Page 50 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes or a restricted web site are used togather information on training needs assessment,
inducing benefits in terms of less paperwork, lower administration cost, shorter
distribution and response time, and higher response rate
(iv) E-learning can offer a solution to training in remote or disadvantaged location, as
well as tailor-made learning that fits the particular needs of the learner, but it can
also create barriers to learning, due to lack of hardware, fear of technology and
learner isolation.

(v) Rampton think that by the use of IT for HRM purposes there will be more time left
for strategic decision-making. Fewer administrative tasks and a decrease in HR
related questions from employees and line management.
(vi) According to Trapp the HR function in the future will be the prime target for
outsourcing. Consequently organizational resistance to the new changes implied by
the use of the e-HRM application is minimized and customer satisfaction is increased.
The researchers and HR practitioners have developed many methods to make e-HRM
successful in the company. These include;
(i) When a company implements a new e-HRM system, some of the HR processes must
be re-engineered in order for the e-HRM system to be more effective i.e., the
inevitable alignment of processes and activities with the new systems requirements.
Such re-engineering mechanism is applied when transforming HR manual processes
to paperless forms. Re-engineering should begin before choosing the software system
to make sure changes are accepted by the stakeholders and the process can actually
be aligned with the new system. Lee insist that good planning consumes a considerable
amount of time prior to implementation.
(ii) Training and education is a critical step in managing change itself, as employees
must be educated about the new system to understand how it changes business
processes. Education is the catalyst that brings the knowledge of the users up to the
point where they can familiarize themselves with the new e-HRM system quickly
and sufficiently.

(iii) Managing change within the organization could be a full time job by itself as it
requires the management of people and their expectations, resistance to change
confusion redundancies and errors.
(iv) In order for e-HRM implementation to be successful, top managers have to approve
and continuously support the responsible parties during the implementation stage
to make sure no obstacles prevent or delay the progress.
(v) One of the most critical success factors for implanting an e-HR system is the support
and involvement of top managers in the project during its life cycle, Also an
executive sponsor should be appointed to coordinate, communicate, and integrate
all aspects of the project between the development team and top management. The
executive sponsor should communicate, integrate and approve the shared vision of
the organization and the responsibilities and a structure of the new e-HRM system.

(vi) Alongside, interdepartmental communication as well as communication with
customers and business partners is a key element in the success of implementing the
system. Employees should also be informed in advance the scope, objectives in order
to meet their expectations. Managing the implementing and development of e-HRM
system is a crucial step towards successful results. The scope of the project must be
clearly defined including aspects such as the amount of systems implemented,
involvement of business process re-engineering needed. The project itself must have
clearly defined business and technical objectives and goals corresponding to the
project deliverables.
Contd...

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