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Planning the elements of the e-HR Project

Submitted by admin on 18 February, 2010 - 12:58

The timing and sequencing of the different elements of the e-HR programme is key to a successful implementation. To realise an integrated solution, it is important to understand the technical and data requirements for each stage of the development. Figure 5 highlights the underlying system architectural requirements within the context of a four-stage e-HR road map. This sequencing of the development is equally important when considering the change and training requirements at the implementation stage of the project, for example, by introducing discreet levels of functionality into the organization so as not to swamp the potential users with complex operations. Also, developing the e-HR service brand and not over-stretching HR’s ability to support the systems will all become important criteria in the overall success of the programme. These factors were all discussed as part of the framework featured earlier in Figure 3.

MTAR Figure5.png

The timing and sequencing of the different e-HR elements allows the HR function to articulate its vision for the project and forms the basis of a more detailed business case with which to persuade the organisation to make the investment decisions (see Mark Williamson’s Guide on Business Case).

At this stage, it becomes apparent which modules must be delivered first to create a ‘foundation layer’ for the services that follow. Importantly, it provides a graphical illustration of investment that must be made ‘upfront’ with the prospect of minimal benefit until other modules are added or integrated to provide progressively more advanced services.

To assist practitioners with these considerations, Table 2 sets out some key factors that shape the e-HR architecture and associated outcomes.

Table 2 - Factors influencing the adoption, implementation and integration of e-HR (based on Shrivastava & Shaw, 2004; Martin, Reddington and Alexander, 2008)

Factors Examples
1) The drivers behind the implementation of e-HR technology
  • Transactional - i.e. about cost reduction, automation, productivity? Improving the delivery of HR services and improving managers’ ability to make informed decisions?
  • Transformational, i.e. about creating cultural or organisation change, releasing HR professionals to focus on value-added activities
2) The approach to needs/requirements analysis
  • Time made available and the quality & experience of the analysts
  • The extent and variety of stakeholders included (e.g. senior management, IT professionals, employee reps., etc)
  • The nature of analysis: whether the analysis was process-driven (i.e. buy technology that fits the existing processes) or technology-driven (i.e. adapt the processes to fit the chosen technology
3) The approach adopted to technology & suppliers
  • The number of vendors approached and how they were assessed
  • Building technology in-house vs. buying technology
  • Whether a single HR system is procured or different modules from different suppliers are sourced (the “best of breed” approach)
  • The extent to which the organisation is willing to change or adapt its processes to accommodate the technology
  • The extent to which the internal IT department itself is willing and able to work with HR or place e-HR requirements as a priority within its IT strategy
4) Expectation setting
  • The degree to which expectations were accurately set by the technology supplier(s) to HR, and by HR to the wider business
5) The approach to implementation
  • If the decision is to buy off-the-shelf technology, the extent to which it is customised (changed) vs. configured (“vanilla”)
  • Whether deployment is phased/incremental or “big bang”
6) The management of change
  • Change within the HR department(s), including job losses, job changes, re-skilling
  • The need for and provision of training to both HR people and other users, e.g. managers and employees
  • The use of senior and/or local champions to promote adoption
  • whether or not a pilot system is deployed initially (see Guide)
7) Outcomes
  • Whether broader cultural or organisational change is attempted as part of the implementation, or left until the technology is embedded in operational practice (Transformational Outcomes)
  • Whether cost cutting is achieved and employees and managers appreciate and use new self-service tools for transactional purposes (Transactional Outcomes)