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The purpose of this paper is to recognize other clubs who have faced similar human resources issues in regards to data technology. Straight through benchmarking distinct clubs we can learn how other clubs have handled definite human resources issues linked to data technology, data systems, new technology, and data security. An allinclusive diagnosis 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 clubs 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 normal electric in the 1950s. Hris has gone from a basic process to convert by hand data keeping 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 combine many of the distinct human resource functions. The supervene 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 clubs have seen a need to transform the way Human resource operations are performed in order to keep up with new technology and increasing 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 keeping was done on paper and with spreadsheets. Mangers at Terasen realized that there was a need to convert to a more computerized ideas and looked into distinct Hris vendors. By manufacture the move to a Hris system, Terasen is able to keep more correct records as well as best prepare for future growth. someone else company that saw the benefits of keeping 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 ideas (“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 requisite functions in business. Delivering human resource services online (eHr) supports more productive collection, storage, distribution, and replacement of data (Friesen, 2003). An intranet is a type of network used by clubs to share data to people within the organization. An intranet connects people to people and people 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 enlarge to company partners and even customers with appropriate protection clearance (Byars & Rue, 2004).
Applications of Hris
The efficiency of Hris, the systems are able to furnish more productive and faster outcomes than can be done on paper. Some of the many applications of Hris are: Clerical applications, applicant hunt 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, accident reporting and prevention and strategic planning. With the many distinct applications of Hris, it is difficult to understand how the programs benefit clubs without finding at clubs that have already benefited from such programs.
One such company is Ibm. Ibm has a paperless online enrollment plan for all of its employees. Not only has the online enrollment saved the company 1.2 million per year on printing and mailing costs, the employees enjoy working with the online plan. "Since we began offering 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 company intranet. So the company has been working to put in place a web-based enrollment ideas that employees and retirees can passage from everywhere (Huering, 2003). By utilizing the flexible-benefits application Hris has to offer, Ibm was able to cut costs and give employees the free time to witness their benefits on their own time and pace.
Another company that has taken benefit of Hris applications is Shaw’s Supermarkets. In order for Shaw’s to best carry on its workforce, the company decided it was time to centralize the Hr operations. After finding at distinct options, Shaw’s decided to implement an employee Self assistance (Ess) system. The use of self-service applications creates a definite situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and recompense management, while at the same time enhancing assistance to employees and managers, and ensuring that their data is accurate. With this solution, employees have online passage to forms, training material, benefits data and other payroll linked data (Koven, 2002). By giving employees passage to their personal data and the capability to modernize or convert their data as needed, Hr was given more time to focus on other issues. comprehension the distinct applications Hris has to offer will give clubs the opening to increase employee efficiency and sell out costs.
Measuring the Effectiveness of Hris
The estimation should rule either or not the Hris has performed up to its expectations and if the Hris is being used to its full benefit (Byars & Rue, 2004). One of the most requisite challenges faced by public personnel executives today is measuring the doing of their human resources data ideas (Hris) In order to expound the value-added offering of the Hris to accomplishing the organization's mission (Hagood & Friedman, 2002). Implementing an Hris schedule may seem a requisite 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 company that implemented a Hris ideas is Toshiba America medical Systems, Inc. (Tams). Tams put all employee benefits data online and created an open enrollment choice when Tams changed healthcare providers. Roughly 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 comprehend the benefits of the new Hris system.
Security of Hris
The privacy of employee data has become a major issue in up-to-date years. With identity theft becoming a tasteless problem, employees are becoming more sensitive about who sees their personal information, and the protection it is kept in. By manufacture sure employee data that is kept in the Hris is relevant to the company and manufacture sure there is exiguous passage (password protection) to such information, clubs can make its employees more collect with the protection of their information. either electronic or paper, employee files deserve to be treated with great care. Establishing protection and end-user privileges calls for a equilibrium of incorporating, Hr policy, ideas knowledge and day-to-day operations (O’Connell, 1994).
One company that faced a major protection issue was Cs Stars, Llc. Cs Stars lost track of one of its computers that contained personal data that included names, addresses and public protection numbers of workers recompense benefits. The bigger question was that Cs Stars failed to edify 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 protection with the company. New York's data protection Breach and declaration Law, productive in December 2005, requires businesses that contend computerized data which includes private data to edify the owner of the data of any breach of the protection of the ideas immediately following discovery, if the private data was, or is reasonably believed to have been, acquired by a person without valid authorization (Cadrain, 2007).
Another company that experienced a breach in protection 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 company carefully there was a need to put more protection into those computers. Ameriprise made sure all employees had the new protection suite installed on their computers. By responding speedily to the need for more security, Ameriprise made sure all data is being kept secure. manufacture sure employees data is kept as collect as possible there will be more trust in the company 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 clubs facing issues similar to human resources data technology and human resources data systems. All of these clubs know the point of new technology, human resources data systems, and data security. The remainder of this paper provides synopses of more clubs facing human resources issues, how the company responded to the issues, and the outcomes of the company’s responses.
Companies Benchmarked
Ibm Europe
The Situation:
Ibm is a global club offering research, software, hardware, It consulting, company and management consulting, ring and financing. It employs colse to 340,000 people, speaking 165 languages across 75 countries, and serving clients in 174 countries. In January 2007, Ibm established a cut off “new media” function within its corporate transportation department. Ibm main goal is to educate, support, and promote programs that utilize public media. Ibm Europe decided to advance internal transportation 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, people are using them, they’re growing and there here to stay-we’re just going to put some structure colse to them so that we can try to optimize their use.” The users rule 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 connect its 340,000 global employees more effectively.
The Response:
Ibm’s intent colse to public media has now been officially formalized. From January 22 2007, the company established a cut off “new media” function within its corporate transportation department. “Its remit: To act as devotee consultants inside and surface Ibm on issues relating to blogs, wikis, Rss and other public media applications. The main idea is to educate, hold and promote programs that utilize 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 make a two-way dialogue with its employees. The need for public media was requisite 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 clubs to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now captivating fast beyond Rss and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet hunt facility extends to all areas of the site, along with new media aspects. When an employee logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but contain results from Ibm forums, wikis, blogs and podcast/videocasts tags. Imb has an comprehension that employees are no longer staying in a company 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 company has come to the conclusion that with an increasingly young and movable workforce, the likelihood is that an employee people 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 employee 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 possible company applications of a wiki cover two broad benefits: Collaborating and knowledge sharing. Ibm has scored some predominant successes on both fronts in the near 5000 wiki pages now up and running in the organization. The company has been a huge pick-up in interest in podcasting over the last 18 months writing can seem such a technical skill, whereas people 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 witness 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 placed in Russia, Ukraine, and the Middle East. One surmise clients are implicated about data protection is the allinclusive publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on Roughly 230,000 customers and advisors was stolen from a car. Other financial services firm, along with Citigroup and Bank of America, also riposte large-scale buyer data losses in 2005. President of Ncs, Rita Dew, a yielding consulting firm in Delray Beach, Florida, says that the Securities and replacement Commission requires speculation advisors to have policies and procedures that address the administrative, technical, and corporal safeguards linked to client records and information.
The Response:
Ameriprise Financial had to fight back and had to implement “layers of protection.” It is leading for employees who their original company computer, and employees ordinarily vehicle the computer in the middle of home, office, and meeting sites. The vulnerability of this arrangement and the need for a protection software schedule is much needed.
The Outcome:
Employees who are transporting lab tops should setup the Steganos protection Suite on their computer. This software allows employees to originate an encrypted virtual drive on the laptop that serves as data storage safe. Employees market all client linked data and tax preparation software database on the encrypted drive, which employees has set up with one gigabyte of storage space. The best thing is that when an employee 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 collect 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 protect client’s data are Raid Level 1 ideas to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that anything who steals the computer will be precisely unable to read the data, even by connecting it to someone else computer as a “slave drive. This has given many financial advisors the many peace of mind.
Terasen Pipelines
The Situation:
Terasen Pipelines is a subsidiary of Terasen Inc. placed in Vancouver, Canada and is placed in some provinces and U.S. States. In 2001 the company changed its headquarters to Calgary to be closer to the oil. With the big move, the company went Straight through a increase spurt. With the company in many distinct locations and the growing numbers of employees, the Hr department saw a need to find a new ideas to keep more correct records.
The Response:
In the past Terasen had kept records on paper and with spreadsheets and with the increase of the company, this ideas does not work as well as in the past. In order to compensate for future growth, Terasen began to look into Hris clubs to help with the Hr operations. After researching distinct 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 ideas that will help hold the current and future increase of the company. Fortunately, some of the Hr staff had taste 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 ideas that could do a lot of this for us. You don't all the time have to run to the cabinet for the employee 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 management of Terasen was convinced to look for a seller to help implement and contend a Hris system. This ideas has helped Terasen best prepare 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 placed at 180 market throughout six states, Shaw's Hr staff is responsible for managing employees' personal data. Their employee mix includes Roughly 70 percent part-time employees, consisting of students, senior citizens, second-job part-timers, and vocation 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 cut off contracts (Koven, 2002). In order to help carry on the workforce, the Hr staff became interested 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 definite situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and recompense management, while at the same time enhancing assistance to employees and managers, and ensuring that their data is accurate. With this solution, employees have online passage to forms, training material, benefits data and other payroll linked information.
The Outcome:
Shaw’s has had definite feedback since implementing the Ess solution. "The reaction from our employees has been very positive," Penney, Vp of recompense and Benefits, says. "We even had a requisite increase in our medical coverage costs, and it was Roughly a non-issue because the online enrollment featured the plan choices, the employee cost, and the company subsidy. An employee self-service application makes it very easy for them to understand their contributions and coverage options. I received some e-mails from employees saying this was a great convert and how easy Ess was, which the case is not often when employees are selecting their benefit options." (Koven, 2002). By giving the employees more passage to their data they are able to see the benefit choices ready to them. Employees are also able to modernize their data online, which helps sell out the paperwork of the past. Shaw’s has also seen revising in productivity because employees are updating data at home, not during work hours.
Cs Stars, Llc
The Situation:
New York Attorney normal Andrew Cuomo has announced that New York State has reached its first settlement with a company expensed with failing to edify consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 data protection Breach and declaration Law, expensed Cs Stars Llc, a Chicago-based claims management company, with failing to give notice 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 special 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 employee noticed that a computer was missing that held personal information, along with the names, addresses, and public protection numbers of recipients of workers’ recompense benefits. But Cs Stars waited until June 29, 2006, to edify special Funds and the Fbi of the protection breach. Because the Fbi declared that notice 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 carefully an employee, of a cleaning contractor, had stolen the computer, and the missing computer was placed 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 protection Breach and declaration Law, productive in December 2005, requires businesses that contend computerized data which includes private data to edify the owner of the data of any breach of the protection of the ideas immediately following discovery, if the private data was, or is reasonably believed to have been, acquired by a person 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 proper notifications will be made in the event of any future breach. The company also agreed to implement more allinclusive practices relating to the protection of private information. Cs Stars will pay the Attorney General’s office ,000 for costs linked 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 devotee at company headquarters in Armonk, N.Y. The company saves .2 million per year on printing and mailing costs alone, Donnelly says, and the employees’ can take benefit of a variety of technologies to learn about issues, study schedule data and passage decision hold tools from their desktop computers. (Heuring, 2002)
The Response:
One of those tools, a personal medical cost estimator, enables employees to surmise possible out-of-pocket health care expenses under each of the plan options ready to them, Donnelly says. Employees log in personally and are greeted by name and with leading data with regard to their benefits enrollment, such as the deadlines and when changes take effect. They automatically get passage to health plans that are ready to them, and the calculator lets them collate estimated benefit amounts for each plan.
"Employees can agree the health care services they expect to use in a singular year, estimation predicted frequency of use, and surmise possible costs under each plan option," Donnelly says. "The feedback that we've received from employees tells us that this tool has precisely 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 offering online enrollment, we've learned that employees want web access," Donnelly says, so they can log on at home rather than Straight through the company intranet. So the company has been working to put in place a web-based enrollment ideas that employees and retirees can passage from anywhere.
Employees can get overview data on the plans, drill down into very specific details and supervene links to the health care providers for research. Donnelly says the ideas 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 ideas (“Tips,” 2006). These tools enabled Ceo Judith Hahn to handling payroll procedures efficiently and effectively.
The Response:
Worksource has eight workforce centers, with Roughly 108 employees, placed throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a professional boss Organization. The company also has 52 administrative staff in its headquarters office. When the ageement 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 deal with on what needed to convert for her to carry on the increased workload. Two years earlier, Hahn’s Ceo had introduced her to Lean, a Japanese management understanding of eliminating wasteful steps and appeal when completing processes. “I began to read as much as possible about Lean and joined an Hr Lean focus group” (“Tips,” 2006).
The Outcome:
Mastering the concepts of Lean led Hahn to make and apply her own acronym of “Reason” to her department’s payroll and Hr processes. present the process: map payroll tasks from start to finish. Eliminate waste: rule how to perfect 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 speculation of each innovation. Open the lines of communication: present openly—and often—with all stakeholders, along with employees and top management. Never allow negativity: make convert straightforward 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), understanding it would make sense to add a benefits transportation component to it. By having all the benefit data online, the Tams employee 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 health care plans from Aetna Inc. To United health Group Inc (Wojcik, 2004).
The Response:
Tams, an independent group company of Toshiba Corporation and a global leading supplier of diagnostic medical imaging systems and allinclusive 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 solution for Hr that didn't contain easy-to-use consolidated reporting or an employee portal. After evaluating UltiPro alongside some company resource vendors, Tams prime ultimate Software's offering and went live in September 2002 after an on-time and on-budget implementation. Roughly 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 exertion to advance the usage of the Web beyond the benefits enrollment process, Tams has posted a library of documents and forms on its Hr portal, along with the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, company guarnatee magazine also gave Tams the Electronic benefit transportation (Ebc) award for superior achievement in communicating employee benefits programs over the Web. To continue elevating its use of ultimate Software's Hrms/payroll solution, Tams modified the UltiPro portal to meet the imaging company's unique needs (Wojcik, 2004). It was wholly integrated with some proprietary applications created to address recompense and doing management issues so that Tams employees have a central location for allinclusive workforce and payroll data from a Web browser that they can passage with a singular sign-on (Wojcik, 2004).
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