Matching a human resources information system with a specific business’s needs can be problematic. Too many people mean too many things by HRIS: from an in-house proprietary system, to software purchased on the market, to systems interfacing with SaaS providers.
Unless the business is able to assess its needs clearly and fully, it will comparison-shop at a disadvantage. It may settle for a starter program of core personnel functions (HRMS) that lacks the scalability to grow with the business. Or, it may have expectations of the system’s ability to track applicants, analyze resumes, or manage talent. Any research should begin with resources like the compareHRIS Selector Tool.
Comparative Shopping
The tool assesses data on your number of employees and the weights you assign to diverse needs like training, self-service, position control, etc. The analysis does the legwork for you and adds dimension to your demonstrated need. It helps you differentiate one provider from another based on the same criteria – it compares apples to apples and gives you your short list.
If that is the total motivation behind your interest, you will get what you ask for. However, understand the real benefit in HRIS lies deeper than plugging in your desired functionalities. That is just the beginning.
Taking Ownership
There is a difference between knowing how a system works and understanding what it can do. For example, HR management will not likely operate the system. An HR tech will be the operational liaison; senior and mid-managers will interface with it for their silo interests and employees will punch in for self-service. HR management will monitor system performance, reporting, and outcomes.
But, it falls to HR leadership to grasp and exploit the system’s full potential. For example, a quality HRIS system will calendar and count completed training sessions. However, other cross-functions will align training with talent management needs. It will correlate the training completion with employee performance assessments as well as communicate the nature and availability of training sessions through the system.
Just in Time
The HR leadership proves itself by taking that data and doing more with it. An HRIS system is a vehicle that works both ways. It discovers employee and operational needs, and it offers aligned solutions. For example, management can wait for employees to notice the available training, but quality leadership will use the system to facilitate a push on training. The same system that schedules and records completed training can put the training in the employee’s lap, so to speak. The system will navigate, assimilate, and integrate the current needs of employee, operation, and corporation to present just-in-time learning. It puts the training package into the employee’s court, enabling the employee to develop his or her talent profile, improve his or her performance assessment, satisfy the line manager’s problems, and move the business forward.
Efficiency is NOT a Leadership Metric
The advent of HRIS and the exponential development of its functionality task human resources leadership with comprehending its potential while putting it to use. Increased departmental efficiency is usually the main selling point to justify investment in the venture. Efficiency and cost-effectiveness were the originating motives, and they have a way of dominating the installation, implementation, and utilization. The CFO is happy; the CEO is happy; and, the stockholders are happy.
However, the role of HR leadership is to maximize system utility and potential. When effectiveness is measured in employee retention and productivity, the HRIS pays for itself very quickly.
