Human reserved supply facts law – Hris

Human resource information Systems

The purpose of this paper is to recognize other associates who have faced similar human resources issues in regards to information technology. Through benchmarking separate associates we can learn how other associates have handled obvious human resources issues linked to information technology, information systems, new technology, and data security. An allembracing prognosis has been completed using explore 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 associates facing similar issue to those in the reading.

Human reserved supply facts law – Hris

New Technology

With the changing world and constant new technology that is available, managers need to be aware of the technology that will growth effectiveness in their company. Human resource information systems (Hris) have increasingly transformed since it was first introduced at general electric in the 1950s. Hris has gone from a basic process to convert hand-operated information 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 consolidate many of the separate 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 associates have seen a need to transform the way Human resource operations are performed in order to keep up with new technology and expanding numbers of employees. Terasen Pipelines moved its headquarters from Vancouver to Calgary to be closer to the oil and realized a major growth 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 system and looked into separate Hris vendors. By making the move to a Hris system, Terasen is able to keep more strict records as well as great put in order for time to come growth. another 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 information system (“Tips,” 2006). By adapting these new programs, Worksource was able to sell out waste and cost.

The Internet is an increasingly favorite way to recruit applicants, explore technologies and accomplish other valuable functions in business. Delivering human resource services online (eHr) supports more sufficient collection, storage, distribution, and change of data (Friesen, 2003). An intranet is a type of network used by associates to share information to people within the organization. An intranet connects people to people and people to information and knowledge within the organization; it serves as an “information hub” for the whole organization. Most organizations set up intranets primarily for employees, but they can extend to company partners and even customers with approved security clearance (Byars & Rue, 2004).

Applications of Hris

The efficiency of Hris, the systems are able to produce more sufficient and faster outcomes than can be done on paper. Some of the many applications of Hris are: Clerical applications, applicant quest 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, crisis reporting and stoppage and strategic planning. With the many separate applications of Hris, it is difficult to understand how the programs advantage associates without finding at associates 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 Through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere (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 observe their benefits on their own time and pace.

Another company that has taken advantage of Hris applications is Shaw’s Supermarkets. In order for Shaw’s to great carry on its workforce, the company decided it was time to centralize the Hr operations. After finding at separate options, Shaw’s decided to implement an laborer Self aid (Ess) system. The use of self-service applications creates a obvious situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time enhancing aid to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll linked information (Koven, 2002). By giving employees access to their personal information and the potential to update or convert their information as needed, Hr was given more time to focus on other issues. insight the separate applications Hris has to offer will give associates the opening to growth laborer efficiency and sell out costs.

Measuring the Effectiveness of Hris

The evaluation should resolve either or not the Hris has performed up to its expectations and if the Hris is being used to its full advantage (Byars & Rue, 2004). One of the most valuable challenges faced by public personnel executives today is measuring the doing of their human resources information system (Hris) In order to explain the value-added offering of the Hris to accomplishing the organization’s mission (Hagood & Friedman, 2002). Implementing an Hris program may seem a valuable stem for a company, but unless it will be an sufficient tool for Hr operations, it will not help growth efficiency and may hinder it instead.

One company that implemented a Hris system is Toshiba America medical Systems, Inc. (Tams). Tams put all laborer benefits information online and created an open enrollment choice when Tams changed healthcare providers. Approximately immediately upon rolling out the UltiPro portal [new Hris technology] to employees, Tams began finding improvements, with an estimated 70% growth in open enrollment efficiency (Wojcik, 2004). By determining the efficiency of the new program, Tams was able to realize the benefits of the new Hris system.

Security of Hris

The privacy of laborer information has become a major issue in recent years. With identity theft becoming a base problem, employees are becoming more sensitive about who sees their personal information, and the security it is kept in. By making sure laborer information that is kept in the Hris is relevant to the company and making sure there is tiny access (password protection) to such information, associates can make its employees more procure with the security of their information. either electronic or paper, laborer files deserve to be treated with great care. Establishing security and end-user privileges calls for a equilibrium of incorporating, Hr policy, system knowledge and day-to-day operations (O’Connell, 1994).

One company that faced a major security issue was Cs Stars, Llc. Cs Stars lost track of one of its computers that contained personal information that included names, addresses and public security numbers of workers payment benefits. The bigger question was that Cs Stars failed to warn the affected consumers and employees about the missing computer. Though the computer was retrieved and no information seemed to have been harmed, many employees lost their sense of security with the company. New York’s information security Breach and notification Law, sufficient in December 2005, requires businesses that assert computerized data which includes incommunicable information to warn the owner of the information of any breach of the security of the system immediately following discovery, if the incommunicable information was, or is reasonably believed to have been, acquired by a person without valid authorization (Cadrain, 2007).

Another company that experienced a breach in security is Ameriprise Financial. In late 2005, a computer that contained personal information on clients and employees was stolen. Because many of the employees at Ameriprise take their computers between work and home, the company carefully there was a need to put more security into those computers. Ameriprise made sure all employees had the new security suite installed on their computers. By responding quickly to the need for more security, Ameriprise made sure all information is being kept secure. making sure employees information is kept as procure 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 associates facing issues similar to human resources information technology and human resources information systems. All of these associates know the importance of new technology, human resources information systems, and data security. The remainder of this paper provides synopses of more associates 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 assosication offering research, software, hardware, It consulting, company and supervision 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 detach “new media” function within its corporate communication department. Ibm main goal is to educate, support, and promote programs that utilize public media. Ibm Europe decided to strengthen internal communication 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 resolve 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 associate 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 detach “new media” function within its corporate communication department. “Its remit: To act as devotee consultants inside and exterior 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 ready itself to use breakthrough technologies to develop a two-way dialogue with its employees. The need for public media was valuable 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 associates to get behind collaborative wikis, published internal blogging guidelines as far back as 2003, and is now tantalizing fast beyond Rss and podcasts into videocasting and “virtual world” technologies like Second Life. The intranet quest factory extends to all areas of the site, including new media aspects. When an laborer logs onto their portal an executes a key word search, the results they get back not only come from the main intranet pages, but comprise results from Ibm forums, wikis, blogs and podcast/videocasts tags. Imb has an insight that employees are no longer staying in a company their whole 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 mobile workforce, the likelihood is that an laborer 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 laborer 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 preeminent 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 favorite Ibm podcasts, with over 20,000 downloads a week.

Ameriprise Financial

The Situation:

The agency of Justice observe 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 information is often distributed among participants of online trading boards, and the buyers are frequently placed in Russia, Ukraine, and the Middle East. One speculate clients are implicated about data security is the allembracing publicity generated by breaches at financial services firm. In late December 2205, an Ameriprise Financial employee’s laptop that contained unencrypted data on Approximately 230,000 customers and advisors was stolen from a car. Other financial services firm, including Citigroup and Bank of America, also sass 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 change Commission requires speculation advisors to have policies and procedures that address the administrative, technical, and bodily safeguards linked to client records and information.

The Response:

Ameriprise Financial had to fight back and had to implement “layers of protection.” It is prominent for employees who their former company computer, and employees ordinarily transport the computer between home, office, and meeting sites. The vulnerability of this arrangement and the need for a security software program is much needed.

The Outcome:

Employees who are transporting lab tops should install the Steganos security Suite on their computer. This software allows employees to generate 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 laborer turns off the computer the information 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 procure 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 safe client’s information are Raid Level 1 system to store data on the drives that are encrypted with WinMagic’s SecureDocs software. Encryption ensures that anyone who steals the computer will be in fact unable to read the data, even by connecting it to another computer as a “slave drive. This has given many financial advisors the greatest peace of mind.

Terasen Pipelines

The Situation:

Terasen Pipelines is a subsidiary of Terasen Inc. placed in Vancouver, Canada and is placed in several 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 Through a growth spurt. With the company in many separate locations and the growing numbers of employees, the Hr agency saw a need to find a new system to keep more strict records.

The Response:

In the past Terasen had kept records on paper and with spreadsheets and with the growth of the company, this system does not work as well as in the past. In order to compensate for time to come growth, Terasen began to look into Hris associates to help with the Hr operations. After researching separate companies, Hewitt’s application aid provider model with eCyborg was found to be the right fit.

The Outcome:

Although there was strangeness adapting to a new way of recordkeeping, Terasen was able to find a system that will help hold the current and time to come growth of the company. Fortunately, some of the Hr staff had sense working with an Hris and were able to help their colleagues fantasize 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 system that could do a lot of this for us. You don’t all the time have to run to the cabinet for the laborer 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 supervision of Terasen was convinced to look for a seller to help implement and assert a Hris system. This system has helped Terasen great put in order for current and time to come 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 laborer mix includes Approximately 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 detach 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 obvious situation for Hr. Ess gives Hr more time to focus on strategic issues, such as workforce management, succession planning, and payment management, while at the same time enhancing aid to employees and managers, and ensuring that their data is accurate. With this solution, employees have online access to forms, training material, benefits information and other payroll linked information.

The Outcome:

Shaw’s has had obvious feedback since implementing the Ess solution. “The reaction from our employees has been extremely positive,” Penney, Vp of payment and Benefits, says. “We even had a valuable growth in our medical coverage costs, and it was Approximately a non-issue because the online enrollment featured the plan choices, the laborer cost, and the company subsidy. An laborer self-service application makes it very easy for them to understand their contributions and coverage options. I received several 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 advantage options.” (Koven, 2002). By giving the employees more access to their information they are able to see the advantage choices ready to them. Employees are also able to update their information online, which helps sell out the paperwork of the past. Shaw’s has also seen revising in productivity because employees are updating information at home, not during work hours.

Cs Stars, Llc

The Situation:

New York Attorney general Andrew Cuomo has announced that New York State has reached its first settlement with a company charged with failing to warn consumers and others that their personal data had gone missing. Cuomo’s office, which enforces the state’s 2005 information security Breach and notification Law, charged Cs Stars Llc, a Chicago-based claims supervision company, with failing to give observation 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 extra Funds Conservation Committee, an assosication that assists in providing workers’ comp benefits under the state’s workers’ comp law. On May 9, 2006, a Cs Stars laborer noticed that a computer was missing that held personal information, including the names, addresses, and public security numbers of recipients of workers’ payment benefits. But Cs Stars waited until June 29, 2006, to warn extra Funds and the Fbi of the security breach. Because the Fbi declared that observation 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 information security Breach and notification Law, sufficient in December 2005, requires businesses that assert computerized data which includes incommunicable information to warn the owner of the information of any breach of the security of the system immediately following discovery, if the incommunicable information 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 allowable notifications will be made in the event of any time to come breach. The company also agreed to implement more allembracing practices relating to the security of incommunicable 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, according 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 advantage of a variety of technologies to learn about issues, explore program information and access decision hold tools from their desktop computers. (Heuring, 2002)

The Response:

One of those tools, a personal medical cost estimator, enables employees to speculate possible out-of-pocket condition care expenses under each of the plan options ready to them, Donnelly says. Employees log in personally and are greeted by name and with prominent information regarding their benefits enrollment, such as the deadlines and when changes take effect. They automatically get access to condition plans that are ready to them, and the calculator lets them compare estimated advantage amounts for each plan.

“Employees can plump the condition care services they expect to use in a singular year, evaluation foreseen, frequency of use, and speculate possible costs under each plan option,” Donnelly says. “The feedback that we’ve received from employees tells us that this tool has in fact helped them to make a comparison between 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 Through the company intranet. So the company has been working to put in place a web-based enrollment system that employees and retirees can access from anywhere.

Employees can get overview information on the plans, drill down into very specific details and supervene links to the condition care providers for research. Donnelly says the system 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 information system (“Tips,” 2006). These tools enabled Ceo Judith Hahn to handling payroll procedures efficiently and effectively.

The Response:

Worksource has eight workforce centers, with Approximately 108 employees, placed throughout a six-county region. Previously, payroll, benefits, and human resources for those employees were processed and managed by a expert employer Organization. The company also has 52 menagerial staff in its headquarters office. When the ageement with the Peo concluded on June 30, 2006, those 108 employees were immediately moved to the payroll of Worksource, which meant Hahn’s workload more than doubled sufficient July 2006 (“Tips,” 2006).

Hahn, in an interview with Pmr, said she relied on Lean to help get a cope 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 supervision notion of eliminating wasteful steps and request for retrial 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 develop and apply her own acronym of “Reason” to her department’s payroll and Hr processes. enumerate the process: map payroll tasks from start to finish. Eliminate waste: resolve how to perfect a payroll task most efficiently without unnecessary steps. Analyze alternatives: explore and evaluate the applicability of new technology. Sell innovations to management: document the return on speculation of each innovation. Open the lines of communication: enumerate openly—and often—with all stakeholders, including employees and top management. Never allow negativity: make convert uncomplicated and fun. Give employees plentifulness of encouragement and time to learn (“Tips,” 2006). Judith Hahn was able to implement the right human resource functions using information systems.

Toshiba America medical Systems Inc.

The Situation:

Lynda Morvik, director of benefits and human resources information systems at Tustin, California-based Toshiba America medical Systems Inc. (Tams), notion it would make sense to add a benefits communication component to it. By having all the advantage information online, the Tams laborer handbook would also be a living document, enabling Morvik to make changes when necessary. Such was the case halfway Through the project, when Tams changed condition care plans from Aetna Inc. To United condition Group Inc (Wojcik, 2004).

The Response:

Tams, an independent group company of Toshiba Corporation and a global prominent provider of diagnostic medical imaging systems and allembracing medical solutions, such as Ct, X-ray, ultrasound, nuclear medicine, Mri, and information systems, had been using a payroll aid bureau and an in-house explication for Hr that didn’t comprise easy-to-use consolidated reporting or an laborer portal. After evaluating UltiPro alongside several company resource vendors, Tams superior greatest Software’s offering and went live in September 2002 after an on-time and on-budget implementation. Approximately immediately upon rolling out the UltiPro portal to employees, Tams began finding improvements, with an estimated 70% growth in open enrollment efficiency (Wojcik, 2004).

The Outcome:

In an attempt to strengthen the usage of the Web beyond the benefits enrollment process, Tams has posted a library of documents and forms on its Hr portal, including the benefits handbook, which garnered a 2004 Apex Award for publication excellence. That same year, company assurance magazine also gave Tams the Electronic advantage communication (Ebc) award for excellent achievement in communicating laborer benefits programs over the Web. To continue elevating its use of greatest 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 several possession applications created to address payment and doing supervision issues so that Tams employees have a central location for allembracing workforce and payroll information from a Web browser that they can access with a singular sign-on (Wojcik, 2004).

References

Byars, Lloyd L. & Rue, Leslie W. (2004). Human resource Management, 7e. The McGraw-Hill Companies.

Cadrain, Diane (2007). New York: company Settles Data Breach Charges. Retrieved June 3, 2007 from [http://www.shrm.org/law/states/Cms_021505.asp#P-8_0]

Clarifying Ibm’s Strategic mission for public media (2007). Strategic communication

Management. Retrieved June 1, 2007 from

http://proquest.umi.com/pqdweb?index=17&did=1263791161&SrchMode=1&sid=2&Fmt=4&clientld=2606&Rqt=309&Vname=Pqd.

Friesen, G. Bruce (2003). Is your client ready for eHr? Consulting to Management, 14(3), 27. Retrieved June 3, 2007 from ProQuest Database.

Hagood, Wesley O. & Friedman, Lee ( 2002). Using the balanced scorecard to portion the doing of your Hr information system. public Personnel Management, 31(4), 543-58. Retrieved June 3, 2007 from ProQuest Database.

Heuring, Linda (2003). Ibm: Laying Outing Enrollment Options. Retrieved June 2, 2007 from [http://www.shrm.org/hrmagazine/articles/0803/0803heuring_paperless.asp]

Koven, Jeff (2002). Streamlining advantage process with laborer self-service applications: A case study. payment & Benefits Management, 18(3), 18-23. Retrieved June 2, 2007 from ProQuest Database.

O’Connell, Sandra (1994). security for Hr records – human resources. Hr Magazine. Retrieved June 3, 2007 from [http://findarticles.com/p/articles/mi_m349] 5/is_n9_v39/ai_16309018

Protecting Client Data (2006). Financial Planning. Retrieved June 1, 2007 from

http://proquest.umi.com/pqdweb?did=1066464321&Fmt=4&clientld=2606&Rqt=309

&Vname=Pqd.

Tips on Using Technology to Streamline Payroll Processes – and Cut Costs (2006). Payroll Managers Report, 6(10), 1-9. Retrieved June 2, 2007 from Ebscohost Database.

Vu, Uyen (2005). Contracting out Hris easy call at Terasen Pipelines. Canadian Hr Reporter, 18(4), 5-9. Retrieved June 2, 2007 from ProQuest Database.

Wojcik, J. (2004). Toshiba laborer Handbook Goes Online. company Insurance, 38(49), 18.

Retrieved June 2, 2007 from Ebscohost Database.

Human reserved supply facts law – Hris