The human resources function is at a crossroads, as new technologies create opportunities for more strategic leadership in the management of human capital and corporate culture, while commoditizing some of HR’s traditional administrative functions. What’s the strategic vision for HR in today’s large organizations? How can HR proactively help drive business results and business transformation? What are best practices in global talent management, self-service HR systems, and outsourcing? Who is the customer for HR? How can HR and IT work together to further the corporation’s business goals?
This business analysis is over a manufacturing warehouse HR function that serves approximately 1200 employees located in several state-wide offices. The employee job base includes office staff, warehouse crews, supervisors, and managers. It is completely managed from a single location that is currently functioning without any HRIS technology. However, the business is currently evaluating the option available to them in this market.
The business is experiencing a phenomenal growth rate of 12% annually which forces the requirement of added personnel, recruiting processes, benefits management, current regional salary/pay scale evaluations, etc. The current system is less than optimal due to its lack of automated processes, paperless technology and filing systems which create multiple problems for existing and potential staff. Issues ranging from inaccurate pay receipts to lost applications have resulting in excessive wasted effort and man-hours resulting in decreased sectional productivity. This lack of an HRIS results in keeping the Human Resources Department as a reactive function of the business instead of the proactive function it needs to be. It can take up to 6 months from the time a manager requests a job vacancy be filled to the time the position is filled. Recruiters are inundated with so much paperwork for singular tasks that there is...