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TECHNOLOGY

NAME OF THE STUDENT

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Planning the needs of other Organizations

Introduction

Human Resource Information System (HRIS) is a system that is technologically-based and used to attain, store, control, analyze, salvage, as well as distribute significant information regarding the human resources of an organization. It is also a procedure that systematically collects, stores, maintains, retrieves and validates data that is needed by the organization as far as its personal activities, human resources and the characteristics of its organization unit are concerned.

HRIS system integrates the [1]HRM and [2]IT in as much as merging HRM as a field with meticulous basic activities along with processes of human resources with the field of Information Technology. Nevertheless, HRIS is not restricted to computer applications that define the technical aspect of the system but also deals with people (Boateng, 2007).

Successful factors for implementation of HRIS

An information system that facilitates policy assimilation as well as procedures augments the functionality of the HRIS system. Policy assimilation and procedures are effective for the management of the human capital in the firm. It also facilitates the smooth running of the procedures required in operating the computer applications in software and hardware. The administration of HRIS comprises a discrete supporting function in Human Resource for instance integrating the HR technologies, increasing effectiveness and efficiency in an organization (Boateng, 2007).

Process mapping ensures that there is saving on costs and proper planning and administration of HRIS implementation. It captures key stages, people and activities involved in particular processes. The senior manager identifies people who will be held accountable in the process and devices a recruitment program. He makes the identification before the process begins and sets up mapping groups by including experts a well as high performers in each group. The process ensures efficiency in transactions with lesser fixed resources. These transactions include payroll, benefits administration that is flexible and the processing of health benefits (Boateng, 2007).

In reference to the case study on Benefast Partners they have more than 20,000 staff members and they have made recent resolutions to stretch out to a wider market of miIDle size thus an urgent need for greater efficiency. Thus the development of knowledge and skills of its workers to ensure core competencies as well as capabilities is crucial. Employees should be equipped with personal computers that have access to global internet. Initially, it proves to be quite expensive as well as time consuming to transit from the long-established HR to a new system HRIS. However, the system will aid in examining knowledge deficiencies present in the firm for the purpose of knowledge management (Yu-Hui, Yeh, & Sun, 2006).

Strategy

The strategy for Benefast Partners is based on what HRIS is composed of. These include input, output and maintenance. Maintenance updates and aIDs new data through the system of information to the existing database. On one hand the input is not visible but the output on the other hand is for the most part visible. Therefore, just as much as any fine military bureaucrat would take on even the smallest attack with clearly cut out objectives or any seasoned elected official would embark on campaigns for a key office with clear policies then an organization ought to have clear strategies put in place (Tilles, 2011). In this case, Benefast has evaluated its pitfalls and has thus set a clear strategy.

In the past Benefast faced the challenge of providing comprehensive administrative software that meets the needs of a large and complex marketplace clearly demonstrating poor strategic management. According to Theodore Poister even as strategic management provides necessary framework designed in support of successful performance management, in itself, performance management sometimes enriches strategic planning through clarifying strategy as well as finding strategy (Poister, 2010).

Hence, Benefast carried out several conversations on needs analysis with colleagues from a different office. The results revealed that time processing was a great concern. Therefore, the firm sub-divided its market and strictly concentrated on the clients that fairly met stringent requirements. A system was established whose base was on clients that had easy plans to administer to. Benefast henceforth dealt with clients who had no multi-plans and aIDitionally those that neither required retirement modeling nor benefits coordination. In aIDition the web interface was limited (Reference: case study).

Methods to implement successful HRIS

Enforcing an experience in the systems of performance management that is in continuity that can inform the planners as regards the realistic opportunities, expectations and limitations encountered in strengthening the programs performance in their operating context actualizes successful implementation of HRIS. The performance reports also help in identifying strategies that tend to be effective in particular areas while identifying those that are not as well (Poister, 2010).

There are many barriers, including insufficient skills and capital, to effective implementation of HRIS. In aIDition, lack of qualified staff in HRIS, lack of commitment or support from the top management or information technology and design staff.  Therefore, every organization should first consider the size of its organization and apply the required usage of this system. The cost as well as the risks involved in large and small organizations cannot measure up. Thus, a small organization does not need sophisticated HRIS for it will not be in a position to cover for the costs or the risks that would incur or else cover for the training required in adopting new software. With this, the organization will be able to effectively plan its resources to meet the needs of the majority of its clients (Altarawneh & Al-Shqairat, 2010). Therefore, Benefast has launched a new program that fits well with its requirements. It has launched its new product in collaboration with a parent company, a bank that has seen the company grow towards a multi-plan environment and on the other hand exercise a flexible budgetary control.

Role of the HR professional

Human Resource professionals, when fully made aware and convinced by the HRIS values and its strategic benefits for them, grant financial as well as non-financial support needed for the implementation of HRIS. They also give extensive attention not only to the HRIS applications but also to its planning and implementation. They as well support the process for decision making and administrative applications. In aIDition they occupy themselves in a proactive role to support the implementation so that they can allocate adequate time and budget needed to train people including staff on the usage and competitive advantage of HRIS (Altarawneh & Al-Shqairat, 2010).

Conclusion

Since Benefast Partners targets a larger market it is crucial for the firm to implement an effective and efficient system that will consider information accuracy with the aid of technology so as to simplify all the processes. In this case especially, Benefast is prone to getting sets of large data hence the need for reconciliation by an effective system. However, the benefits are full if only there is an adoption of careful planning before embarking on the change process.

References

Altarawneh, I., & Al-Shqairat, Z. (2010). Human Resource Information Systems in Jordanian Universities. International Journal of Business and Management , 5 (10), 113-127.

Boateng, A.-A. A. (2007). The Role of Human Resource Information Systems (HRIS) in StrategicHuman Resource Management (SHRM). Retrieved July 11, 2011, from

Poister, T. H. (2010). The Future of Strategic Planning in the Public Sector: Linking. Atlanta, Georgia: Georgia State University.

Tilles, S. (2011). How to Evaluate Corporate Strategy. Retrieved July 11, 2011, from http://hbr.org/1963/07/how-to-evaluate-corporate-strategy/ar/1

Yu-Hui, T., Yeh, C. R., & Sun, S.-I. (2006). Improving training needs assessment processes via the Internet: system design and qualitative study. Internet Research , 16 (4), 426.