adel abouhana hrms implementation
TRANSCRIPT
Improving Human Resource Management Capability in an
Institution through Implementation of a Computerized
HRMS.- Lessons from the Conference
Adel Abouhana
CASE - X
Background
Efficient and effective Human Resource Management in Higher institution is critical to ensuring sustained Quality and Competitiveness of any institution.
Effective Implementation of an appropriate Computerized Human Resource Management System is critical to enhancing the organization's Human Resource management capability and service delivery
Background
Effective implementation of such a major “Enterprise Administrative
System” is a very complex undertaking environment has some added
complexities.
The tradition has been for the focus to be on technical
implementation issues.
Background
The functional user, usually administrative or Management personnel,
now plays a key role in implementing contemporary systems.
There are many lessons to be learnt from the perspective of
functional Human Resources Personnel in the implementation process
The Human Resource Management System
The Acquisition and Implementation of a Computerized HRMS
was not like buying Microsoft Office at the Computer Store
and installing it.-
It started with a vision.
Vision of Human Resource Function -1
HR focus shift from Administrative to Strategic, Facilitative,
Consultative and Developmental
Improved HR Operational efficiency and effectiveness in HR, in
support of Al Waseeta Mission and Objectives.
Vision of Human Resource Function - 2
HR as a central source of timely and accurate data to support
processes, such as
Workforce Planning and Analysis,
Position Management,
Recruitment,
Staff Training and Development,
Compensation Management,
Skills/Competencies
Career Management,
Industrial Relations,
Vision of Human Resource Function - 3
HR Processes which
put information at the line management level
make data accessible to individual customers for the specified purpose of inquiry or change
are automated
allow for re-engineering areas of functionality
Our HR Direction. -1
A highly efficient HR Service Al waseeta and subsidiaries by
developing a and implementing improved and efficient processes
and procedures based on functions and customer needs and not on
hierarchy
facilitating informed and timely decision-making
Our HR Direction. -2
Auditing processes and practices for continuous
improvement
Developing plans and programs HR development
using sound data analysis techniques
Our HR Direction. -3
Regarding process improvement as ongoing, taking account of
changing needs and new technology, as it emerges
Using appropriate technology - electronic mail, intranet, internet,
document management - in order to improve communication and data
access across the orgnization.
Our Focus - Process Improvement
Structured approach
Positive impact on quality of services
Meet or exceed customer’s expectations
Add value -- Staff, Al Waseeta , Subsidiaries, Public
Our Challenges - External
Financial constraints
Rapidly changing technology
Increasing competition
Customers (subsidiaries and QP) being more demanding and requiring higher
levels of accountability and performance.
Challenges- Internal
Customer dissatisfaction with unavailable, incorrect and inconsistent
information
Redundancy of activities-lengthy processes
Structure and decision-making on organizational hierarchy rather than
on process and function
Decision-making authority either too centralized or
too bureaucratic
Challenges- Internal
“Common & consistent practices” are not part
of the culture
Highly autonomous organizational units
Old systems should accommodate all differences
No incentives for consolidation of systems &
practices
STANDARDS
Challenges- Internal
Strong Culture of Tradition and Custom and
practice.
Hierarchy of Approvals
Redundancy of information
Organizational units reluctant to change
Challenges Identified -1
No Executive Commitment to Radical Change
Inadequacy of Resources
The process to change Ordinances, Regulations and Collective
Agreements
Laws, Custom and Practice.
Challenges -2
Multiple locations and cultures
Multiple health plans
Multiple vacation plans
Wide variety of job groups & pay practices
To be checked
Challenges -3
High comfort level
Success
History
Value
Concern
Scorn
Inertia Laziness
Lack of
objectivity
Genuine concern
Political reasons
Resistance to Change
How Did We Get There?
Piece-meal and Hierarchical /Departmental approach to
development of processes and procedures. This resulted in:
Separate Personnel Administration Systems evolving
based on QP policy and internal situations
Utilizing individual talent to administer current
situation
Various sub-systems were developed to support
specific functions, based on group/ organizational
differentiation within the Organization
How Did We Get There
Original assumptions that are no longer valid
Options Considered
Radical Re-engineering of work processes based on
functionality and current available technology
phased process change
Opportunities for Change
Company Governance and Strategic Plans and Operating plans have
all identified current process weaknesses and the need for change.
Availability of successful HRMS technology which is process-
oriented
Re-Engineering - Definition
“...the fundamental rethinking and radical redesign of business
processes to achieve dramatic improvements in critical,
contemporary measures of performance, such as cost,
quality, service, and speed.”
Hammer & Champy
PeopleSoft at X INC
HRMS at X
Not Sure if:
Before system was purchased a review and analysis was done
to determine the Human Resource information and process
requirements.
HRMS was acquired by Al waseeta at inseption ? and
implementation has been on-going in phases since.
PeopleSoft HRMS at X
A RFP was prepared and responses from vendors were judged by a
multi-disciplinary team on the following
The general fit of the system -un-customised to fill the defined needs
Security of Data
User-friendliness-query and report writing
Cost and Maintenance
Customer Support and Training
HRMS at X
Highlights of the System
Not Comprehensive functionality
Not Process-oriented
Not User driven
Client-Server moving towards n-tier architecture
Security at several levels
Windows at client end
Easy interface with Microsoft Office
User-friendly Query and Reporting Capability - ?”?
HRMS at X
Implementation Team both Technical and Functional.
Users play a major role in implementation process
Increasing capabilities of new Versions - Resource issues
Functionality
Position
Management
Succession
PlanningBase Benefits
Administration
Salary
Administration
Health and
Safety
Training
Administration
Career Planning
Reporting
Query
Payroll
Position/
Fund Acctg
Industrial
Relations
HR Audit
Administer
Personnel
Competency
ManagementRecruitment
Process Objectives
Release of personnel from routine-non value added tasks to
Developmental areas such as planning, training and staff
development, on-going process review
Better monitoring of performance through review of reports
Framework in place for the future
Process Objectives
Decision-making-:
De-centralised : At the Department level
Limit required approvals
Electronic signatures and Authority
Quicker decision-making
Timely, consistent, accurate and “just-enough” information.
Improved efficiency:- Elimination of manual processes
Removal of redundant processes and process steps,
Process Difficulties
Multiple forms with redundant data
Dual data entry, inconsistent information
Poor communications
Much activity and no value-added
Expensive
Error Prone
HRMS at X
Before system was purchased … ? a comprehensive review
and analysis was done to determine the Human Resource
information and process needs.
HRMS at X
A RFP was prepared and responses from vendors were judged by a
multi-disciplinary team on the following
The general fit of the system uncustomised to fill the defined needs
User-friendliness-query and report writing
Security of Data
Cost and Maintenance
Customer Support and Training
Needed HRMS at X
Main Highlights of the System
Comprehensive covering most strategic and
operational requirements current and future
User Friendly
Windows at client end
Easy interface with Microsoft office
Simple Query and Reporting Capability
Security
Needed HRMS at X
Implementation Team both Technical and Functional.
Users play a major role in implementation process
Increasing capabilities of new Versions - Resource issues
Process Review and
Implementation Strategies -1
Increase emphasis on process -- clearly identify X - reengineer, standardize
where possible.
Design processes that can perform well across organizational boundaries.
Replace obsolete systems .
Re-engineer systems that will not be replaced.
Process Review and Implementation
Strategies -2
Single point of entry for employee data.
Ad hoc query, report and analysis capabilities.
Employee data immediately available to supervisors.
Promote uniformity.
Reduce paperwork.
Process improvement as ongoing, taking account of
changing needs and advantages of new technology, as it
emerges.
Process Review and
Implementation Strategies -3
Minimum Customization
Common standards within each campus and across campuses for data,
reports, policies and processes.
User focus
Team approach (Functional/Technical)
Provide information for Data based decision making at all levels.
Process Review and
Implementation Strategies -4
Responsibility for an action should reside closest to the place
most affected.
emphasis on effective post-action audits
build controls into the System where possible.
Integrate the use of E-mail into processes, both for messages
and to convey documents.
Process Review and
Implementation Strategies -6
Focus on common standards within each campus and across
campuses for data, reports, policies and processes.
Shorten the cycle time for processing transactions by at least 60%.
Achieve this by reducing: the number of steps, manual effort, the
number of handoffs, the number of authorizations and by
eliminating wasteful and non-value-adding activities.
Issues - reasons for implementation delays
Lack of senior management commitment
Lack of adequate implementation budget
Lack of dedicated full-time project team
project management
technical team
functional user involvement
Lack of adequate technical infrastructure
Executive Sponsor
University Registrar’s relentless efforts, direct involvement
Implementation Budget
Dedicated project management
Presented realistic implementation budget
Establishment of University team (across the campuses)
Functional Analysts
Systems Analysts
Project Coordinators
Database Administrators
Adequate technical environment
Proper database servers on each campus
Replace/acquire client machines
Address network infrastructure issues
Mona implementation
focus for initial implementation
addressed technical, human resources issues
standardize processes across HR departments - business process review
public relations drive
newsletters
presentations (deans, department heads, unions)
Cave Hill
lack of HR functional user involvement/ ownership
leveraged from lessons learnt at Mona
results of BPR exercise
user procedures
St Augustine
total lack of interest until payroll and Y2K became an issue
Lessons - Opportunities
Project management and Planning
Training and Development
Business Process Review and Re-engineering
Involved functional users at ALL stages - one reason for
success
Obtained functional user buy-in early
Ensured that dedicated functional users were part of
core team
identify and obtain best talent
full-time dedicated users to the project is very important
but almost never attainable.
Payroll
Decision to use HRS- workshop at Alwaseeta involving Payroll & Benefits representatives from all departments .
prior to PS, each campus operated independently
Pro - Integrated HR/Payroll system
Con - Required customization - Taxes, payment methods
On-site Functional Training
Introduction to HR
Introduction to Benefits
Payroll I and II
Urgent customizations
National Id Number
Net pay distribution methods
Calculation of taxes
Tax reporting
General Ledger Interface
Annual Step Increase
Implementation
Vanilla testing
Standardize across campuses
Salary plan, earning codes – Initial “M” for Mona , “C” for Cave Hill and “S” for St. Augustine
Attempt to standardize pay cheques & payslips
What to standardize and what not to?
Decision not to standardize Paygroups, Earnings Programs & Benefit Programs.
Testing of customizations
End user training
Parallel run
Lessons Learnt Underestimated and Undercommited Resources
Human
Physical
Financial
Unrealistic Expectations
Unclear decision making framework
Suspicion and skepticism
University approach
Communication
Don’t Compromise
If we had to do it over again?
First phase should include core HR and Payroll
What is Required?
Pro-active and process driven approach to
Implementation
Well defined strategy and plan for change
and change management
Synergistic team with accountability
ownership, and LEADERSHIP!
What else is Required
Networking, benchmarking and external advice
Careful attention to security control
Early focus on Data conversion
Phased approach
Address integration issues early e.g with Finance and Student
Administration Systems
Plan for retaining highly trained project staff
What else is Required?
Ongoing Communication to all players
Management and User Commitment and support
at all levels
Dedicated resources to the Process -Human,
Financial, Physical and Organizational
Follow Through
The Reality
It is an uphill effort
It is an art form to balance:
National and organization cultures
Logistics due organization size and geographic
spread
Customer Expectation
The Reality
It requires a thorough business process review, and Fit/Gap Analysis.
The project never gets finished
YOU NEVER HAVE ALL THAT’S REQUIRED,BUT NEED TO GET THE JOB
DONE!
WELCOME TO THE REAL WORLD!!!