Web-based Technology & Employee Learning and Development (ELD)

Web-based Technology is increasingly perceived as a source of competitive advantage for the companies especially for Employee Learning and Development. Learner’s access information as needed and new skills can be applied immediately, thus reducing delays and lost productivity. Remarkably, by 2003, it is estimated that half of corporate training is anticipated to be in the form of e-learning. [1]

          Implementing e-learning promises substantial benefits for organizations: it will potentially eliminate corporate training travel budgets, save 50% in training time (one to three weeks versus six months), and cut an estimated 40% to 60% [2] from conventional classroom training costs. [3]   Furthermore, the printing of large training manuals is virtually eliminated, and because e-learning is infinitely flexible, courses can be completed during scheduled downtime.

Besides cost benefits, e-learning promises to increase employee retention by ensuring that employees always have the right knowledge and tools to work  effectively.[4]  The nature of the media allows for rapid course development and deployment, meaning that the key messages are always up-to-date. Learning can occur across borders and time zones with a continuity of message not ordinarily found in classic instructor-led training. On top of this, studies suggest that comprehension levels and retention rates derived from e-learning may be up to 250% better than traditional methods. [5]

Other than that, there are several disadvantage of using ELD system. The first point is the lack of human interaction; this problem occur because the learner relying solely on CBT and without human interaction and hands-on exercises. According to Prewitt’s 1998 article, it stated that “people do not like it (CBT) as much as they like having an actual person teaching them”.[6]In conclusion, Using Web-Based Technology in ELD, a corporation can improve knowledge retention, lower costs, save time, and even save money in many cases.                                                      (378 Words)      

                                                                                                                                                               

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[1] Gene Bylinsky, "Hot New Technologies for American Factories," Fortune (26 June 2000). 

[2] Diane Khirallah, "A New Way to Learn?" Information Week  (22 May 2000)

[3] Sandra Evans, "Net-based Training Goes the Distance; Employers Find E-learning Saves Costs, Time," The Washington Post (15 May 2000)

[4] Sandra Evans, "Net-based Training Goes the Distance; Employers Find E-learning Saves Costs, Time," The Washington Post (15 May 2000)

[5] Merrill Lynch, The Knowledge Web, (23 May 2000): 235

[6] Lawson, S. (1999). "Computer-based training: Is it the next wave?". Professional Safety, 44, 30-33.

HRIS MODEL

In this chapter, I’ve been explored about the HRIS model that explained by our lecturer Dr. Nur Naha. The HRIS model consists of 3 sets of components that are Input subsystems, HRIS Database and Output Subsystems. The input subsystems are the standard combination of data processing, research, and intelligence. Mostly, the database is located in computer storage. The HRIS users usually receive their output in the form of periodic reports and responses to database quires.

HRIS model provide businesses with a means by which they can keep track of their human resources needs, and fulfil those needs in a cost- and time-efficient manner. HRIS systems are, in essence, large databases. These databases will store basic employee information (such as personal details, company role, salary etc), as well as information regarding benefits administration, payroll and an almost limitless range of other aspects of human resources. 

Based on literature review, there are seven primary components of the HRIS model. These components are strategic integration, personnel development, communication and integration, records and compliance, HR analysis, knowledge management, and forecasting and planning. Furthermore, these seven factors are integrated and linked to organizational outcomes through the influence of strategic organizational vision. Previous robust theoretical and practical research also supports selection of these attributes (Cascio, 1998; Robbins, 1998). [1]Each of these components serve a pivotal role in a fully functioning HRIS. Strategic integration gives high level decision makers the information that is necessary to make long range plans about organizational operations, as well as providing a feedback loop to integrate HR planning with strategic development. Without these information exchanges, managers would not be able to include expected personnel factors in their decision making processes. [2]

Web Based Employee Self-Service (ESS)

Employee Self Service (ESS) is a combination of technology and organizational change that enables users to interact directly with their human resource data to inquire, review and act upon transactions in the workplace (Anheier and Doherty (2000)). This human resource technology is known as employee self service, manager self service, or employee direct-access systems. ESS promises a "paperless" office, streamlined business processes, and the elimination of "administrivia" for human resource staff because employees and managers conduct basic transactions via computer that were formerly completed on paper forms and then processed by HR staff. According to The Hunter Group 2000 Human Resources Self Service Survey, the leading applications for employee, manager, and strategic self service in use today are:[3]

Employee Self Service Applications	Manager Self Service Applications	Strategic Self Service Applications
Personal data maintenance Employee communications Benefits inquiry Open enrollment Family status changes 401k/pension inquiry	Management reports (e.g. headcount) Employee change actions Time card approvals Leave of action management Travel and expense management Leave management	Job posting review (Employee) Job requisitions (Manager) Job applications (Employee) Salary actions (Manager) Staff development (Manager)

                                                                                                                        (475 words)

Reference:

http://searchcrm.techtarget.com/definition/Web-self-service

http://www.hrrevolution.com/Articles/ESS/

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[1] Cascio, Wayne F. (1998) Managing human resources: Productivity, quality of work life, http://www.allbusiness.com/human-resources/691895-1.html#ixzz1ggTqfpS4

[2] "HR Express" - an ESS Case Study at Southern California Edison, Christine De Natale, IHRIM.Link, August/September 2000. http://www.hrrevolution.com/Articles/ESS/

[3] http://www.hrrevolution.com/Articles/ESS/

Summary:

In conclusion, the Human Resource Information System is not a new phenomenon – on the contrary, HRIS technology has been around for years. Only recently, however, have people begun to realize the serious benefits such systems have to offer. Nearly every business can stand to gain something in the realm of efficiency and operational cohesion, and HR information software is designed to provide exactly those improvements. Evolving technology is allowing HRIS to perform tasks such as to streamline the hiring process, formulating better recruitment strategies and decreasing time-to-hire, which results in an improvement in the quality of the workers hired and, consequently, an improvement in the quality of the business as a whole. For the globalising HRIS aspects, compare to the entire HRIS model, the transnational HRIS model is the best that bring efficiencies through network of competencies and processes, Provides flexibility through specialized roles and responsibilities, and creates a learning organization through the facilitation of multiple innovation processes. It is because the transnational is a conglomerate of multinational, global and international HRIS models. With HRIS, executives can track a variety of different benefits plans, electronically set certain eligibility requirements, and instantaneously calculate costs and details. Put simply, HRIS exists to make the HRM job easier – it takes care of the routine administrative tasks so that they can focus on more important issues.

(222 words)

On Globalizing HRIS

 Simple words-Globalizing means that there is no boundary that allow connectivity and interdependence of the word's markets and business.

In the 4^th and 5^th week classes, I had explored the topic regarding about the globalizing HRIS. In general, there are four types of HRIS organization models that are Multinational, Global, International and Transnational. Most of the organizations are need to consider 3 different strategic need that drive organization in selecting model-the need for responsiveness through local differentiation, efficiency through global integration and learning through leveraging worldwide innovation and knowledge sharing.

 It had been seem that a global strategy involves a high degree of concentration of resources and capabilities in the central office and centralization of authority in order to exploit potential scale and learning economies. The multinational strategy, on the other hand, represents the opposite view of international strategy. Resources are dispersed throughout the various countries where the firm does business, decision-making authority is pushed down to the local level, and each business unit is allowed to customize product and market offerings to specific needs. For the transnational strategy, it allows for the attainment of benefits inherent in both global and multinational strategies. In my opinion, I think that by implementing the transnational model in organization can give numerous benefits in the organizations. A transnational model represents a compromise between local autonomy and centralized decision making. The organization seeks a balance between the pressures for global integration and the pressures for local responsiveness.

(224 words)

Reference:

 Brewster,C, Sparrow,P and Harris ,P(2005).  Towards a new model of globalizing HRM. of Human Resource Management 16:6 June 2005 949-970

IS for competitive advantage

In my second week, I had learnt about the Information System for competitive advantage. It had been seen that the role of using information system itself can use to processing capabilities in one organization for the purpose of to gaining competitive advantage of another among organizations. There are five-phase planning processes that can be implemented to identify and evaluate strategy information system and to win top management support. According to Nick Rackoff, it underlying their approach is a conceptual framework that via an enterprise’s suppliers, customers, and competitors as the strategy targets of five strategic thrusts: differentiation, cost, Innovation, growth, alliance and other competitive strategies. Well, many well-known examples of use of information technology for competitive advantage involve systems that link an organization to suppliers, distribution channels, or customers. For example in Tesco Company, they use of cost leadership strategy that their objective is to become the lowest-cost producer in the industry, which understand their customers and can create competitive advantage and so benefit from lower prices and loyalty of customers. It is higher capacity utilization and can then help to reduce costs.

By using this competitive advantage, it can help the company declining costs of capturing and using information have joined with increasing competitive pressures to spur numerous innovations in use of information to create value. Other than that, a successful competitive strategy should be focuses on assessing the company unique strengths, identifying growth opportunities, collecting competitive intelligence, and responding to competitive threats. It will effectively support their company’s top-line growth objectives by helping them develop a differentiated and sustainable competitive position.

Well, in conclusion that I can made for this chapter is in order to be successful in the business, organizations should strategically aware of these competitive strategies. Strategic success requires a clear understanding of the needs of the market, and the satisfaction of targeted customers more effectively and more profitably than by competitors. Real competitive advantage implies companies are able to satisfy customer needs more effectively than their competitors. It is achieved if and when real value is added for customers.

 (344 words)

Reference:

http://www.tutor2u.net/business/strategy/competitive_advantage.htm

Johnston H.R,Vitale M.R, Creating competitive advantage with interorganization information systems (june 1988) MIS Quartely

.Rackoff.N,Wiseman.C,Ullrich W.A, Information systems for competitive advantage:Implementation of a planning process(dec 1985)MIS Quarterly.