The risk in the process of eHR and response

更新时间:2019-03-04 17:58:00点击:406109 Industry Views

With the expansion of enterprise scale and the complexity of human resource management, the construction of e-HR system has become the choice of more and more enterprises to improve work efficiency, implement management norms and improve management level. However, there are still many risks in the construction of e-HR system. If it cannot be reasonably recognized and effectively dealt with, it is easy to counterproductive. It will not only delay the informatization construction process of enterprises, but also adversely affect the career of human resources managers. Some HR managers have fallen into the informatization and left because of a project failure or a large gap with the expected results.

Lack of or excessive risk in system planning

Two major risks of system planning

There are two main types of system planning risks: one is lack of planning; the other is over-planning.

The so-called lack of planning means that the enterprise lacks both the overall planning of information construction and the specific planning of human resources management informationization, which leads to the loss of the overall direction in the subsequent selection and system construction. For example, an enterprise decided to carry out e-HR construction after recognizing the problem of inefficient human resource management work. However, the company now has an ERP system, an OA system, and a financial system. Each system needs basic information of organization, position, and personnel. If the systems are separated from each other and the data is maintained separately, not only is the workload huge, but it is difficult to ensure accuracy. Therefore, how to deal with the relationship between the systems and avoid the emergence of information islands becomes a problem that enterprises must carefully plan. In addition, e-HR system construction must also make specific plans, including the overall objectives, construction stages, specific targets and content of each stage, and funding guarantees. Some human resource managers hope that the overall construction and quick results will be effective. However, even the basic data of human resources cannot be guaranteed to be accurate. The basic business norms such as personnel entry, transfer, and resignation have not been implemented, but they have to pursue advanced applications such as talent management. The risk of doing so is obvious.

The so-called over-planning refers to the fact that some enterprises have set aside the goal of building a large-scale human resources management informationization from the actual situation of the enterprise, setting the target too high and demanding the construction process too fast. This kind of planning looks very complete, but it lacks operability. We do not deny that enterprises are constantly developing, and information planning must have a certain degree of advancement, but excessive advancement may result in a dilemma that is neither suitable for current needs nor for grasping future needs. It's like buying clothes for children. Although we know that children must grow taller, we can't buy all the clothes for him in the next few years, or simply wear them for a few years. Therefore, informatization requires overall planning, and it also requires step-by-step advancement and rolling plans. It is impossible to formulate such an insignificant plan.

System planning risk response

To deal with these two major risks, we need to work hard from the following three aspects:

First of all, it is necessary to reasonably determine the location of the e-HR system in the overall information planning. This issue is critical, with some companies using e-HR as part of the enterprise ERP system, emphasizing overall unity. For example, for manufacturing, enterprise human resource management is closely integrated with enterprise ERP systems, so e-HR is more obeying and serving ERP systems. For those enterprises that are intensive and management-intensive, they tend to adopt a loosely coupled strategy, emphasizing that each system is properly independent and integrating through an effective interface. Which strategy is adopted is determined by the characteristics of the industry in which the company is located and the management of the enterprise.

However, a basic trend is that as the importance of human resource management becomes more and more prominent, business complexity becomes higher and higher, and the independence of e-HR becomes stronger. For most enterprises, ERP, OA, financial and other systems mainly obtain information data of organizations, posts and personnel from the e-HR system. The current interface integration technology is highly satisfied, so most enterprises tend to The e-HR system is deployed and built independently using a loosely coupled strategy.

Second, we must formulate an overall e-HR plan, step by step, and focus on advancement. After handling the positioning of e-HR in the construction of the overall information system, the overall planning of e-HR should be further made, and the construction objectives, deployment modes, functional requirements, phased construction goals and contents, and construction priorities of each stage should be clarified. In short, it is necessary to clarify the road map for enterprise e-HR construction. The e-HR construction is by no means a purchase of software, and the installation is completed. The software is only to assist the enterprise; it is a step-by-step, focused and continuous promotion process under the overall planning.

Again, choose the right system construction method. There are three basic types of system construction: one is the project construction method; the other is product purchase and implementation; the other is SAAS mode. These three models have their own advantages and disadvantages, and companies should choose according to their own circumstances. The project construction method can better meet the enterprise management needs, but the cost is high, the cycle is long, and the adaptability to the enterprise management reform is poor; the product purchase method has the characteristics of low cost and fast on-line, but the satisfaction of management requirements and follow-up services depend on The flexibility of the product; SAAS mode is charged on a per-time basis, the cost is lower, and does not require a large amount of hardware investment. However, the model is not yet mature, and the main service contents are concentrated on the application of single modules such as talent evaluation and performance. The SAAS model is transitioning and developing towards the cloud model, and its prospects are worth looking forward to. At present, the purchase and implementation of this method is the current mainstream. In the years of market competition, a number of manufacturers with strong strength and products with strong functions have been formed. Choosing a suitable product is particularly important in the construction of e-HR systems.

The four major risks of system selection and response

Four major risks of system selection

The e-HR system selection is a very critical issue, mainly involving four aspects: one is the technical architecture of the system; the second is the design concept and functional characteristics of the system; the third is the functional satisfaction of the system; the fourth is the overall supplier. Strength and ability to implement services.

From the perspective of the technical architecture of the system, whether the system is based on the mainstream technical design that represents the development direction is a problem that is related to the direction of enterprise informationization. A backward technology architecture will face the inability to interface with other systems within the enterprise, and may even be at risk of being eliminated.

In terms of system design concepts and functional characteristics, any manufacturer has its own characteristics and expertise. The choice of e-HR system must also consider the matching of the enterprise industry and demand characteristics with e-HR suppliers.

From the perspective of system function satisfaction, the extent to which an e-HR product has realized the enterprise human resource management business is an important issue to be investigated. In the selection process, if the company does not elaborate on its own management requirements, it cannot accurately judge the degree of product response; and the pre-sales personnel often have excessive commitment in order to take orders. If the system function requires a large amount of secondary development to meet the management requirements, it will lead to problems such as rising costs, prolonged cycles, system stability, and reduced upgrade performance.

In terms of vendor R&D, implementation, and service capability sustainability, the extreme performance of the manufacturer's strength is that the manufacturer is declining. Without continuous product development planning, product upgrades cannot be provided. Insufficient implementation capability may cause e-HR projects to be put on hold. Get up, the line is far away; the lack of service capacity will make enterprises unable to get effective technical support when the system is facing problems.

Response to system selection risk

In order to cope with the risks in system selection, companies need to do the following three things:

First, choose the product that suits you. At present, there are two major types of vendors on the market: first, integrated vendors, such as UF, Kingdee and other domestic manufacturers, as well as international giants such as SAP and ORACLE. Second, they are suitable systems for enterprises. For example, we provide more than 10 modules for Nokia software. Let customers choose, according to customer needs, the price is different, the most important thing is that the right company is the best. In general, the e-HR products of the integrated manufacturers are continuously developed from a module of ERP, so they have great advantages in integration performance, but the advantages and disadvantages are opposite, and the flexibility has certain disadvantages. Because the design idea of ERP is specification and solidification, its underlying architecture determines that e-HR can't be adjusted too much according to the individual needs of the enterprise, and the adjustment cost is high. However, human resource management has strong corporate personalization characteristics and often changes with the situation. Therefore, flexibility is an important performance of the e-HR system.

The products of various professional manufacturers have different advantages in different industries due to their different development starting points and paths, and the differences in strength due to different development speeds. International manufacturers emphasize the standardization, and have high requirements for the level of human resources management of enterprises. The service targets are also mainly multinational companies entering China. Due to years of market competition and continuous reshuffle and restructuring, domestic manufacturers have certain characteristics, some focusing on manufacturing, and some focusing on high-tech, medium and large enterprise groups.

Second, focus on functional satisfaction. In addition to the aforementioned technical structure, deployment model and other issues (these problems are often the information department from the perspective of IT technology) need to be clear, any manufacturer's products must accept functional satisfaction considerations. This requires companies to more comprehensively manage management requirements in the early stage, and requires manufacturers to respond to these needs one by one, and if necessary, can conduct in-depth communication and functional testing for key needs. It should be noted that software vendors often have excessive commitments in the sales stage. In fact, this tendency not only damages the interests of enterprises, but also increases the risk of manufacturers by increasing the difficulty of their own delivery.

Third, pay attention to the comprehensive strength of the manufacturers. As mentioned above, how the comprehensive strength of the manufacturer is related to whether it can provide effective product implementation and continuous upgrade and technical support services, because the enterprise cannot be easily abolished and replaced after the system is completed. For long-term partnerships, sustainability has become very important. In the bidding, a large number of enterprises will require manufacturers to provide financial statements in recent years to judge their development of health, which is by no means a passing.

System construction risk and response

Three major risks of system construction

The main risks in system construction are concentrated in three aspects: one is the management of enterprise management requirements; the second is the implementation capability of the manufacturer; the third is the control of project schedule and cost.

When building an e-HR system, it is necessary to follow the basic principle of “management as a guide and informationization follow-up”. Therefore, the first step in the implementation of the e-HR system is to sort out the management needs of the enterprise and form a detailed and implementable requirements document. If the management requirements cannot be clearly expressed, the system implementation will not be implemented and the progress will be slow; or the requirements will be temporarily prepared, and after the launch, it will find that it is far from the reality and faces re-implementation. This requires the enterprise to have a certain level of management before the human resources management informationization, and also requires the enterprise to carefully sort, standardize and optimize the management status before the e-HR construction.

Regarding the implementation capability of vendors, management software is different from other software and needs to be closely integrated with enterprise management requirements. This requires vendors to have three capabilities: IT technology, HRM understanding and project management capabilities. Although each manufacturer has an implementation system to support it, the success of the project depends on the ability of the implementation team. Even if the products of the same manufacturer, the implementation effects of different implementation consultants may vary greatly, and the implementation consultants have a deep understanding of the human resources management of the enterprise, and The extent to which management requirements are combined with product realization has a huge impact.

There are many reasons for the project schedule and cost out of control. From the technical point of view, it mainly includes the repeated implementation of the enterprise demand, the excessive development of the secondary development, the excessive commitment of the manufacturer in the early stage, and the inability to meet the implementation. In terms of project management, Including poor cooperation between the two parties, project management is not standardized, project manager's ability is insufficient, and so on. The end result will put the e-HR project in a quagmire and will also put the project personnel in both sides into an embarrassing situation.

System construction risk response

In response to the various risks of system construction, we can make more efforts in the following six aspects:

First, choose the implementation team. After choosing a strong manufacturer and a suitable product, you need a well-trained and experienced implementation team. Therefore, in the negotiation after the completion of the bidding, the implementation team should be regarded as an important consideration factor. If necessary, the project manager should be interviewed, and the project managers and implementation consultants with rich experience in the same industry and enterprises of the same scale should be selected. It is even necessary to sign the project manager and the main members of the project team as an attachment to the contract.

Second, the demand is not sloppy. In general, information technology vendors have standardized management requirements to sort out the documents, and implementation consultants will also communicate with the company on management needs. In this link, we must not be contemptuous or sloppy. The so-called sharpening of the knife does not require cutting the woodwork. The demand is clear, accurate and complete, and the subsequent implementation will be more orderly and smooth.

Third, standardized project management. The more projects that are large-scale and long-term, the more standardized project management is required. The most important one is the regular meeting system. The enterprise and the implementation team regularly communicate the progress of the project and focus on solving the bottleneck problem.

Fourth, the senior management of the company involved and coordinated. High-level attention is definitely an important factor in the success of the project. The moderate involvement of senior managers and the coordination and decision-making on key issues are very important.

Fifth, change your mindset and actively cooperate. Before the contract is signed, the human resources department as Party A is undoubtedly in a relatively strong position. Once the contract is signed, the two parties should emphasize teamwork based on the consistent goal, rather than Party A's arrogance to the implementation team in some projects. To a certain extent, Party A's project staff is more responsible because he needs to be directly responsible for the success or failure of the enterprise e-HR project and accept the enterprise assessment. Therefore, how tacit cooperation between the two sides is, how successful the project is.

Sixth, the progress control is moderately loose. The control of the project schedule should be moderately relaxed. The reason is that there are always various unexpected situations in the e-HR implementation. We must resolutely avoid violating the law of information construction due to rush to go online and forcibly speed up the progress of the project.

System operation risk and response

The completion of the system construction is only the starting point of the story, and more importantly, the operation of the system. Because there are still many risk points in the system operation, it may eventually lead to system vacancy, lack of depth of use, etc., prolonged delay will inevitably lead to the a-HR system being abolished.

Four aspects of system operation risk

The system operation risk comes from several key users of the system: one is the usage habits and usage specifications of the business management personnel; the second is the participation of the line manager and the employees; the third is the use value and user experience of the enterprise executives; For a large number of subordinate units, there are still problems in how the headquarters can drive the specification and deep application of subordinate units.

Judging from the usage habits and usage specifications of business managers, many business managers are still accustomed to the original paper operation or Excel method, looking for negative reasons for various reasons. It must be acknowledged that it is impossible for any system to fully meet all the needs of business managers. At the beginning of the system, due to unskilled, it will bring certain learning costs. How to shorten the learning period and establish usage habits is a challenge.

From the perspective of the participation of line managers and employees, we often say that “line manager is the main body of human resource management”, and with the development of e-HR concept and technology, the application of all employees is becoming the basic trend, employee participation. Can greatly improve the satisfaction of human resources management services. Many companies' e-HR systems are still only the HR's "one-man show", lacking the involvement of line managers and employees, and their value is greatly reduced.

From the experience of the top management of the enterprise and the actual value of the system, the business systems in the enterprise are “competing” the computer desktops of the high-level enterprises, because only when a system receives high-level attention and deep participation, this The system can develop steadily. Many enterprise e-HR systems do not provide value for senior management, or the high-level experience is very poor, so the question from the top of the enterprise is a huge problem or risk in the operation of the e-HR project.

From the subordinate units' specification and in-depth application of the e-HR system, for those group companies with a large number of subordinate units, if a large centralized deployment mode is adopted, the over-emphasis on centralized unification and the individualized needs of the subordinate units are neglected. Subordinate units will passively apply the system. But the main reason for negative application is often that it does not recognize the value of the system, or the system lacks strong service support for subordinate units. In any case, the negative application of subordinate units will become a problem or risk in the operation of the e-HR project.

System operation risk response

To solve the series of problems in the operation of the e-HR system, you need to do the following:

First, effective knowledge transfer. In order to ensure the smooth use of the enterprise, during the construction of the e-HR project, the manufacturer should transfer knowledge to the enterprise, and prepare a complete system manual for the enterprise to train the system operation and maintenance personnel by fully participating in the system construction. , trained a qualified e-HR system administrator.

Second, full value is achieved. The premise of fully participating in the system application at all levels of the enterprise is that all parties fully recognize the practical value of the system for its work. This requires a full presentation of the value enhancements brought about by the implementation of the management business in the system, and training and publicity on this issue.

Third, timely application services. Generally speaking, all aspects of the system will have certain interest in the early stage of the system, but will soon encounter various problems. If these problems cannot be solved in time, then they will immediately retreat and think that the system is not as good as the original. Easy to operate by hand. Therefore, in the early stage of system application, enterprise e-HR administrators and vendor implementation consultants should provide timely and comprehensive technical support services to help all types of personnel to pass this stage as soon as possible. For a more complex system of a large enterprise, it is often necessary for the manufacturer to provide technical staff on-site service after going online. In the long run, the ability of vendors to support services is very important.

Fourth, import a management business. A lot of practice has proved that if the system is only a basic database, it is easy to cause a "dead library": because there is no HR business to use the basic data, the lack of enthusiasm to maintain data, the accuracy of the data can not be guaranteed, and once the basic data is not accurate, Then the e-HR system loses its foundation of existence. Experience tells us that companies must prioritize the use of a management business in the e-HR system, such as payroll management, in order to ensure the application of the system.

Fifth, continuous system optimization. Enterprises must establish a firm determination to promote the use of the system. Although any system has such problems, it cannot be neglected and negated the informatization of human resources. This requires both the company's overall planning and continuous promotion, and the firm's senior management and HR's firm determination to continuously identify problems and solve problems, and continue to optimize the system.

In summary, only one step by step effectively avoids various risks in the planning, selection, construction and operation of e-HR system, and solves various potential problems. The implementation of this system can achieve initial results and improve. The intended purpose of organizational management efficiency.

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