Part 1

Choose one approach: Explain how an HRIS can be used to?strategically?recruit and staff their organizations? OR? Explain how Artificial Intelligence (AI)??screening software presents challenges for recruitment and staffing.?

Respond to at least two classmates this week with your thoughts on their findings.? What benefits or drawbacks do you see in their findings? Remember to be professional and constructive in your feedback and observations.

1. SHAH, N. (2023). The FUTURE OF HR and AI: How will HR Professionals need to adapt to AI? HR Future, 11, 30–31.
2. Part 2 REPLY TO DISCUSSION

AI has left the realm of science fiction and is today science fact—and recruiting is no exception. When it comes to the world of work, AI is already changing the way people hire and search for jobs. At its best, it offers new possibilities for tackling the problems people face in their professional and personal lives today. Every recruiter wants to create the best possible match between a job seeker and the right job opening. With greater access to relevant data than ever before, recruiters are (theoretically) in a better position than ever to make this happen. The problem is that too much data is indigestible for humans. We’re not always sure what to do with it, or where to get the data we need, and this applies to recruiting as much as any field. AI technology can improve the odds of creating a great match—even right at the beginning of the process—by applying algorithms and making predictions that select only the most relevant jobs before showing them to job seekers. One of the most pressing challenges in AI-powered recruitment is the potential for bias in decision-making. AI algorithms can inadvertently perpetuate existing biases present in historical hiring data. This bias can affect underrepresented groups and hinder diversity and inclusion efforts. Thoughts?

Part 3

Hi Jocelyn,

The potential of AI in recruitment is truly fascinating. It’s like a virtual assistant that can help find the perfect job candidate, or the ideal job for a seeker. But you’re right, the real trick lies in managing the vast amounts of data without losing the human touch. It’s not just about processing information but making sense of it in a way that benefits everyone.

The challenge of bias in AI is particularly important to address. Since AI learns from existing data, any historical biases in hiring practices can be perpetuated, potentially sidelining underrepresented groups. To counter this, we need to ensure that the data fed into these algorithms is as unbiased as possible and regularly audit the AI’s decisions for fairness. 

It’s also crucial to have diverse teams developing and training AI systems to bring a variety of perspectives to the table. This way, we can harness AI’s potential while minimizing its shortcomings, especially in a field as impactful as recruitment. 

What’s your take on integrating human oversight with AI to maintain balance?

Part 4 INCLUDE SPEAKER NOTES TO EVERY SLIDE

Week 4 Case Study

Instructions

This is an individually completed assignment that includes collaboration with three or four class colleagues to review the case study questions (See below). Collaboration among class colleagues will be facilitated by the instructor, as needed.

After reviewing the case study, create an audio-narrated PowerPoint Presentation that answers the case study questions. Be sure to review the rubric to ensure that all the elements of the assignment have been addressed within the presentation.

Introduction

This case study introduces a new human resources director responsible for developing a more strategic human resources function. As she begins in the role and starts to implement changes, she faces many challenges and much resistance. The case study showcases the need for strong communication and change management when introducing both small and large changes within an organization. It also deepens the understanding of change management, the implementation process, and the behaviors and organizational factors required for success.

Case Study

The Grant Corporation is a financial services firm based in Chicago, Illinois. Its revenue exceeded $1 billion last year, producing a net income of $530 million. It has just over 1,000 employees. Although the organization has been in business for almost 10 years, it has experienced rapid expansion in the past two years due to tremendous business growth and a merger with the Enelrad Group, another local firm. Managers have had difficulty keeping up with this growth, especially in the HR department, which has been stretched thin to keep up with staffing needs and other, mainly administrative, duties.

Six months ago, the CEO, Todd Jackson, recognized the need to expand the size and functionality of the HR department and hired Julia Woodland to be its director, reporting directly to him. This was a newly created position. Its incumbent would replace the HR administrator, who had previously reported to the VP of Finance and decided to retire when the new HR position was announced.?

When Woodland was hired, Jackson told her she would have “full reign” to create a more strategically focused HR department that would be better equipped to handle the organization’s needs. She had quite a bit of experience at her previous company and was eager to take on the task.?

Although the organization used advanced technology for its business applications. The HR department was still using a basic payroll processing software program and Excel spreadsheets to track various categories of employee information, including personal data, benefits enrollments, performance evaluation schedules, and compensation. All payroll and benefits information was manually entered into these respective systems. Most of the information had to be entered into multiple spreadsheets when there was a change. The department could not keep up with the information needs— new hires were getting paid incorrectly or not at all. Benefits enrollments were delayed or contained mistakes, and performance evaluations and pay raises were late. The printed employee handbook benefits binder and orientation materials were in serious need updating. In addition, the company had 16 open positions and stacks of resumes everywhere. It was no wonder that the HR administrator had decided to retire!?

Julia Woodland spent long hours trying to determine what she could do to address her new department’s immediate and long-term concerns. She brought in a temporary employee to help her staff file, process paperwork, and enter data. She focused on hiring two higher-level HR representatives and a payroll clerk. She turned to a staffing agency to help the firm identify candidates for open positions, including those in HR. Finally, she proposed the purchase of an integrated payroll/HRIS capable of integrating with the finance department’s system and the organization’s benefit and 401(k) providers’ systems. The proposed software solution also offered a Web-based employee portal, which would allow employees to view information online and change their data. Jackson responded favorably and told her to “go ahead and do whatever she needed to do to fix the mess.” The next day, Woodland contracted with the HRIS provider.?

Woodland spent the next week meeting with her new HRIS vendor representative to discuss the installation and implementation of the system. Because she was so overwhelmed and wanted to get the new system in as quickly as possible, she did not have time to discuss the project with her staff immediately . However, she knew that employees would be excited about the new system and the opportunities it would open up for them as the burden of administrative tasks eased. She closed her door during the meetings so that participants could concentrate. She wanted to implement the system by January 1 so that the company’s year-end payroll data were accurate and managers could track other data on an annual basis with a full year of data. Since she had been through the process in the past and was familiar with such systems. She figured that she could manage the implementation with the help of IT and her staff as needed. She would make all critical decisions to move the project along and meet her deadline.?

The current HR staff consisted of an HR assistant and two generalists who seemed to function as clerks and recruiters. They had all been hired at the same time more than five years ago when the HR administrator was the sole member of the department. They were very proud of how they had worked so hard together to build HR and keep up with the increasing demand. They were getting used to working with Woodland but thought she was very nice and had high hopes for the improvements and new strategic focus she would help them implement. Day by day, the staff watched the vendor representative come and go, along with a parade of candidates sent over by the staffing agency to apply for the new HR positions. They soon began to wonder about all the changes their new boss was making and what these changes would mean for them. They started making assumptions that had them very concerned.

Woodland contacted the IT director to tell him about the project. He expressed concern over the ability of the server to handle the new system and wondered how they would address firewall issues with the portal. Furthermore, all his staff members were involved with a critical upgrade to the customer service system, which had caused more than its share of problems. He demanded to know why he and his staff had not been involved sooner and told her that it would be unlikely they would be able to participate in the implementation or help her meet her deadline. Upset, she called Todd Jackson, who advised her not to worry about it— he would tell them to get it done.?

When she contacted Finance to obtain information that the HRIS vendor needed to link the HRIS to that department’s system. The finance manager was more than willing to help— but she did not know where to get the system information and did not understand how the information would flow from one system to another. She asked why they could not just keep the systems separate and enter the necessary data into the finance system from reports provided by HR. “That is the way we have always done it,” she said. “It does not take long, and it will be much simpler that way.”?

In the meantime, morale was declining in HR. Whenever Woodland asked HR employees for information about payroll or their Excel spreadsheets, they seemed uneasy and never provided her with exactly what she was looking for to resolve the situation. She did not understand their antiquated forms or backward processes but decided she could fix those after the new system was installed. Also, it felt like the rest of the company was suddenly treating her differently.?

They had all made her feel so welcome six months ago when she came on board. Now, employees approached her with caution, and managers always seemed abrupt.?

Julia Woodland began to wonder if this was the proper role for her. Why were things so complicated? She thought that everyone would be thrilled about the new system and its efficiencies and would be eager to help. Was it her problem or theirs??

She thought that perhaps people did not realize the impact she was making in the organization. She decided to announce the exciting new system that would help make things more effective and efficient in HR and help the employees simplify their lives. She sent out a company-wide e-mail announcing the new payroll/HRIS and outlining its ability to interface with other systems and its Web-portal capabilities. To her disappointment, no one seemed to understand the significance or even pay attention. A few employees asked her if their paychecks would be delayed as a result.?

She wondered how she would ever get through this project and what she needed to do to get everyone on board.

Case Study Questions

PowerPoint Presentation Set Up

Slide 1: Title Slide

Slides 2 through 8: Should address questions one through seven.

Slide 9: Should be titled “Collaborators” and list the names of the three or four class colleagues you spoke with about your resolution to the case study questions.

Slide 10: This should be the “References” slide that follows APA formatting guidelines.

Note: You must include audio narration on every slide except the “References” slide.

Part 5 complete discussion

Business Process Re-Engineering (BPR) is a valuable tool to help organizations assess the probability of process change. Explain why BPR may be an important concept for HRM professionals who are introducing new technology. Discuss how you would apply the BPR process to an HRM office with only an employee database and no other automated HRM functions.

Part 6 reply to discussion

Professor/class,

BPR also known as business process re-engineering is a strategy that helps to manage the objectives and goals of the business, the working of the business etcetera. It focuses on the redesigning of the process of the business. It chiefly targets planning and dissecting the cycle of the business. It is a data innovation-based methodology used to acquire the important changes in the work interaction of any and each association. It for the most part focuses on the improvement of the nature of the great and the decrease in the expense of the great

HRM is completely related to the employees or the working individuals. With the help of information technology, today the individual can sit anywhere and work. The human resource sector is more focused on the implementation of BPR so that it can fulfill the requirements that are necessary to compete with other corporations. For long-term strategic vision and mission, the implementation of BPR has become a main requirement. Moreover, it helps individuals avoid unnecessary difficulties at the workplace so that they can focus on the main areas and activities.

Part 7 reply to discussion

Good evening Dr. Bob and class,

There are several advantages to outsourcing HRM systems and processes. The largest and most common is payroll processing. This is especially essential within larger and growing organizations. I believe there are two main reasons to implement payroll HRM systems for payroll management. One is because of how important it is to not make any mistakes due to compliance. Making a mistake in payroll could create even larger problems and penalties. Another is because of the amount of resources you save within the HR Team. The bandwidth to complete payroll manually is intense and many organizations do not have the resources for it. 

Having said that, utilizing and implementing a benefits and enrollment system is such a great decision for any company. This also reduces resources as most of the platforms are very user friendly. Overall, these are all great tools for HRM. The amount of time saved, streamlined processes, user friendly systems are also helpful for retention in the Human Resources department. There is so much advancement and innovation for many organizations that these systems are considered selling points for any employee. The level of efficiency received from these systems have so many benefits. I firmly believe they are necessary since there is a much more focus on strategic planning for HR.

Part 8

file:///C:/Users/Student/Downloads/KimWangBoon2021%20(1).pdf

After reading the article, address the following:

•     Explain how researchers understand and examine technology.
•     Describe at least one challenge an organization may experience when implementing new technologies.
•     Describe a strategy you might employ to get HR professionals to accept new HR technologies. The paper should be   5-7 pages in length and must have an APA-formatted title page and reference page. The first source used for this assignment should be the assigned article. Four additional sources should be scholarly and obtained from academic journals located in the university library.

Kim, S., Wang, Y., & Boon, C. (2021). Sixty years of research on technology and human resource management: Looking back and looking forward.  Human Resource Management,  60(1), 229– 247. https://doi-org.devry.idm.oclc.org/10.1002/hrm.220…

Part 9 complete discussion

HR metrics and workforce analytics are often used interchangeably but differ. Discuss the difference between HR metrics and workforce analytics. Further, explain why HR metrics and workforce analytics information may not generate value for an organization

Part 10 reply to discussion

Professor/class,

HR metrics and workforce analytics are related but distinct concepts. HR metrics refer to the quantifiable measures used to track and assess the performance and effectiveness of an organization’s human resources function. They are typically focused on measuring inputs, such as the number of employees, turnover rates, training hours, and recruitment costs. HR metrics provide a snapshot of the current state of the HR function and can be used to identify areas for improvement. Also, workforce analytics involves the use of data analytics techniques to analyze and interpret large volumes of HR data to gain insights and make informed decisions about the workforce. Workforce analytics is focused on measuring and evaluating the impact of HR strategies and initiatives on organizational performance. It helps organizations to identify trends, patterns, and correlations in HR data and to make data-driven decisions about workforce planning, talent management, and HR effectiveness. The main difference between HR metrics and workforce analytics is the level of analysis and the types of data they focus on. HR metrics are concerned with measuring the inputs and outputs of the HR function, while workforce analytics is focused on analyzing the impact of HR strategies and initiatives on organizational performance. HR metrics and workforce analytics information may not generate value for an organization if they are not used to inform decision-making and drive organizational performance. HR metrics alone may not provide a complete picture of the HR function’s impact on the organization, and workforce analytics may not be feasible or appropriate without a foundation of HR metrics. Therefore, organizations need to use both HR metrics and workforce analytics to gain a comprehensive understanding of their workforce and make informed decisions about HR strategies and initiatives. Thoughts and questions? 

Part 11 reply to discussion

Hello Professor and class,

HR metrics and workforce analytics are related but distinct concepts. HR metrics refer to the quantifiable measures used to track and assess the performance and effectiveness of an organization’s human resources function. They are typically focused on measuring inputs, such as the number of employees, turnover rates, training hours, and recruitment costs. HR metrics provide a snapshot of the current state of the HR function and can be used to identify areas for improvement.

On the other hand, workforce analytics involves the use of data analytics techniques to analyze and interpret large volumes of HR data to gain insights and make informed decisions about the workforce. Workforce analytics is focused on measuring and evaluating the impact of HR strategies and initiatives on organizational performance. It helps organizations to identify trends, patterns, and correlations in HR data and to make data-driven decisions about workforce planning, talent management, and HR effectiveness.

The main difference between HR metrics and workforce analytics is the level of analysis and the types of data they focus on. HR metrics are concerned with measuring inputs and outputs of the HR function, while workforce analytics is focused on analyzing the impact of HR strategies and initiatives on organizational performance.

Part 12

Instructions

In this exercise, you will research Human Resource metrics and measurements and consider the appropriate types of metrics and measurements that should be used by an HR department in a mid-sized company of approximately 1000-3000 employees. Examples of HR metrics are Compa-ratio, Market Index, Turnover Rates (Voluntary and Involuntary), Time to Hire, Revenue per employee, Total Compensation to Revenue, Revenue per employee, etc.

Assignment Description

For your paper, you will write a five-page report on the appropriate types of Human Resource Metrics that a typical mid-sized company would need to analyze and regularly report to Senior Management. The paper should explain how the data will be obtained (i.e., what source will you draw the data from), how the data will be analyzed, and how the data will be regularly reported to Senior Management.  

Further, you will discuss the various public or private sources of benchmark Human Resource Metrics data. Report what you found from your research on sources of benchmark Human Resource Metrics and discuss which sources you would recommend for a mid-sized company. 

To be considered complete, the following information must be included in your paper. Use the headings provided below your paper. Include sub-headings where appropriate to demonstrate a shift in thought. 

Introduction:?The introduction provides a brief historical overview, the reasoning for recommendations, and previews the report’s major points. 

A General Discussion on HR Metrics:?This section should include a discussion about the main types and categories of Human Resource Metrics; what each metrics measure; their importance in analyzing the effectiveness of a company’s human capital expenditures; the importance of using quantification in measuring the effectiveness of a company’s human resources. 

Suggested Metrics for a Mid-Sized Company:?This section should include a discussion about which metrics are important for a mid-sized company detailing the reasons why they are important. Also discuss which metrics are must-haves for mid-sized companies, and which metrics are wanted. 

Collecting Comparative Data on Human Resource Metrics:?This section should include a discussion on the various public or private sources of benchmark Human Resource Metrics data;  a report on what you found from the research on sources of benchmark Human Resource Metrics, and then an explanation about which sources you would recommend for a mid-sized company. 

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