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The purpose of this paper is to recognize other associates who have faced similar human resources issues in regards to data technology. Straight through benchmarking separate associates we can learn how other associates have handled determined human resources issues connected to data technology, data systems, new technology, and data security. An unabridged pathology has been completed using study on Ibm Europe, Ameriprise Financial, Terasen Pipelines, Shaw’s Supermarkets, Cs Stars Llc, Ibm, Worksource Inc., and Toshiba America medical Systems, Inc. This paper also includes eight synopses of associates facing similar issue to those in the reading.
New Technology
With the changing world and constant new technology that is available, managers need to be aware of the technology that will increase effectiveness in their company. Human resource data systems (Hris) have increasingly transformed since it was first introduced at general galvanic in the 1950s. Hris has gone from a basic process to turn by hand data retention systems into computerized systems, to the Hris systems that are used today. Human resource professionals began to see the possibility of new applications for the computer. The idea was to integrate many of the separate human resource functions. The succeed was the third generation of the computerized Hris, a feature-rich, broad-based, self-contained Hris. The third generation took systems far beyond being mere data repositories and created tools with which human resource professionals could do much more (Byars, 2004).
Many associates have seen a need to transform the way Human resource operations are performed in order to keep up with new technology and expanding numbers of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized a major increase in employees. In the past recording retention was done on paper and with spreadsheets. Mangers at Terasen realized that there was a need to turn to a more computerized principles and looked into separate Hris vendors. By making the move to a Hris system, Terasen is able to keep more literal, records as well as best get ready for future growth. another enterprise that saw the benefits of retention up with new technology is Worksource Inc. To meet the challenge of handling 100 new employees, Worksource Inc. Acquired Web-based technology programs from Ghg Corp. Like electronic pay stub, electronic timesheet software, time-off system, and human resource data principles (“Tips,” 2006). By adapting these new programs, Worksource was able to sell out waste and cost.
The Internet is an increasingly beloved way to recruit applicants, study technologies and perform other indispensable functions in business. Delivering human resource services online (eHr) supports more productive collection, storage, distribution, and exchange of data (Friesen, 2003). An intranet is a type of network used by associates to share data to population within the organization. An intranet connects population to population and population to data and knowledge within the organization; it serves as an “information hub” for the entire organization. Most organizations set up intranets primarily for employees, but they can increase to enterprise partners and even customers with appropriate safety clearance (Byars & Rue, 2004).
Applications of Hris
The efficiency of Hris, the systems are able to produce more productive and faster outcomes than can be done on paper. Some of the many applications of Hris are: Clerical applications, applicant quest expenditures, risk management, training management, training experiences, financial planning, turnover analysis, succession planning, flexible-benefits administration, yielding with government regulations, attendance reporting and analysis, human resource planning, urgency reporting and prevention and strategic planning. With the many separate applications of Hris, it is difficult to understand how the programs advantage associates without finding at associates that have already benefited from such programs.
One such enterprise is Ibm. Ibm has a paperless online enrollment plan for all of its employees. Not only has the online enrollment saved the enterprise 1.2 million per year on printing and mailing costs, the employees enjoy working with the online plan. "Since we began contribution online enrollment, we've learned that employees want web access," Donnelly [Senior Communications Specialist] says, so they can log on at home rather than Straight through the enterprise intranet. So the enterprise has been working to put in place a web-based enrollment principles that employees and retirees can entrance from anywhere (Huering, 2003). By utilizing the flexible-benefits application Hris has to offer, Ibm was able to cut costs and give employees the leisure to inspect their benefits on their own time and pace.
Another enterprise that has taken advantage of Hris applications is Shaw’s Supermarkets. In order for Shaw’s to best manage its workforce, the enterprise decided it was time to centralize the Hr operations. After finding at separate options, Shaw’s decided to implement an laborer Self assistance (Ess) system. The use of self-service applications creates a determined situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time improving assistance to employees and managers, and ensuring that their data is accurate. With this solution, employees have online entrance to forms, training material, benefits data and other payroll connected data (Koven, 2002). By giving employees entrance to their personal data and the ability to update or turn their data as needed, Hr was given more time to focus on other issues. insight the separate applications Hris has to offer will give associates the opening to increase laborer efficiency and sell out costs.
Measuring the Effectiveness of Hris
The appraisal should resolve whether or not the Hris has performed up to its expectations and if the Hris is being used to its full advantage (Byars & Rue, 2004). One of the most indispensable challenges faced by public personnel executives today is measuring the operation of their human resources data principles (Hris) In order to clarify the value-added contribution of the Hris to accomplishing the organization's mission (Hagood & Friedman, 2002). Implementing an Hris program may seem a indispensable stem for a company, but unless it will be an productive tool for Hr operations, it will not help increase efficiency and may hinder it instead.
One enterprise that implemented a Hris principles is Toshiba America medical Systems, Inc. (Tams). Tams put all laborer benefits data online and created an open enrollment choice when Tams changed healthcare providers. Practically immediately upon rolling out the UltiPro portal [new Hris technology] to employees, Tams began finding improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, Tams was able to realize the benefits of the new Hris system.
Security of Hris
The privacy of laborer data has become a major issue in up-to-date years. With identity theft becoming a base problem, employees are becoming more sensitive about who sees their personal information, and the safety it is kept in. By making sure laborer data that is kept in the Hris is relevant to the enterprise and making sure there is slight entrance (password protection) to such information, associates can make its employees more accumulate with the safety of their information. whether electronic or paper, laborer files deserve to be treated with great care. Establishing safety and end-user privileges calls for a balance of incorporating, Hr policy, principles knowledge and day-to-day operations (O’Connell, 1994).
One enterprise that faced a major safety issue was Cs Stars, Llc. Cs Stars lost track of one of its computers that contained personal data that included names, addresses and public safety numbers of workers payment benefits. The bigger qoute was that Cs Stars failed to acquaint the affected consumers and employees about the missing computer. Though the computer was retrieved and no data seemed to have been harmed, many employees lost their sense of safety with the company. New York's data safety Breach and announcement Law, productive in December 2005, requires businesses that profess computerized data which includes private data to acquaint the owner of the data of any breach of the safety of the principles immediately following discovery, if the private data was, or is reasonably believed to have been, acquired by a someone without valid authorization (Cadrain, 2007).
Another enterprise that experienced a breach in safety is Ameriprise Financial. In late 2005, a computer that contained personal data on clients and employees was stolen. Because many of the employees at Ameriprise take their computers in the middle of work and home, the enterprise considered there was a need to put more safety into those computers. Ameriprise made sure all employees had the new safety suite installed on their computers. By responding speedily to the need for more security, Ameriprise made sure all data is being kept secure. making sure employees data is kept as accumulate as potential there will be more trust in the enterprise and the Hr employees working with that information.
Conclusion
Ibm, Terasen Pipeline, Cs Stars Lcc, and Toshiba America medical Systems, Inc. Are good examples of associates facing issues similar to human resources data technology and human resources data systems. All of these associates know the point of new technology, human resources data systems, and data security. The remainder of this paper provides synopses of more associates facing human resources issues, how the enterprise responded to the issues, and the outcomes of the company’s responses.
Companies Benchmarked
Ibm Europe
The Situation:
Ibm is a global club contribution research, software, hardware, It consulting, enterprise and administration consulting, ring and financing. It employs nearby 340,000 people, speaking 165 languages across 75 countries, and serving clients in 174 countries. In January 2007, Ibm established a detach “new media” function within its corporate communication department. Ibm main goal is to educate, support, and promote programs that apply public media. Ibm Europe decided to expand internal communication by blogging guidelines. The recognition was that blogging was already happening among Ibmers, just in an unregulated way. In a similar way, institutionalizing a function to deal specifically with new media is not a corporate move, or establishing from scratch. It’s a response to the issues already emerging in the company. Now that those technologies are here, population are using them, they’re growing and there here to stay-we’re just going to put some buildings nearby them so that we can try to optimize their use.” The users resolve what technologies they want to use and how they want to use them. That main idea is that Ibm understands that they must remember to respect the fact that public media are social. Ibm had the need to associate its 340,000 global employees more effectively.
The Response:
Ibm’s intent nearby public media has now been officially formalized. From January 22 2007, the enterprise established a detach “new media” function within its corporate communication department. “Its remit: To act as scholar consultants inside and surface Ibm on issues relating to blogs, wikis, Rss and other public media applications. The main idea is to educate, retain and promote programs that apply these tools. Ibm has a history of being a t the forefront of technology based corporate communication. From the multimedia brainstorming “WorldJam” that made news headlines back in 2001 in which 50,000 employees worldwide joined a real time, online idea-sharing session about the company’s direction. Imb has all the time prepared itself to use breakthrough technologies to form a two-way dialogue with its employees. The need for public media was indispensable and could no longer wait.
The Outcome:
In the last few years Ibm has been recognized as being the vanguard of social-media use: Ibm was on of the first Fortune 500 associates to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now challenging fast beyond Rss and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet quest facility extends to all areas of the site, together with new media aspects. When an laborer logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but include results from Ibm forums, wikis, blogs and podcast/videocasts tags. Imb has an insight that employees are no longer staying in a enterprise their entire lives. It’s just not like that any more. In Belgium for example over 50 percent of 2,300 employees have been there fewer than five years. The enterprise has come to the windup that with an increasingly young and movable workforce, the likelihood is that an laborer population full of a younger generation, for whom these tools are part and parcel of life, is not that far away. In years to come Ibm will have to deal with laborer base for which blogging is just the natural way to interact over a web platform. Ibm has created centralized platforms for most tools that fall under its remit, which includes wikis. For Philippe Borremans, new media lead Europe for Ibm, has the potential enterprise applications of a wiki cover two broad benefits: Collaborating and knowledge sharing. Ibm has scored some preponderant successes on both fronts in the near 5000 wiki pages now up and running in the organization. The enterprise has been a huge pick-up in interest in podcasting over the last 18 months writing can seem such a technical skill, whereas population feel they can talk more freely than they can write. One of the most consistently beloved Ibm podcasts, with over 20,000 downloads a week.
Ameriprise Financial
The Situation:
The department of Justice inspect estimates that 3.6 million U.S. Households were victims of identity theft in 2004. Trafficking in personal date goes beyond U.S. Borders: the New York Times reports that stolen financial data is often distributed among participants of online trading boards, and the buyers are frequently located in Russia, Ukraine, and the Middle East. One intuit clients are involved about data safety is the unabridged publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on Practically 230,000 customers and advisors was stolen from a car. Other financial services firm, together with Citigroup and Bank of America, also sass large-scale customer data losses in 2005. President of Ncs, Rita Dew, a yielding consulting firm in Delray Beach, Florida, says that the Securities and exchange Commission requires venture advisors to have policies and procedures that address the administrative, technical, and corporeal safeguards connected to client records and information.
The Response:
Ameriprise Financial had to fight back and had to implement “layers of protection.” It is foremost for employees who their original enterprise computer, and employees commonly transport the computer in the middle of home, office, and meeting sites. The vulnerability of this arrangement and the need for a safety software program is much needed.
The Outcome:
Employees who are transporting lab tops should setup the Steganos safety Suite on their computer. This software allows employees to generate an encrypted virtual drive on the laptop that serves as data storehouse safe. Employees market all client connected data and tax preparing software database on the encrypted drive, which employees has set up with one gigabyte of storehouse space. The best thing is that when an laborer turns off the computer the data is stored “safe”, the software automatically encrypts the virtual drive’s data. The software also generates encrypted backup files, which employees store on Cds in a fireproof safe. This should keep the data accumulate if any employee’s laptop is stolen or if the drive is removed from the laptop. Other financial advisors are relying on encryption both in and out of the office. Other programs that are being used to safe client’s data are Raid Level 1 principles to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that anyone who steals the computer will be undoubtedly unable to read the data, even by connecting it to another computer as a “slave drive. This has given many financial advisors the greatest peace of mind.
Terasen Pipelines
The Situation:
Terasen Pipelines is a subsidiary of Terasen Inc. located in Vancouver, Canada and is located in any provinces and U.S. States. In 2001 the enterprise changed its headquarters to Calgary to be closer to the oil. With the big move, the enterprise went Straight through a increase spurt. With the enterprise in many separate locations and the growing numbers of employees, the Hr department saw a need to find a new principles to keep more literal, records.
The Response:
In the past Terasen had kept records on paper and with spreadsheets and with the increase of the company, this principles does not work as well as in the past. In order to compensate for future growth, Terasen began to look into Hris associates to help with the Hr operations. After researching separate companies, Hewitt’s application assistance supplier model with eCyborg was found to be the right fit.
The Outcome:
Although there was difficulty adapting to a new way of recordkeeping, Terasen was able to find a principles that will help retain the current and future increase of the company. Fortunately, some of the Hr staff had feel working with an Hris and were able to help their colleagues imagine new processes, as aided by a system. One theme often voiced throughout this process was: "You guys don't know how hard we're working when we can make it so much easier with a principles that could do a lot of this for us. You don't all the time have to run to the cabinet for the laborer file just to get basic information. It can all be at your fingertips." (Vu, 2005). In order to help Terasen ease the Hr burden of implementing a new Hr system, the administration of Terasen was convinced to look for a seller to help implement and profess a Hris system. This principles has helped Terasen best get ready for current and future growth.
Shaw’s Supermarkets
The Situation:
Shaw’s Supermarkets is the second largest supermarket chain in New England. With a workforce of 30,000 located at 180 market throughout six states, Shaw's Hr staff is responsible for managing employees' personal data. Their laborer mix includes Practically 70 percent part-time employees, consisting of students, senior citizens, second-job part-timers, and career part-timers. One third of the workforce is made up of union associates, and Shaw's staff oversees the company's involvement with three unions and six detach contracts (Koven, 2002). In order to help manage the workforce, the Hr staff became curious in centralizing its Hr operations.
The Response:
In order to centralize Hr operations Shaw’s decided to implement an Ess (employee self-service) solution. The use of self-service applications creates a determined situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time improving assistance to employees and managers, and ensuring that their data is accurate. With this solution, employees have online entrance to forms, training material, benefits data and other payroll connected information.
The Outcome:
Shaw’s has had determined feedback since implementing the Ess solution. "The reaction from our employees has been highly positive," Penney, Vp of payment and Benefits, says. "We even had a indispensable increase in our medical coverage costs, and it was Practically a non-issue because the online enrollment featured the plan choices, the laborer cost, and the enterprise subsidy. An laborer self-service application makes it very easy for them to understand their contributions and coverage options. I received any e-mails from employees saying this was a great turn and how easy Ess was, which the case is not often when employees are selecting their advantage options." (Koven, 2002). By giving the employees more entrance to their data they are able to see the advantage choices available to them. Employees are also able to update their data online, which helps sell out the paperwork of the past. Shaw’s has also seen correction in productivity because employees are updating data at home, not during work hours.
Cs Stars, Llc
The Situation:
New York Attorney general Andrew Cuomo has announced that New York State has reached its first hamlet with a enterprise charged with failing to acquaint consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 data safety Breach and announcement Law, charged Cs Stars Llc, a Chicago-based claims administration company, with failing to give observation that it had lost track of a computer containing data on 540,000 New Yorkers’ workers’ comp claims.
The Response:
The owner of the lost data, which had been in the custody of Cs Stars, was the New York extra Funds Conservation Committee, an club that assists in providing workers’ comp benefits under the state’s workers' comp law. On May 9, 2006, a Cs Stars laborer noticed that a computer was missing that held personal information, together with the names, addresses, and public safety numbers of recipients of workers’ payment benefits. But Cs Stars waited until June 29, 2006, to acquaint extra Funds and the Fbi of the safety breach. Because the Fbi declared that observation to consumers might impede its investigation, Cs Stars waited until July 8, 2006, to send notices to the 540,000 New Yorkers affected by the breach. On July 25, 2006, the Fbi considered an employee, of a cleaning contractor, had stolen the computer, and the missing computer was located and recovered. In addition, the Fbi found that the data on the missing computer had not been improperly accessed.
The Outcome:
New York's data safety Breach and announcement Law, productive in December 2005, requires businesses that profess computerized data which includes private data to acquaint the owner of the data of any breach of the safety of the principles immediately following discovery, if the private data was, or is reasonably believed to have been, acquired by a someone without valid authorization. The law affects not only businesses in their dealings with their customers, but employers in their role as custodians of employees’ personal data. (Cadrain)
Without admitting to any violation of law, Cs Stars agreed to comply with the law and ensure that permissible notifications will be made in the event of any future breach. The enterprise also agreed to implement more unabridged practices relating to the safety of private information. Cs Stars will pay the Attorney General’s office ,000 for costs connected to this investigation. (Cadrain)
Ibm
The Situation:
Ibm's paperless online enrollment system, introduced in 1999, has proved to be a winner for both the company's 135,000 active U.S. Employees and the company, agreeing to Cathleen Donnelly, senior communications scholar at enterprise headquarters in Armonk, N.Y. The enterprise saves .2 million per year on printing and mailing costs alone, Donnelly says, and the employees’ can take advantage of a range of technologies to learn about issues, study program data and entrance decision retain tools from their desktop computers. (Heuring, 2002)
The Response:
One of those tools, a personal medical cost estimator, enables employees to intuit potential out-of-pocket condition care expenses under each of the plan options available to them, Donnelly says. Employees log in personally and are greeted by name and with foremost data regarding their benefits enrollment, such as the deadlines and when changes take effect. They automatically get entrance to condition plans that are available to them, and the calculator lets them correlate estimated advantage amounts for each plan.
"Employees can opt the condition care services they expect to use in a singular year, appraisal unbelievable frequency of use, and intuit potential costs under each plan option," Donnelly says. "The feedback that we've received from employees tells us that this tool has undoubtedly helped them to make a comparison in the middle of plans based on how they consume medical services." The calculator shows both Ibm's costs and the employee's. (Heuring, 2002)
The Outcome:
"Since we began contribution online enrollment, we've learned that employees want web access," Donnelly says, so they can log on at home rather than Straight through the enterprise intranet. So the enterprise has been working to put in place a web-based enrollment principles that employees and retirees can entrance from anywhere.
Employees can get summary data on the plans, drill down into very definite details and succeed links to the condition care providers for research. Donnelly says the principles has received high marks for convenience because employees can "get in and out quickly."
Worksource Inc.
The Situation:
To meet the challenge of handling 100 new employees, Worksource Inc. Acquired Web-based technology programs from Ghg Corp. Like electronic paystub, electronic timesheet software, time-off system, and human resource data principles (“Tips,” 2006). These tools enabled Ceo Judith Hahn to handling payroll procedures efficiently and effectively.
The Response:
Worksource has eight workforce centers, with Practically 108 employees, located throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a pro employer Organization. The enterprise also has 52 menagerial staff in its headquarters office. When the compact with the Peo terminated on June 30, 2006, those 108 employees were immediately moved to the payroll of Worksource, which meant Hahn’s workload more than doubled productive July 2006 (“Tips,” 2006).
Hahn, in an interview with Pmr, said she relied on Lean to help get a cope on what needed to turn for her to manage the increased workload. Two years earlier, Hahn’s Ceo had introduced her to Lean, a Japanese administration plan of eliminating wasteful steps and request for retrial when completing processes. “I began to read as much as potential about Lean and joined an Hr Lean focus group” (“Tips,” 2006).
The Outcome:
Mastering the concepts of Lean led Hahn to form and apply her own acronym of “Reason” to her department’s payroll and Hr processes. recapitulate the process: map payroll tasks from start to finish. Eliminate waste: resolve how to complete a payroll task most efficiently without unnecessary steps. Analyze alternatives: study and evaluate the applicability of new technology. Sell innovations to management: document the return on venture of each innovation. Open the lines of communication: recapitulate openly—and often—with all stakeholders, together with employees and top management. Never allow negativity: make turn uncomplicated and fun. Give employees fullness of encouragement and time to learn (“Tips,” 2006). Judith Hahn was able to implement the right human resource functions using data systems.
Toshiba America medical Systems Inc.
The Situation:
Lynda Morvik, director of benefits and human resources data systems at Tustin, California-based Toshiba America medical Systems Inc. (Tams), plan it would make sense to add a benefits communication component to it. By having all the advantage data online, the Tams laborer handbook would also be a living document, enabling Morvik to make changes when necessary. Such was the case halfway Straight through the project, when Tams changed condition care plans from Aetna Inc. To United condition Group Inc (Wojcik, 2004).
The Response:
Tams, an independent group enterprise of Toshiba Corporation and a global foremost supplier of diagnostic medical imaging systems and unabridged medical solutions, such as Ct, X-ray, ultrasound, nuclear medicine, Mri, and data systems, had been using a payroll assistance bureau and an in-house clarification for Hr that didn't include easy-to-use consolidated reporting or an laborer portal. After evaluating UltiPro alongside any enterprise resource vendors, Tams selected extreme Software's contribution and went live in September 2002 after an on-time and on-budget implementation. Practically immediately upon rolling out the UltiPro portal to employees, Tams began finding improvements, with an estimated 70% increase in open enrollment efficiency (Wojcik, 2004).
The Outcome:
In an attempt to expand the usage of the Web beyond the benefits enrollment process, Tams has posted a library of documents and forms on its Hr portal, together with the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, enterprise assurance magazine also gave Tams the Electronic advantage communication (Ebc) award for outstanding achievement in communicating laborer benefits programs over the Web. To continue elevating its use of extreme Software's Hrms/payroll solution, Tams modified the UltiPro portal to meet the imaging company's unique needs (Wojcik, 2004). It was completely integrated with any ownership applications created to address payment and operation administration issues so that Tams employees have a central location for unabridged workforce and payroll data from a Web browser that they can entrance with a singular sign-on (Wojcik, 2004).
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