Benefast should start with long-range planning and short-range planning. They need to also discuss and document their answers to the Big 3. This could help them identify their needs and gaps. This would then allow them to strategically plan and prioritize the HRIS system design and implementation that would be most beneficial. 3. What methods would you employ to ensure that an HRIS package meets the majority of your clients’ needs? It is probably a good idea to speak with the client through interviews, focus groups, and/or surveys to get an idea of what the needs are of the client. Several sources or targets of information should be included to get a range of opinions and identify current and future needs. Existing documentation should also be examined. Once the needs are identified, needs should be prioritized. This prioritization should be discussed and approved by the client stakeholders. Case Notes Chapter 5: System Design and Acquisition Request for a New ATS Case Summary The case provides an opportunity to divide the class into groups and have the groups discuss all three questions to help the organization with the creation of a new ATS. Each of the groups can thenpresent to the class, and the similarities and differences in each group’s approach can be discussed. This can provide an opportunity to see that there is likely not one right answer. However, the components should be similar (e. g. , have a short-range and long-range plan). Case Analysis This case gives the students an opportunity to apply the concepts of both logical and physical design to an ATS. It also showcases the importance of both the data perspective and the process perspective when implementing HR systems within an organization. Sample Answers to Case Questions 1. Based on the material in this chapter, design a 3-month operational plan for the ATS. a. In your plan, make certain you differentiate between the logical and physical design of the ATS. Which one should be done first? Which one is more important? b. Describe the importance of the data view versus the process view for the design of the new ATS. c. Who are the important stakeholders to be considered in the design of the ATS? d. How will you determine whether these stakeholders need the information that the new ATS will deliver? e. Based on your personal knowledge of recruiting by companies, develop a DFD with at least two levels. 3-Month Operational Plan for ATS 1. Logical Design: Focus on defining system requirements, user needs, and data flow. This should be done first to establish a clear framework for functionality and user interaction. 2. Physical Design: Translate the logical design into technical specifications, such as database schema and hardware requirements. This follows the logical design and involves detailed implementation planning. Importance of Data vs. Process View: The data view focuses on data structures and storage, ensuring data integrity and accessibility. The process view emphasizes workflows and user interactions, crucial for system usability and efficiency. Stakeholders: Key stakeholders include HR managers, recruiters, IT staff, and end-users (candidates). Their needs should guide the ATS design to ensure it meets functional and operational requirements. Assessing Information Needs: Conduct interviews, surveys, and gather feedback from stakeholders to determine their information requirements and ensure the ATS delivers relevant and useful data. DFD Example: 1. Level 1: Recruitment Process - Job Posting → Applications Collection → Screening 2. Level 2: Screening - Resume Parsing → Candidate Ranking → Interview Scheduling This structure helps visualize data flow and system interactions at different levels of detail. 2. Based on the work you have completed for Question 1, provide a brief outline of the RFP that is to be sent to the HRIS vendors. The outline should connect the information provided in the answer from Question 1 to an RFP that address both the logical and physical design of the ATS. It should also request that the proposal addresses the data and the process perspective of the ATS. Outline of RFP for HRIS Vendors: 1. Introduction: Overview of Regional Hospital’s needs, objectives, and scope for the HRIS. 2. Requirements: Detailed specifications for functionality, integration, data security, compliance, and support, along with evaluation criteria and submission deadlines. Case Notes Chapter 6: Change Management and Implementation The Grant Corporation Case Summary This case introduced Julie Woodland, the new HR director at Grant Corporation, who is responsible for developing a more strategic HR function. As she begins in the role and starts to implement changes, she is facing many challenges and much resistance. Case Analysis This case showcases the need for strong communication and change management when introducing both small and large changes within an organization. It deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success. It addresses the requirement of an effective blend of good technical and good organizational skills to implement successful change initiatives. Sample Answers to Case Questions 1. Overall, what did Julia Woodland do right? What could she have done differently? Julia Woodland was right in seeing that the solution to the immediate and long-term concerns of her department could be addressed with the implementation of an HRIS. However, she seemed to quickly contract with an HRIS provider before conducting a gap analysis, talking to users, and, in general, involving others in the process. 2. Were the correct people involved in the process? Who would you have included, and why? It does not seem that anyone other than Julia Woodland and the HRIS provider was involved. While these are two correct people to involve in the process they are not the only two people who should have been involved in the process. Julia should have involved end users in her department and other departments (e. g. , finance), as well as the IT department in the process. 3. What errors did Woodland make with her own staff? What impact might these errors have had on the success of the implementation? What should have been done? In addition to not involving her own staff in the process, Woodland conducted the meetings behind closed doors and therefore set up an environment where her staff began to wonder and grow concerned. Woodland also did not consider the feelings of her staff and their pride in their accomplishments to date with their efforts to build HR. These errors might impact her staff’s trust of Woodland, resistance to change, and acceptance of the new technology. As discussed earlier, Woodland should have included members of her staff in the process. She also should have had a communication plan and informed her staff on what was happening and how it might affect their jobs and responsibilities. 4. Discuss the cultural issues involved in this case. Are there things Julia Woodland should have taken into consideration prior to starting the implementation? Why are they important? It seems that the Grant Corporation was a culture of working together and not as technologically savvy as Julia had assumed. Julia Woodland should have thought about the departments she would need involved and how she would create a sense of urgency with these other departments, as well as her own staff. She needed to not just communicate what she was planning to do but also why she was planning to do it and how it would be beneficial to her staff and other departments. In other words, Julia needed to consider the culture and to communicate her vision. In doing so, she would have had a greater likelihood of cooperation, involvement, and success. 5. If you were in Julia Woodland’s position, what would you include in your communication plan for the implementation? The communication plan for the implementation should have included a vision for the HRIS implementation for the HR staff and other departments. It could have talked about the greater efficiency of processing, the reduction in errors, and the reduction of backlog. The plan should also have communicated job security to the HR staff, as well as complimented them on their efforts to date. The plan should have included milestones in an overall timeline. 6. How can training be used in this case to make the implementation more successful? In this case, training could be used to make the implementation more successful by doing the following: ● Showing a complete assessment of the current skills and future requirements for all who will be affected by the change ● Taking away concern for how the system will work by having some training early in the process with full training just before the system will be used ● Advanced training in phases could be provided as users become accustomed to performing routine tasks ● Power users who adapt to the new technology quickly could provide one-on-one on-the-job training to those who do not learn the system as rapidly. ● Communication that training will be an ongoing process and not just an isolated event to help manage expectations and acceptance of the new technology 7. How can the Grant Corporation increase user acceptance of the system? The Grant Corporation could increase user acceptance of the systems through communication and training (as discussed earlier). Another way to increase user acceptance would be to use informal ambassadors, along with the power users. 8. Discuss the potential benefits of process reengineering in this implementation. What impact might it have had? Reengineering might have streamlined the processing in the HR department, as well as reduced errors in processing and processing timelines. If it had been implemented with the proper people involved and the right communication and training, the HRIS implementation might have had the change for a strong ROI, and the employees might have been more productive and satisfied in their jobs. 9. After the implementation, what steps should the HR department take to ensure proper maintenance and support of the system? After implementation the HR department needs to take the following steps to ensure proper maintenance and support of the system: ● Determine who will be responsible for the ongoing maintenance of the HRIS system, and have this function report to the HR department. ● Make sure a help desk is established to assist end users with system questions, problems, and report-writing issues. ● Make certain that issues of data security and privacy are addressed and policies and procedures regarding electronic data established and maintained, along with scheduled audits. ● Measure user satisfaction and acceptance in order to evaluate the effectiveness of the project and identify any areas for correction. These results can be used to diagnose problem areas and provide additional information or training to users. ● Finally, ongoing refresher training and advanced user training must be planned to reinforce the new system and processes, as well as expand the knowledge of the users. User group meetings can be a good informal way of providing training support and information sharing. 10. What can Julia Woodland do now to “get everyone on board” and increase the likelihood that this implementation will be successful? Julia needs to rethink how she has attempted to implement change at the Grant Corporation. She had relied on external vendors and has excluded her subordinates, as well as peers in other departments (i. e. , finance and IT). At this point, it would be wise for Julia to admit to her subordinates and peers that in her eagerness to provide a useful integrated payroll/HRIS, she neglected to involve others. In addition to admitting her mistake, she needs to communicate how important the experiences, opinions, and insights of subordinates and peers will be to building and implementing an integrated payroll/HRIS. Once Julia has done this, she can then move on to implementing the change effort by starting with the initial steps suggested by Lewin’s change model (i. e. , unfreezing) and Kotter’s eight-stage model (i. e. , establish a sense of urgency). Julia should then proceed through the change process. She will likely need to be very careful about ensuring she is including others in the process so that she can gain credibility, trust, and cooperation of her subordinates and peers. Case Notes Chapter 7: Cost Justifying HRIS Investments Justifying HRIS for Investment Associates, Inc. Case Summary This case focuses on a Investment Associates, Inc. —a company that is in need of a more robust HRIS system to keep track of and automate records. The company owner, Jim, enlists the help of Sylvia to create a case to justify the need for the HRIS system. Case Analysis This case showcases the importance of an the need to justify the cost of HRIS investments. Accurately identifying and estimating the value of the benefits and costs of new HRIS functionality will play a critical role in HRIS investment decisions in the foreseeable future. A renewed interest in detailed investment analysis is healthy and should be embraced by analysts and decision makers. In addition to supporting improved investment decisions, detailed CBAs of HRIS investments are also likely to identify implementation contingencies and opportunities that can increase the chances for successful implementations. These analyses also provide the desired organizational targets against which to judge the effectiveness of an investment after implementation. Sample Answers to Case Questions 1. What are some of the ways you can use the HR metrics that would be available using the HRIS to justify the purchase of an HRIS? Most importantly, one could easily show that the time needed to complete complex state and federal reports would be greatly decreased, thus allowing Sylvia to spend time on other HR programs (e. g. , employee training programs). A second benefit would be that any information that Jim needed (e. g. , employee tenure, number of dependents, or health plan) could be quickly generated in a report listing all employees or any single employee without an extensive search of the paper files. A third benefit is that information on employees would be accurate, and a turn-around document for employees to verify their personal information could be used to keep the data accurate. 2. In preparing a CBA for this project, what are some of the costs and benefits involved in this investment in an HRIS? Costs include installation support, software fee/license, software support, analyst/administrator, training administrator, data entry, and lost productivity during conversion to new system. Benefits include reduced time to complete reports, more accurate data on employees, ease of accessing employee data, elimination of lengthy and complex employee paper files, and improved employee morale (particularly if HRIS was used to indicate employee birthdays). 3. Explain how to estimate costs and benefits, both direct and indirect, in terms that Jim will understand. (Remember, Jim always has his eye on the “bottom line. ”) One could complete this matrix in Figure 7. 1 using the information available in the IA company to show Jim this systematic approach. One could also refer to the HR metrics from other companies or professional HR societies (like SHRM) to benchmark against other similar companies (e. g. , absence rate, cost per hire, or human capital ROI). 4. Explain how to calculate a CBA to justify the HRIS project. Would you use cost reduction or organizational enhancement (or both) as a strategy for justifying the purchase? Both approaches should be used. If part of the company’s strategic plan was to improve customer service, this benefit could be directly tied to the HRIS by adding a “customer served” functionality to the HRIS. The cost reduction has been discussed. The risk reduction is clearly in terms of EEO compliance or lack of it. 5. What are the three common problems that could occur in your CBA for an HRIS? How would you avoid them? 1. Trying to justify a list of costs against a single benefit (e. g. , better reports for Jim as the only benefit). This could be avoided by showing that the reports to the state and federal agencies would be done accurately and on time. 2. Listing some costs as direct cost reductions whereas they are actually indirect cost reductions, such as employee time saved, for Jim, Marian, and Sylvia. This problem could be avoided by showing that the time saved could be used on other projects. For example, Jim could spend more time with clients, Marian could be trained on the HRIS, and Sylvia could develop employee training and education programs. 3. Be sure that value estimates assigned to time saved are reasonable. Many HRIS investments purport to save employee time, making it a common component of HR technology CBA. 6. Finally—and most importantly—explain how variance estimates that can generated for a CBA would be useful to Jim in the management of his company. Variance estimates can provide a range of expected costs and benefits of the new HRIS, as well as average expectations. Benchmark data from other organizations would be useful to estimate these variances, particularly if Sylvia was a SHRM member and could access these estimates from the national organization. In terms of the management of the company, Jim could explain to his employees what changes were going to occur as a result of the implementation of the HRIS, but caution them that the average expectation is within a range of expectations. Thus, cost savings and improved training programs may or may not occur as predicted. This information provided to the employees will greatly assist in the implementation and use of the HRIS, particularly if there is an employee self-service functionality. Case Notes Chapter 8: HR Administration and HRIS The Caleeta Corporation Case Summary Students will be able to reflect on one of the most basic features within an HRIS: the HR administration module. This case opens up the opportunity to explore the various options available in the implementation of an HR administration module, including HR portals, shared services, outsourcing, and offshoring. Each of these approaches has its advantages and disadvantages. Before developing and implementing the HR administration module, the organization must have conducted a basic job analysis to determine the appropriate knowledge, skills, and abilities for each job. The case highlights one of the key issues in implementing the HR administration module, which is to ensure that it meets legal and compliance requirements. Case Analysis Jan is facing a difficult situation due to shareholder restlessness over financial returns slowing due to increasing employee costs. This case highlights the key business issues that arise for human resource administration with HRIS. The case also showcases how HR operations contribute to the company’s success. Lastly, the case gives students the opportunity to connect the balanced scorecard with the value that it provides for an organization. Sample Answers to Case Questions 1. What are the key business issues facing Jan? Shareholders, who had bought its stock as the Radio Frequency Identification (RFID) manufacturer led the boom in new uses for its products, were restless as financial returns slowed. Board members are concerned that CaleetaCO plants in Mexico and Vietnam were becoming targets of activists who advocated that organizations assure humane working conditions common in the U. S. for its offshore facilities. Board members demanded that Jan move immediately to rein in the employee costs in its U. S. operation. Those costs were growing at a rate of 12% annually, compared with an industry average of 4%. 2. In what ways are CaleetaCO’s HR operations contributing to the company’s success? How do these contributions support company strategic goals? What changes can John make in his HR operations to meet the board’s demands? CaleetaCO devised a human capital talent acquisition and retention plan to attract the most highly skilled individuals in the industry. In order to hire and maintain the best employees, CaleetaCO pays them well and provides them with expensive benefit programs to keep them developing the innovative products the market demands. The HR programs seem to be effective, as they have been incredibly successful in finding the right people to fuel the company’s innovative products. There are a number of ways John can make changes to HR operations; however, some students may disagree on exactly what it is John should do. This could be a good class project by having students work in groups for 10–15 minutes to come up with different options John may have to meet the board’s demands and discuss the benefits and drawbacks of each. Then, have each group report and have open discussion on what may be the best choice to help CaleetaCO achieve sustainable competitive advantage. 3. Describe whether each of John’s proposed changes will hinder or help CaleetaCO achieve sustainable competitive advantage. Which ones would you choose if you were in John’s position? Defend your choices. While there are different ways to go about it, it is important for CaleetaCO to reduce HR expenses while maintaining industry-leading human capital talent acquisition and retention. Impact of Proposed Changes: 1. Improving Efficiency: Helps achieve a sustainable competitive advantage by reducing costs and enhancing productivity. 2. Adopting New Technologies: Helps by keeping CaleetaCO at the forefront of innovation and improving service quality. Choice: I would prioritize adopting new technologies and improving efficiency, as these changes foster innovation and operational excellence, crucial for long-term competitive advantage. 4. How would a balanced scorecard help Jan explain the value of her HR talent approach? Provide sample measures for each of the four categories that would support Jan in her presentation to the board. A balanced scorecard is both a management and measurement system that “enables organizations to clarify their vision and strategy and translate them into action. . . . [providing] feedback around both the internal business processes and external outcomes to continuously improve strategic performance and results” (Arveson, 1998). A balanced scorecard would help Jan explain the value of her HR talent approach because the measures would reflect the value-added nature of HRM in leveraging human capital by linking them to the strategic goals of the organization. Kaplan and Norton (1996) defined the four components of the balanced scored as financial, customer, internal business processes, and learning and growth. Inclusion of these components reflects an organization’s commitment to balance its strategic goals, reflecting expectations of its multiple stakeholders. Case Notes Chapter 9: Talent Management Revisiting the Vignette Case Summary This case revisits Rudiger, who is sitting at his desk in his seventh-floor office in central London reflecting on life. The move from Barcelona to England went smoothly with the last crate arriving only two months later than the rest. He is still working hard, but the hours are slightly better since the introduction of the work–life balance policy last year, and his family has settled well into the idyllic English countryside. As the global head of people and talent, he still has problems though—just different ones. The talent strategy, “Our People—Our Talent—Our Future,” which he presented to the board in his third month, identified the need for robust HRP information and analyses that required a new version of HRP software. It is in its early stages, but the intensive data-cleansing and updating activity has been straightforward so far. More concerning are the metrics responsible for producing the information needed to develop far-reaching HRP policies and practices for the future. The metrics are relatively easy to construct, but it is proving tricky to find the right “bundles” of predictive metrics—this is holding up progress with the analysis application package. In addition, there have been cost overruns in the implementation of the HRP software, and some senior managers are wondering if the new software should be abandoned. At least three of the twelve board members will retire in the next two years, and they are looking to groom their successors. At least one will have to be hired from outside the organization, and the HR department is not sure what the CEO wants for this position. In addition, employee turnover and an aggressive growth strategy mean hiring new employees as well as training transferring current employees. The work that is involved in defining competences (KSA sets) at skill levels within jobs is progressing well, with hard-won support from the unions. However, job descriptions that can be found are at least 3–5 years old, and some jobs have no descriptions. The new apprenticeship scheme is about to be launched, and the international graduate student package and development program has been completely revised. Overall, things are progressing OK, but there is much to be done. Case Analysis This case examines how HRIS and other information systems can be used to support a talent management program. The relationship between TM and performance management is critical to the effectiveness of the entire TM program, and the case exemplifies this for students. In addition, the case emphasizes that the metrics from both the performance management and the TM programs could be entered on the balanced scorecard, which, in turn, contributes to the strategic HRM function. Sample Answers to Case Questions 1. How would you recommend that Rudiger begin to develop an HRP program? What are the steps that he needs to take? He needs to develop a structured approach to the development of the HRP program. In order to accomplish this task of having an effective HRP program, he needs to use the project management guidelines and techniques discussed in Chapter 8. Thus, he needs to identify the people he needs to help him, the activities that need to be done within a specific timeline, and the budget he will need to develop the program. 2. How should the problem with the job descriptions be handled? Should the unions be involved? Having the support of the union is critical in getting cooperation from the employees and their supervisors in updating the job descriptions. The HRIS software is most likely capable of developing an online survey with current job descriptions for all job titles in the company. Online surveys can be sent to a stratified sample, within job titles, to employees and their supervisors with a request to check the accuracy of the job descriptions and make changes where necessary. 3. What are some of the problems in the past that have led this current situation to occur? The company did not have a systematic HRP program. In addition, considering the size of the company, it did not have an HRIS to assist in the management of its employees. 4. Why do you think there are cost overruns? How could this have been avoided? Poor project management! Yes, it could have been avoided by using the tools and techniques of project management. 5. Why are there problems with implementation of the new software? The most common problem is not involving the endusers in the development and implementation of the software but rather just “dumping it on them. ” 6. How will job descriptions be developed for the positions of board member and international student intern? The job description of a board member can be accomplished through interviews and/or a focus group with current board members. The job description for the international student intern can be done using the U. S. Department of Labor’s O Net database, as well as borrowing job descriptions from other international companies. Then, the student interns can keep a diary of the activities on their jobs. Case Notes Chapter 10: Recruitment and Selection in an Internet Context Continuing the Case from Chapter 9 Case Summary On the basis of the analyses and answers completed for Chapter 9, assume that Rudiger has completed an acceptable HRP program and his staff members have completed current and accurate job descriptions for all positions in the talent management project. These job descriptions all contain the specific duties, tasks, and responsibilities, as well as the KSA sets needed for each job. Rudiger’s next task is to recruit and select individuals for jobs. He wants to use the new HRIS software applications that the company has purchased and implemented for recruiting and selecting new employees. Fortunately, he can get assistance on this task from the IT department, which has built and maintains the company’s website. In addition, he has several staff members with doctorates in industrial/organizational psychology who can work with the IT professionals to develop recruitment and selection materials. However, Rudiger must provide the guidelines for the selection and recruitment of individuals who can fit into the talent management project. Case Analysis This case examines the intersection between the use of technology in the recruitment and selection process and the use of HRIS in organizations. It highlights the need for HRIS experts to understand how to use the Internet for recruitment as well as selection-related data in order to provide strategic information to the company and demonstrate the return on the company’s investment in assessments. In addition, technology issues surrounding the selection process are addressed. Sample Answers to Case Questions 1. What guidelines would you establish as part of Rudiger’s plan that emphasize the use of the Internet via a company’s website to communicate the recruiting objectives of the talent management project? a. What are the potential advantages and disadvantages of online recruitment to communicate recruiting objectives? Students will likely have developed different guidelines for the selection and recruitment of individuals who fit into the talent management project. However, student guidelines should cover the following objectives for the recruitment process including (a) cost, (b) speed of filling job vacancies, (c) psychological contract fulfillment, (d) satisfaction and retention rates, (e) quality and quantity of applicants, and (f) diversity of applicants. Students should be able to identify the potential advantages and disadvantages of online recruitment with regard to the cost, speed of filling job vacancies, psychological contract fulfillment, satisfaction and retention rates, quantity and quality of applicants, and diversity of applicants. 1. Clear Messaging: Ensure the website prominently displays the company’s recruiting objectives, including mission, values, and job opportunities. 2. User-Friendly Design: Create an intuitive interface for easy navigation and application submission, enhancing the user experience. 3. Regular Updates: Keep content current with updated job postings, company news, and relevant recruitment information. 4. Engagement Tools: Incorporate interactive features like chatbots or contact forms to address candidate queries and improve communication. 2. What guidelines would you establish for the use of the HRIS for selection and assessment of potential employees? a. What selection and assessment tools could be used on the Internet, and which ones would need to be done on a face-to-face basis? While students will likely have different answers, they should be aware of legal, validity, and security issues surrounding their choices. HRIS Guidelines for Selection and Assessment: 1. Data Accuracy: Ensure accurate and up-to-date candidate profiles and assessment results in the HRIS. 2. Integration: Use the HRIS to integrate selection tools and track assessment outcomes efficiently. 3. Confidentiality: Implement strong data security measures to protect candidate information. 4. Reporting: Utilize the HRIS to generate comprehensive reports for informed decision-making. Selection and Assessment Tools: • Internet-Based: Online aptitude tests, personality assessments, and video interviews. • Face-to-Face: In-depth interviews, hands-on skills assessments, and team exercises. b. What are technological issues that impact selection via the Internet and the solutions that have been suggested? Technological issues addressed should include the following: ● Equivalence between conventional and computerized assessments ● Bandwidth vs. fidelity: How closely to simulate job? ● Validity and security issues in online testing Technological Issues: Connectivity problems and system compatibility can hinder online selection. Solutions: Implement responsive design for accessibility, use cloud-based platforms to ensure reliability, and provide technical support for users encountering issues. c. What guidelines would you develop to make sure that a utility analysis was done for all HRIS selection applications? Student answers may include a simple or more complex approach. ● The simplest approach to estimating utility is to conduct pre/post comparisons of measurable performance to see if the selection system has coincided with a change in performance. ● A complex approach (more precise) is to use a 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 1. Define Metrics: Establish clear criteria for evaluating the effectiveness and efficiency of HRIS applications, including cost, time savings, and user satisfaction. 2. Collect Data: Gather quantitative and qualitative data before and after implementation to measure performance against defined metrics. 3. Conduct Comparisons: Compare the utility of different HRIS applications to ensure the chosen solution provides the best overall value. 4. Review Regularly: Schedule periodic reviews and updates of the utility analysis to adapt to changing needs and technology advancements. Case Notes Chapter 11: Training and Development: Issues and HRIS Applications Meddevco Case Summary This case is based on the analyses and answers completed for Chapter 9. We learn that Rudiger is working with Meddevco (name changed), which is a large multinational corporation that operates in the medical devices sector. The firm employs around 33,000 people in five divisions and has operations in 120 countries. Sixty-six percent of the multinational’s revenue is generated from products that are less than 2 years old, and 80% of employees are working on products that are less than 2 years old. The combination of systems and applications and the careful analysis of HR information contained therein allow the organization to develop and implement a global T&D strategy. However, the firm faces a number of challenges arising from the use of these different systems. As the organization largely grew through acquisition, a number of legacy systems still coexist with the global HRIS among some of its subsidiaries. Data compatibility issues also derive from the use of SABA, which is not part of their PeopleSoft system. In addition, the firm is also using SAP, and it is questionable whether Oracle (the owner of PeopleSoft) will support data exchanges with a system supplied by its chief competitor. Furthermore, because Meddevco did not involve the workforce in the implementation process of the talent management system, employees are reluctant do complete their talent profiles. Moreover, the need to customize the HRIS locally to comply with national legislation in its subsidiaries further complicates the collection and transfer of data within the global HRIS. Case Analysis The example of Meddevco illustrates how large organizations employ HRIS to manage their workforce and how they leverage human resource development through the use of HRIS T&D applications, learning portals, and specialized learning management systems. However, it is also apparent that careful planning is essential to avoid compatibility issues and to ensure a consistent global flow of HR and T&D-related information. Sample Answers to Case Questions 1. What should Meddevco have done to avoid some of their problems? Meddevco neglected to do two important things that would have prevented many of the problems they are now being faced with. First, Meddevco should have put considerably more efforts into the selection of their HRIS. Meddevco should have considered compatibility issues that would result from the legacy systems that exist as a result of acquisitions and the use of SABA and SAP. Second, Meddevco should have involved their workforce throughout the implementation process so that they would be willing to use the HRIS. Third, Meddevco should have ensured that the chosen system is flexible enough to handle compliance with national legislation for foreign subsidiaries. 2. How could Meddevco now solve the problems created by not involving employees during the implementation of the HRIS? There are a number of things Meddevco might do to solve the problems created by not involving employees during the implementation of the HRIS. A few suggestions include the following: Meddevco should ensure that employees have the necessary skills to use the HRIS by providing training where needed, Meddevco may want to provide their employees with some incentives for utilizing the HRIS, and Meddevco should hold managers accountable for the uptake of the HRIS. 3. What else should Meddevco do now to improve the operation of their system? There are numerous things Meddevco could do now to improve the operation of their system. Some suggestions are stated below: ● 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. ● Provide training for managers and employees on how to best utilize the HRIS. ● Promote the use of the HRIS throughout the organization. Case Notes Chapter 12: Performance Management, Compensation, Benefits, Payroll, and HRIS Grandview Global Financial Services, Inc. Case Summary Grandview Global Financial Services is an international corporation providing multiple financial services. Although it is one of the smaller players in the field, the firm has about 20,000 employees globally. Because the performance goals are based on financial targets, and employees’ merit and incentive payments are directly related to employee performance, as well as Grandview’s overall results, all necessary functionality for the compensation process should be built into the performance system. At year’s end, results should be able to be imported directly from corporate financial systems and used to generate performance reviews and compensation plans for the employees. The resultant pay increases and bonus payments would be fed directly into the payroll system already in use by Grandview in the United States and abroad. The case examines the need for system administrators to be able to ensure worldwide compliance with the performance process directly from the system through a variety of reports. Case Analysis The overall goal of this case is to provide the student with a broad understanding of the role and focus of HRIS in supporting performance management, compensation, benefits, and payroll processes. The combined PM, compensation, benefits, and payroll systems constitute some of the most important parts of the HRIS. Money may not be at the forefront of how people talk about the organization and their linkages to it, but if performance ratings result in lower-than-expected salary increases, bonuses are miscalculated, benefits elections are not implemented, or a pay check is wrong or (worse still) not delivered, employees become vocal. Sample Answers to Case Questions 1. What is the role of performance management in establishing and maintaining corporate culture? In order to establish and maintain a consistent corporate culture across multiple locations, it is important to maintain a consistent performance management system throughout the organization. The performance management process consists of three parts: performance planning, observing performance and providing positive and corrective feedback, and developing periodic performance summaries to serve as a basis for performance planning for the next period while providing data for a variety of human resource decisions, including rewards, staffing, training and other decisions affecting the employee’s relationship with the organization. It is important that employees receive a consistent message regardless of their geographic location. 2. What is the role of compensation and benefits in establishing and maintaining corporate culture? A well-integrated compensation and benefits system can aid in establishing and maintaining corporate culture by sending employees a single message about what adds value in the organization and the type of behavior and culture that is desired. 3. Since laws, labor markets, and customs relevant to performance management, compensation, and benefits differ from country to country, does it make sense to try to maintain a common global process for managing each of these areas? Students should understand that Grandview would greatly benefit from maintaining a common global process for managing performance management, compensation, and benefits. Because laws, labor markets, and local customs are different, it is important that Grandview is able to develop a system that is flexible enough to manage these added complexities. 4. Given all the cross-country differences, why would a global organization want to have a common HRIS? A common HRIS system would help to unify the organization’s performance management, compensation, benefits, and payroll systems. This would allow Grandview to act more strategically in that it will be better equipped to align employee behaviors with the strategic intent of the organization. It is suggested that Questions 5–8 could be a good class project by having students work in groups for 20–30 minutes to develop and implement a plan for a global performance management system, rewards system, benefits system, and HRIS to manage these functions. Then, have each group report and have an open discussion on how Grandview should go about the implementation process for each system. 5. How should Grandview go about implementing a global performance management system? There are many ways in which Grandview could go about implementing a global performance management system. However, students may disagree with other students’ implementation plan. To implement a global performance management system, Grandview should: 1. Define Objectives and Metrics: Establish clear, consistent performance goals and evaluation criteria that align with global and local business objectives. 2. Standardize Processes: Create a unified framework for performance management while allowing for regional adaptations to address local differences. 3. Integrate Technology: Deploy a scalable, cloud-based platform that supports multiple languages and compliance with international regulations. 4. Train and Communicate: Provide comprehensive training for managers and employees on the new system and communicate the benefits and procedures clearly across all regions. 5. Monitor and Adjust: Continuously review system effectiveness, gather feedback, and make adjustments to improve performance and address emerging needs. 6. How should Grandview go about implementing a global rewards system? There are many ways in which Grandview could go about implementing a global rewards system. However, students may disagree with other students’ implementation plan. To implement a global rewards system, Grandview should: 1. Align with Business Goals: Design a rewards system that supports global business objectives and motivates employees toward achieving them. 2. Localize Rewards: Tailor rewards to fit cultural preferences and regional market conditions, ensuring relevance and effectiveness across different locations. 3. Ensure Equity: Establish fair and transparent criteria for rewards to avoid discrepancies and maintain consistency across global offices. 4. Leverage Technology: Use a global HR platform to manage and track rewards, ensuring seamless integration and accessibility for all employees. 5. Communicate Clearly: Educate employees about the rewards system, including how they can earn and benefit from it, and regularly review and update the system based on feedback and performance metrics. 7. How should Grandview go about implementing a global benefits system? There are many ways in which Grandview could go about implementing a global benefits system. However, students may disagree with other students’ implementation plan. Implementing a Global Benefits System: 1. Assess Needs: Evaluate employee benefits preferences and legal requirements in each country. 2. Design Inclusively: Create a benefits package that offers core global benefits while allowing for regional customization. 3. Ensure Compliance: Align benefits with local regulations and industry standards to avoid legal issues. 4. Communicate Effectively: Clearly inform employees about the benefits available to them and provide local support for any inquiries. 8. How should Grandview go about implementing a global HRIS to manage these functions? There are many ways in which Grandview could go about implementing a global HRIS. However, students may disagree with other students’ implementation plan. Implementing a Global HRIS: 1. Standardize Core Functions: Develop a unified HRIS framework that supports global HR processes while accommodating local requirements. 2. Integrate Systems: Ensure the HRIS integrates seamlessly with other business systems and local HR tools. 3. Support Multilingual and Multi-Currency Features: Include capabilities for multiple languages and currencies to handle global transactions. 4. Provide Training and Support: Offer comprehensive training for users and maintain robust support to address technical issues and user needs. Case Notes Chapter 13: HRIS and International HRM Cookware MNE Case Summary A large MNE in the cookware industry was having difficulties maintaining its market share due to a number of mergers among other competing firms in the industry. As a result, the management of the MNE asked the IHRM department for some suggestions as to how personnel costs could be trimmed. However, there was one constraint established by tradition in the company. The MNE had never had a layoff of employees in its history, and the CEO refused to use this option to reduce personnel costs. One of the complicating factors was the different labor legislation, as well as the very different cultures in the 29 countries in which the MNE did business. Case Analysis Globalization is a reality, and this case showcases an example of its impact on HRIS. This case examines the implications of this globalization on the HRM function in MNEs. This case looks at how IHRM has become increasingly complex by expanding on the traditional HR functions of selection, training, and compensation. The complexity of having diversity of employees (PCNs, HCNs, and TCNs) and of contending with the varying laws and practices of host countries dictated that MNEs abandon the paper-and-pencil system for computer technology. We look at the advantages of having employee information stored, manipulated, and reported using computer technology relative to the use of these capabilities in multiple IHRM programs. Sample Answers to Case Questions 1. How would you approach a solution to this problem for the MNE? It is apparent that personnel costs had to be reduced. a. First, I would ask the CEO and the corporate board to set a specific financial savings goal in terms of the overall reduced personnel and payroll. The HRIS director in the IHRM department and the financial officer should be able to help produce these numbers for the CEO and the corporate board. b. Next, I would have the IHRM and legal departments examine the relevant labor laws in each country to make sure any reductions in employees would be legal within each country. For example, in the U. S. , it possible to offer early retirement and then drop the budget line (called a full-time employee [FTE] line) to reduce the overall expenses for personnel. However, in France if an employee takes an early retirement, the FTE stays in the personnel budget, and another person must be hired for that position. c. I would also check the relevant labor laws to determine how I could proceed to make some positions part-time or convert FTE lines to temporary employees. d. Finally, using the HRIS for the MNE, I would determine exactly how many reductions in personnel I would need, by country, to meet the corporate financial savings goal set by the CEO and the corporate board. This information would then be sent to the HRM department that was responsible for each of the countries in which the MNE did business so that they could set operational goals for employee reductions within the labor laws for that country. 2. Assuming that reducing personnel costs is the best—and probably only—way to reduce overall corporate costs, what specific programs would you suggest to help reduce costs? And why? I would examine options other than layoffs for current employees. Several options come to mind: (1) early retirement with an incentive; (2) have employees share a job where possible; (3) using temporary employees; (4) freeze hiring new employees if the country laws allowed it; and (5) examining the causes for the reduction in sales to determine if the sales force needs training to help with new sales. 3. How would an HRIS for the MNE aid in finding HR programs to help solve this problem? What would be the important data to access in the HRIS for all of the units and divisions of the MNE to determine feasible HR programs? ➢ The HRIS could be used, as mentioned above, to determine the exact amount of personnel savings needed for each country to meet the financial savings goal. ➢ The HRIS could also supply the history of turnover in the MNE to determine the number of employees, by jobs, expected to leave the MNE on an annual basis. If a hiring freeze were instituted, this information could be used to determine how many additional FTEs would have to be reduced to meet the financial savings goal. Using the HRIS, this information could be used to determine these numbers for each country. ➢ Finally, using the labor laws for each country that pertain to discrimination in hiring and terminations, the HRIS could provide the information on the racial, gender, and age distributions of employees by job in each country in the MNE. 4. Are the problems of reducing personnel costs for an MNE different from those for a domestic-only company? Explain. As discussed above, the most significant difference is the reduction of personnel costs would have to be done within the labor laws of each country. As a result, the second major difference of reducing personnel costs for an MNE versus a domestic-only company is that it will be much more complex for the IHRM department in the MNE. Yes, reducing personnel costs for a Multinational Enterprise (MNE) involves more complexity than for a domestic-only company. MNEs must navigate varying labor laws, wage standards, and economic conditions across different countries, making cost reduction strategies more intricate. In contrast, domestic-only companies deal with a more uniform regulatory environment, simplifying their approach to managing personnel costs. Case Notes Chapter 14: HR Metrics and Workforce Analytics Regional Hospital Case Summary Regional Hospital is a 500-bed hospital and has several associated clinics in a major East Coast metropolitan area. It has been an aggressive adopter of computing technologies in efforts to decrease costs and improve operational efficiencies. A critical challenge facing the hospital is meeting its ongoing challenges to staff at the hospital and allied clinics effectively, given the ongoing shortage of nurses; uncertainty in health care legislation; emphasis on shortening hospital stays to reduce costs, which causes the daily census (numbers of patients in various departments) to vary dramatically from day to day and shift to shift; the continued aging of the population in its primary care area; and the unending competition for employees with key skill sets. Employee expenses represent more than 80% of the overall costs of operation for the hospital, so identifying ways to match optimal skills and numbers of employees to the appropriate shifts is critical to achieving consistent success. However, individual shift managers struggle to make effective staffing decisions, resulting in consistent overstaffing or understaffing of shifts and departments. These staffing problems potentially increase the high costs of varied levels of patient care and satisfaction and potentially increase the risk that staff turnover may escalate because of dissatisfaction with the continuing inability of managers to match staffing needs to demand. Company managers recognize the potential that HR metrics and analytics might have for their organization, and they have come to our students for help. They are hearing from their peers in other hospitals that metrics can help in this area but are not quite sure where to start. They are looking for guidance on how to do HR metrics and workforce analytics. Case Analysis The central focus of this case is to define workforce analytics and discuss how and when it can contribute to improving organizational effectiveness in this hospital. Workforce analyses activities provide no return on the organization’s investment unless managers make different and more effective decisions as a result of the information provided by metrics and analytics reports. Therefore, focusing the development of workforce analytics around organizationally important problems and opportunities is likely to increase the possibility of significant returns for the hospital. Sample Answers to Case Questions 1. Do you believe that a program of HR metrics and workforce analytics might be useful in Regional Hospital? If so, why? Yes, because first it will help to identify metrics of importance to decision-making procedures. There is a fundamental distinction between HR metrics and workforce analytics. Metrics are data (numbers) that reflect some detail about given outcomes (e. g. , success in recruiting new employees). These metrics reflect characteristics of the organization’s HR programs and activities. Analytics refer to strategies for combining data elements into metrics and for examining relationships or changes in metrics. Understanding these combinations of metrics is done to inform managers about the current or changing state of human capital in an organization in a way that can impact managerial decision making. The analytics an organization needs depend upon the problems and opportunities that currently face its managers. A number of important HR activities fall within HR metrics and workforce analytics. These HR activities include reporting, dashboards, benchmarking, data mining, predictive statistical analyses, and operational experiments. All of these activities are focused on more effective managerial decision making, which the hospital badly needs. 2. What opportunities do you see regarding “where” and “how” metrics and analytics might be applied in this organization? The organization strategy or goal is to decrease costs and improve operational efficiencies. This fact will drive the “where” for both metrics and, more importantly, for analytics. Metrics should be created and collected anywhere quantitative data are available that relate to the organizational strategy. This includes the following: ➢ The ongoing shortage of nurses ➢ Emphasis on shortening hospital stays to reduce costs ➢ The daily census (numbers of patients in various departments) ➢ The continued aging of the population in its primary care area ➢ The unending competition for employees with key skill sets ➢ Overstaffing or understaffing of shifts and departments ➢ High costs of varied levels of patient care ➢ Staff turnover ➢ Dissatisfaction with the continuing inability of managers to match staffing needs to demand Workforce analytics are meaningful combinations of metrics that are focused on the costs and operational efficiency. Thus, length of hospital stays, the daily census, and the high costs of varied levels of patient care could be combined. The costs ofhiring new nurses and staff turnover would also be analytics. Calculation of these costs and benefits (as will be seen in Chapter 7) is not difficult, but the case does not provide the metrics needed. For example, to compute hiring new nurses would include the costs of recruiting, the costs of selecting the new nurses (interviews, employment testing, and checking credentials) and the costs of (initial) lower job performanceof the new hires. 3. Identify three analyses and associated metrics you think might be useful for Regional Hospital to consider. Most of this answer is contained in the answer to Question 2, so the metrics and analytics will not be repeated. However, more specifically, three useful analyses would be these: 1. The relationship between the shortage of nurses in the labor market and the number of nurses hired with key skill sets with predictive analyses 2. The daily census and the high costs of varied levels of patient care 3. The relationship dissatisfaction of staff with the continuing inability of managers to match staffing needs to demand and staff turnover 1. Patient Satisfaction Analysis: • Metrics: Patient satisfaction scores, Net Promoter Score (NPS), and feedback ratings from post-visit surveys. This helps gauge the quality of care and service. 2. Operational Efficiency Analysis: • Metrics: Average patient wait times, bed occupancy rates, and staff-to-patient ratios. These metrics assess how effectively resources are utilized and identify areas for operational improvements. 3. Financial Performance Analysis: • Metrics: Cost per patient, revenue per service unit, and overall operating margin. This analysis tracks financial health, cost management, and profitability to ensure sustainable operations. 4. How might Regional Hospital utilize benchmarking as a part of its metrics and analytics effort, if at all? The mangers should use benchmarking against other hospitals in their geographic region to determine whether or not their problems are being experienced by the other hospitals—in other words, a starting point to begin to examine any proposed changes in Regional Hospital. They should use these comparisons on metrics and analytics to guide any changes in the current HR practices by using either predictive analyses or operational experiments. 5. What advice would you offer to the managers at Regional Hospital about developing a program of HR metrics and workforce analytics? Given the current state of the organization and its multiple problems, Regional Hospital should establish a Task Force on Metrics and Analytics and hire an external consultant to help the task force define a program of action tied closely to the organization strategy to decrease costs and improve operational efficiencies. 6. What potential problems might occur in the establishment of an HR metrics and workforce analytics program for Regional Hospital managers about which you would want to alert them prior to beginning this project? There are the following potential problems: ➢ Determining and measuring various HR programs and operational procedures to develop metrics ➢ If benchmarking is done, relying on the results of benchmarking as a target for the hospital to achieve ➢ Obtaining the cooperation of all employees, both managers and staff, in order to get accurate data and to participate in organizational improvements related to decreasing costs Case Notes Chapter 15: HRIS Privacy and Security Practical Applications of an Information Privacy Plan Summary Case Summary XYZ University is a medium-sized tertiary education provider in the state of Queensland, Australia. In undertaking its normal business of teaching, learning, and research, the university collects, stores, and uses “personal information”—that is, anything that identifies a person’s identity. The bulk of this information is retained in the student management information systems and in the file registry. Academic and administrative staff, at various levels, have access to these records only as required to carry out their duties. Portions of the information held in university student records are disclosed outside the university to various agencies. The university has a well-documented information privacy policy in accordance with the community standard for the collection, storage, use, and disclosure of personal information by public agencies in Queensland. The students are asked to look at three scenarios in which they need to decide how to apply the privacy policy and principles. Case Analysis Although it is clear that HRISs have numerous benefits in organizations, this case considers some recent issues associated with their use including employee privacy and information security. In particular, the case considers (a) practices that may affect individuals’ perceptions of invasion of privacy, (b) the components of information security, (c) the security threats faced by organizations, and (d) the implications for developing fair information management policies and security practices. Sample Answers to Case Questions 1. Do you believe that a program of HR metrics and workforce analytics might be useful in Regional Hospital? If so, why? Yes, because first it will help to identify metrics of importance to decision-making procedures. There is a fundamental distinction between HR metrics and workforce analytics. Metrics are data (numbers) that reflect some detail about given outcomes (e. g. , success in recruiting new employees). These metrics reflect characteristics of the organization’s HR programs and activities. Analytics refer to strategies for combining data elements into metrics and for examining relationships or changes in metrics. Understanding these combinations of metrics is done to inform managers about the current or changing state of human capital in an organization in a way that can impact managerial decision making. The analytics an organization needs depend upon the problems and opportunities that currently face its managers. A number of important HR activities fall within HR metrics and workforce analytics. These HR activities include reporting, dashboards, benchmarking, data mining, predictive statistical analyses, and operational experiments. All of these activities are focused on more effective managerial decision making, which the hospital badly needs. 2. What opportunities do you see regarding “where” and “how” metrics and analytics might be applied in this organization? With regard to the above scenarios, you need to decide the following: 1. What information privacy principles (IPPs) have been breached? 2. How? 3. What would you do to address the situation? Scenario 1 The officer making a copy of a grievance should not have left the file unattended (failure to securely protect information). Roger should not have flicked through the file (unauthorized access to information). Scenario 2 Tom gave an unauthorized disclosure of information to Christine. Scenario 3 Brad should not have looked up Janet’s personal information (unauthorized access to information). In all of these situations, the people violating information privacy principles did so without realizing what they were doing was wrong. In each of these scenarios, training should prove to be very helpful to curb such reoccurrences in the future. All three cases highlight how easy it is to violate the privacy of others. Students should be made aware that even when intentions are noble (like in Scenario 3), violations can occur. Opportunities for Metrics and Analytics: 1. Where: Apply analytics to patient care processes, operational workflows, and financial management to optimize efficiency and outcomes. 2. How: Use real-time dashboards and predictive analytics to enhance decision-making, improve resource allocation, and personalize patient care. Solution Manual Case for Human Resource Information Systems: Basics, Applications, and Future Directions Michael J. Kavanagh, Richard D Johnson 9781506351452, 9781483306933
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