Case Study 2 Chap. 7 IS in the HR Department

1. Case Study 2 Chap. 7IS in the HR Department By: Justin, Matt and Tavish

2. Case Summery “It’s HR’s Turn” • Human Resource departments have begun taking advantage of new information system technologies in order to drive down transaction oriented processes like payroll, as a result employees can now do a number of things online saving HR time and money. • HR departments are being urged to keep down cost hiring, retaining, and paying employees but to also optimize the work force talent pool. The use of Human Resource Management Systems (HRMS) or Human Capital Management (HCM) Applications accomplish just that.

3. Tyco International uses the HCM application Kenexa’s career tracker to track employee performance and promotions • These are not limited to CEO’s and upper management, at Banner Hospital in Phoenix they use Kronos Scheduling application to long hours worked • Pharmaceutical giant Novatis AG uses Saba Software's Learning package to teach and train employees with 50% more efficiency.

4. Oracle offers iRecruitment as a part of their E Business HRMS package • Oregon Health & Science University (OHSU) use this software to fill jobs with the best candidates two weeks faster than before, saving fifteen hundreddollars per job. • Sony uses software from Workforce Logic to automate its hiring of contract workers, this has helped management distinguish between contract and salary employees as well as optimizing the hiring process.

5. Question 1 • What are some of the business benefits of the technologies described in the case? Provide several examples beyond the mere automation of transaction-oriented processes. • Time efficiency, cuts down on admin work and research in the hiring process therefore making it easier, allows employees to work elsewhere when the software does a lot of the “busy work”, keeps track of internal employee statistics (credentials, scheduling, performance, promotions, etc),

6. Question 2 • Do you think the business value of these strategic HRM applications depends on the type of business a company is in, for instance consulting, manufacturing, or professional services? Why or why not, explain. • No it would not, since the software designs are versatile, they are able to fit into each industry’s and company’s specific requirements and needs. When you have things like admin “busy work” being cut substantially therefore cutting costs and increasing efficiency within operations you cannot argue with the results.

7. Question 3 • 3. What are some of the challenges and obstacles in developing and implementing HRM systems? Are these unique to this type of system? What strategies would you recommend for companies to meet those challenges? Provide several specific recommendations.   • Individually designing software to fit the specific needs of a business (customization), training employees to learn how to use the software, integrating the software into the rest of the data the business stores and making it easy to use and access (this process typically takes 3-5 years), employee and department responsibilities may overlap (IT, HR, Management, etc),

8. 3 cont. • No they are not unique, these challenges are universal to any business implementing HRM software • Implement additional software training seminars while training employees, have clear and distinct roles established within the various departments when using the software to avoid overlapping responsibilities, do not sacrifice design quality and be sure to trial run the software in order to eliminate much of the glitches and difficulties in the implementation process.

9. Will this Depersonalize HR to its Employees? • Although these new applications shorten the amount of time HR spends with employees we feel as though the time that is being shortened is the time spent on tasks that neither side enjoys. By limiting the amount of “busy work” and stream lining efficiency the employees are hired faster and paid faster and HR workers can spend more time doing the parts of the job they love including employee relations.

10. Changes in Human Resource Management • Growth in knowledge needs • Shift in human competencies and job growth • Global connections • Businesses are becoming more streamlined • Faster responses • Faster innovation • Improved quality and quality control through automation

11. With the recent emergence of new technology in HRM, many companies are adopting new software to become more efficient • Increased knowledge needs create a greater demand for highly educated individuals • New trends have emerged in the tech field as a result of this

12. Oracle and many other software companies have been capitalizing on this new venue, by reinventing technology to help with the recruiting process. By enabling VOIC, document sharing technology, and various other resource sharing technology. • VOIC software is HUGE and has taken over • Some businesses are even hosting channels for premium employees and CEO’s using Cisco live video conferencing features.

13. Oracle’s Right Now • Enable unified, personalized and relevant customer experiences across all channels and customer touchpoints along the entire customer journey. • Offer a best-in-class customer service cloud that delivers exceptional experiences across the web, social networks and contact centers. • Help organizations accelerate the acquisition of new customers, maximize customer retention, and improve operational efficiency.

14. Example In a NY hospital they hocked up little transmitting computers to each individual station that connects up to one server that is linked to an intranet application where nurses can observe all the vital signs and get any form of information , including a individuals temp. This software also has a notification feature that pops up if a patient needs assistance or help. As a result personnel have been reduced and customers have become much happier

15. HCM the Future of HRFin