Session
HRIS is a system of acquiring, storing, manipulating, analyzing, retrieving and distributing the organization's human resource information. It does not only include software and hardware in its functioning, but it also includes data, procedures, policies, forms and people. Its primary purpose is to deliver services which are in the form of timely and accurate information. Governments, non-profit organizations, and business in the world rely on the Human resource information systems which aid in the process of sharing information, re-engineering efforts and downsizing. The HRIS assist the human resource professionals in achieving various human resource objectives. The paper will discuss new technologies for different elements i.e. performance management, E-learning and training, E- recruiting, self-service and HR portals and lastly the E- selection.
The contemporary human resource information system has its origin in the years that precede the Second World War. In the early 20th century, the personnel staff had the role of performing elementary employee record keeping i.e. employee addresses and names. The service’s impact on the firm’s strategic advantage or efficiency was insignificant (Laumer, Eckhardt, & Weitzel, 2010). In the 1970’s there was a transition from paperwork to computer record-keeping. Since that period up to today, many organizations rely on the HRIS in generating management solutions which optimize the potential and contribution of an organization’s human capital (Gueutal, 2005).
Before implementing any new technology in an organization, there are issues which the fortune 500 company should consider. They should consider the available implementation strategies which will guide the process. They should consider the use of various human resource technologies in supporting selection, recruitment, performance management, training, benefits administration and compensation. Considering the effectiveness of the technology and if the employees will accept it is critical. Lastly, the can assess the issues which influence the strategic use of the new technology, and they must avoid any technological pitfalls.
E-recruiting
E-recruitment is a crucial component of e-HRM. E-recruitment has another term of online recruitment, and it is an organizational practice of using technology specifically the web-based resources for finding, assessing, conducting interviews and then hiring new personnel. Its primary purpose is to make the whole process to be efficient and less expensive (Gueutal, 2005). Through it, the fortune 500 company can assess many potential employees, and they can easily facilitate the process of selection. The E-recruitment systems and software are accessible as product services and suites and standalone applications. Organizations which have a need for staying competitive in the market should adopt the electronic recruitment strategies.
The fortune 500 company can use e-recruitment to hire both blue-collar and white-collar workers. It can make use of online portals like Praca.pl and stepstone to advertise the job opportunities to potential candidates. The reasons why the portals can apply to them is because they are targeting employees who are college or university graduates. Currently, many people in the US have access to the Internet thereby making the recruitment exercise to be easy. Also, use of the online portals in recruiting the workers will make the hiring process to be cheap and faster.
Adopting this technology implies that any person wishing to apply for any position in the Fortune 500 Company has to upload their curriculum vitae on the internet website. After that, the applicant has to answer specific questions which are in line with their application position. When they are done with answering the questions, the technology is set in a way that it will automatically separate the candidates depending on their answers. Automation of this process will increase the selection speed. The applicant can get online feedback from the same portal where they can quickly identify their current recruitment stage. The technology is key to the company because the Human Resource team can manage and review CVs quickly (Torres, 2004). It will improve the company’s image because there is the personalization of the portals, and the applicant can be aware of the current job openings, and they can confirm their recruitment status.
Self-Service and HR Portals
Worker self-service and HR portals is a blend of organizational change and technology which permits its users to network with all the staff in the organization so that they can inquire, review and implement various workplace transactions. There are numerous self-service technological applications which include; internet and intranet and the interactive voice response. The technologies can create a secure repository for the company’s information which is confidential. Employees can assess an easy to navigate environment at any place and time. The Human Resource team accesses the workers’ rights depending on their position in the company and their crucial job functions (Laumer, Eckhardt, & Weitzel, 2010).
Fortune 500 company can implement the use of intent and intranet in assessing the self-services and the HR portals. With a firm intranet, the staff can evaluate various self-service features from their computers which have a connection with the company’s computer network. The company will not allow access from the outside world, and they will diminish concerns about intruders. The workers and HR team that have laptops or desktops will use the self-service, and they can access the HR portal while they are at their desks (Foster, 2010). The company can set a computer room for the employees who will not be owning their personal computers.
If the fortune 500 company adopts the internet use, the employees can use the computers to access the services from any place. It can be effective for the company because they may be having branches in other locations. Therefore, there will be communication enhancement among the staffs in different geographical locations. The technology is economical because they will not spend a lot of cash so that they can organize discussion meetings. The company can adopt the use of the firewall to offer the computer network protection from the intruders. Fortune 500 has to implement the security protocols like Secure Sockets Layer, which will help in protecting and encrypting confidential data.
E-selection
Different employers are embracing the use of internet recruitment with enthusiasm by applying the use of on-line assessment tools like the personality assessment tests. The technology of E-selection is essential in helping the firm to manage the exercise of identifying the top job candidates i.e. those with relevant abilities, skills and knowledge for each position. The companies have immense pressure to advance the selection methods so that they meet the legal requirements. It is important in reducing the selection process resources and time, increasing selection test administration flexibility and improving selection criteria utility (Foster, 2010).
The E- learning technology fortune 500 can adopt is the computer online selection test. The company has to ensure that the performance differences on the computer tests have no relation to the method of delivery or technological experience, but they should reflect the underlying abilities, skills, and knowledge. They should ensure that the program is unique to the organization, and it should be valid and reliable. When there are no cheating and security issues, the company will use the proctored wed-based online selection for the initial selection tests. By using this element, they will link the company’s data to other functions like performance management system, improve their selection techniques and better assessment.
E-Learning and Training
E-training and E-learning is an added element of interactive e-HRM. Many companies are implementing the process because it lacks the traditional training limitations like location and time (Torres, 2004). The quick development of telecommunication is making e-learning and training possible and highly advantageous. It is cheaper than the traditional training since a company does not need to make bookings for the training rooms, and also pay for the travel expenses. The method promotes trainee and mentor connection at different time zones and geographical locations. It is a company’s attractive option because there is standardization of training, availability of the learning content and self-learning. For it to be effective, there should be a mixture of personal interaction and electronic training (Torres, 2004). The tutors should take the supervisory role when the employees are undergoing e-training.
Fortune 500 can adopt an online software which gives the employees an opportunity of logging in, registering and keeping track of the training. The tool can enable them to choose a given training and then sign up for it. The company should adopt a technology of the learning management system since it has numerous advantages. The learning management system will be helpful in managing the administration activities, and tracking and reporting the organization’s training. It will allow the employees and the organization at large to develop skill profiles and talent, register course attendance and sign up for the classes (Laumer, Eckhardt, & Weitzel, 2010). Since it encompasses many activities, it will help to cut the costs, rationalize training and also empower the employees so that they can be competent managers.
Performance Management
The e-performance management applies the use of technology to monitor the work of the employees, automate performance data collection and support the delivery and development of performance appraisal. The HR allows the company to conduct the performance evaluation process in an online forum on the company internet interface. The employees and the manager can directly submit the electronic performance data to the HR department. There are different organizational motivations for the implementation of e-performance management (Appelbaum, Roy, & Gilliland, 2011). The motivations include improving performance data access, providing information which can make the process of performance appraisal to be valuable and objective, reducing appraisal biases and linking information about performance to similar human resource data.
The managers of Fortune 500 can adopt the performance management software known as "Talent Management Software" or "Workforce Performance Management Suite Systems." The systems will help the company in systematically recording the necessary data about the performance of the employees, the predetermined targets, the outcomes, succession planning, compensation and other HR systems. The employees can fill different forms in the online platform and then submit them to the human resource department (Appelbaum, Roy, & Gilliland, 2011). The system will help in improving the ability of the human resource to improve people relationship management and positively change their employer brand. It will assist them in shifting from the private people management to efficient and objective people management to benefit the candidates/employees.
In conclusion, the human resources information system has had a shift from the modern system to new technologies. Most companies are adopting the system because it is cost efficient, minimizes the amount of time the firm uses and it strengthens the employer and employee relationship. The fortune 500 company can adopt the new technologies in the five elements of E-recruiting, E-selection, E-learning and training, self-service and Human Resource portals, as well as performance management. By adopting the new technologies, the company can become highly competitive.
References
Appelbaum, S. H., Roy, M., & Gilliland, T. (2011). Globalization of performance appraisals: theory and applications. Management Decision, 49(4), 570-585.
Gueutal, H. (2005).The Brave New World of HER. Hoboken, NJ: Wiley
Foster, S. (2010). Creating HR value through technology. Strategic Direction, 26(8), 3-5.
Laumer, S., Eckhardt, A., & Weitzel, T. (2010). Electronic human resources management in an e-business environment. Journal of Electronic Commerce Research, 11(4), 240.
Torres, T. (2004). E-Human Resources Management. Hershey, PA: ICI Global
