Electronic Human Resource Management (e-HRM) technologies are proliferating in the contemporary business environment. The official definition of the electronic human resource information system (e-HRIS) is "an information system designed to support human resource management activities" (Wirtky et al., 2016, p. 31). Human resources (HR) departments utilize this automation solution to handle mundane operations, improve efficiency, and more effectively manage their workload.
Initially, e-HRM was used for simple activities, but modern systems can handle complicated problems with the help of artificial intelligence and machine learning. Due to the freshness of the idea and the complexities of human resource management, this strategy may still encounter some problems. This article covers four potential applications of e-HRM, analyses potential implementation issues, and concludes with recommendations to assist HR managers in overcoming obstacles in the application.
The report begins by examining the usage of e-HRM in government compliance efforts. Despite the extensive deployment of e-HRM, potential risks include the system's inability to handle highly tailored scenarios that require human participation. It is essential, while applying e-HRIS in staffing, to recognize that qualitative information is just as important in staffing models as computer-generated quantitative data. e-HRM can enhance onboarding efforts, but only with a personalized approach to the new employee and a lack of human resistance. To ensure the efficacy of the selection process, HR managers must conduct face-to-face sessions to combat the over-accessibility and impersonality of e-recruitment. Despite implementation challenges, the report believes that e-HRIS is a valuable asset to any firm.
Compliance Activities Federal
The expansive functionality of federal compliance activities is one of the key applications of e-HRM in the business world today. Every company's HR department is required to manage legal reports to maintain compliance with various government rules. The procedure includes the collection of a large number of records, which necessitates an abundance of data analysis. Johnson and Gueutal (2012) state that the activity is one of the most outsourced in the business because to its time-consuming and intricate nature. Consequently, e-HRM is equipped "to monitor employee status, payment, and eligibility for health care benefits in compliance with legal mandates (such as COBRA, Family, and Medical Leave Act)" (Johnson & Gueutal, 2012, p. 24). According to Johnson and Gueutal (2012), employee self-service (ESS) is an automated HR system that employees utilize to keep their legal information up-to-date by controlling their benefits, signing up for remuneration, and reporting required legal information. According to Johnson and Gueutal (2012), e-benefits tools lower the time required for compliance matters and assist firms in minimizing fines and penalties imposed by the government. In conclusion, e-HRM is an effective instrument for facilitating legal compliance activities.
Issues in Implementation
Although an e-HRM system can manage a portion of federal compliance duties and considerably assist HR departments in mitigating legal risks, the activity cannot be outsourced entirely. E-HRM is useful for analyzing vast quantities of data and basic employee input in order to produce legal reports and records and verify compliance with the existing framework. However, it cannot account for "inevitable policy exceptions for which HR experts will need to be available" (Johnson & Gueutal, 2012, p. 25). For example, legal compliance with HR procedures on accommodations for employees with disabilities depends heavily on the particulars of each case. In cases requiring greater attention to detail and consideration of special circumstances, then, the assistance of a knowledgeable and experienced HR expert is essential. Unique legal issues frequently develop, which necessitate human engagement and empathy, particularly for a multinational organization that is committed to workforce diversity (Johnson & Gueutal, 2012). Therefore, it is ineffective to delegate this role entirely to the automated system.
Recommendations for Implementation
Given the aforementioned implementation obstacles, it is vital to address the e-HRM legal compliance advice. According to Johnson and Gueutal (2012), as organizations deploy more automation, more legal requirements will emerge, forcing HR to submit extra information. Consequently, there is a predicted trend of increasing legal compliance requirements for 'pending changes in tax regulations, financial reports, equal employment opportunity compliance, and health care' (Johnson & Gueutal, 2012, p. 26). Therefore, an organization must adjust to the shift while simultaneously considering the comfort and productivity of its employees. A balanced approach to federal compliance operations is recommended to maintain an efficient approach to minimizing legal risks and facilitating the construction of a legally compliant and gratifying workplace for employees. Instances such as the worker with a disability should be identified by the system and routed to a human resources professional, rather than being processed automatically. HR strategists should also assess and determine the legal compliance duties that the system cannot execute and delegate only simple data-driven jobs.
Staffing models and workforce management are two of the most important HR responsibilities that can be transferred to an e-HRIS. McDonald et al. (2017) state that staffing models provide "reports, charts, and graphs to precisely measure work activity, determine required labor hours, analyze how employee time is spent, and calculate costs" (p. 87). Staffing models determine the performance of the workforce and help organizations boost staff efficiency and productivity. For instance, an organization's employment cycle patterns, longevity, recruiting and firing trends, and productivity can indicate the presence of a problem. Nonetheless, this method necessitates specialized analytical skills that many HR experts lack. Consequently, e-HRM can act as a tool for collecting and analyzing data to forecast, determine, and meet a company's personnel requirements. Its technological skills of quantitative research provide HR managers with a feasible, cost-effective, and time-efficient framework for optimizing business processes and planning the company's future.
Issues in Implementation
Despite the fact that e-HRM solutions are effective in collecting and analyzing data for staffing models, it is necessary to address the challenges this method poses for HR practitioners. Creating a staffing model is a complex procedure that requires not just data-driven research and evaluation, but also interpretation of information and its application to interpersonal and organizational situations (McDonald et al., 2017). Using the staffing model capabilities made available by e-HRM, for instance, HR may assess how many hours employees spend on a certain task and how productive a particular employee is. Without effective interpretation and contextualization, HR managers cannot use this information to recognize the need for change and implement it. Specifically, an e-HRM-generated staffing model study can demonstrate that the department's effectiveness has diminished over time. Even though it is supported by evidence, a manager cannot comprehend the causes of this issue without investigating it firsthand. Moreover, the automated systems are not totally capable of accurately interpreting quantitative results, necessitating the services of a dedicated, experienced professional for data processing.
Recommendations for Implementation
As the introduction of e-HRM for staffing is a complex, yet cost- and time-effective procedure, firms should consider the following advice. The HR department must first establish the function of e-HRM in the process of staffing modeling. As stated previously, the automated system is a feasible framework for discovering quantitative data that can influence staff planning and manage workplace conflicts (McDonald et al., 2017). However, it is crucial not to rely on it to make executive choices without HR expertise. HR managers should therefore base their decisions on both the facts offered by the system and their own discretion. McDonald et al. (2017) argue that e-HRM should be limited to specific duties, such as "making decisions about cost-effective staffing plans and utilizing the appropriate mix of permanent and temporary employees" (p. 102). Second, as it pertains to the contextualization of the findings, it is crucial to recognize that an error in data interpretation can have disastrous effects on business outcomes. A dedicated HR expert should therefore be allocated to monitor and assess e-HRM findings and compare them to qualitative in-person findings.
Onboarding is an essential HRM process that necessitates a full integration of new employees into the new work environment and has the potential to be assigned to an e-HRM system. The practice is an integral part of an employee's employment cycle and strongly influences the employee's experience within a company from the outset and throughout the duration of their career. For instance, workers are not fully integrated into the work cycle of the business. In such a circumstance, they will be unable to comprehend the business culture, functions, and obligations, resulting in a loss in productivity and an increased likelihood of contract termination. In contrast, when employees are introduced to a firm in an inclusive manner, they build a commitment to the organization and a knowledge of its values, goal, and vision (Bondarouk et al., 2016). In addition, the activity can become more technically oriented because new staff must be instructed on pertinent safety rules, codes of conduct, etc. By arranging meetings, presenting material in an interactive and accessible manner, and expediting training, E-HRM can act as a facilitator for this process.
Issues in Implementation
While the cost-effectiveness and evidence-based nature of e-assistance HRM's in the onboarding process is undeniably beneficial to a business, this system may be ineffective due to the high demand for empathy. Integration into a new workplace is a hard move that necessitates psychological help during onboarding. Consequently, depending entirely on e-HRM to facilitate this integration is unrealistic, as face-to-face human connection is a vital component of the process that cannot be replaced (Bondarouk et al., 2016). The perception of the system among employees and upper management is a more fundamental concern with the introduction of e-HRM in onboarding procedures. According to Bondarouk et al. (2016), before the successful implementation of an e-HRM, employees view the transformation as a purely operational enabler. In addition, e-HRM implementation is met with resistance since employees perceive it as a change that will impose an unnecessary increase in workload (Bondarouk et al., 2016). In addition, HR professionals are accustomed to making executive choices without relying on a system. Conclusion: human resistance to adopting a methodology that permits an electronic system to perform a very people-oriented work is the primary obstacle to implementation.
Recommendations for Implementation
Given that the key challenge in implementing onboarding e-HRM practices is human resistance, the most important application tip is to overcome opposition by normalizing the use of automated technology for interpersonally-oriented duties. It is crucial to challenge the widespread perception of e-HRM as a purely operational tool that can only be used for simple activities. Bondarouk et al. (2016) found that in addition to assisting HR departments with day-to-day operational responsibilities, e-HRM can have a transformative influence on the organization by fostering a culture of high cooperation and productivity. Therefore, the optimal strategy for implementing e-HRM is to promote the system as a feasible method for enhancing the quality of human relationships. To alter the mentality of HR managers, it is vital to emphasize the transformative potential of e-HRM, which can free up time for interpersonal interactions through scheduling and enable integration through training (Bondarouk et al., 2016). The shift in viewpoint will permit a broader use of the technical framework, which will overcome human resistance and boost the practice's efficacy by facilitating the integration of new employees.
The recruiting process is another another HRM function that can be facilitated by an e-HRIS in order to increase performance and time efficiency. Holm and Haahr (2019) noted that the recruitment and selection of new personnel is a complex and time-consuming process that has a direct impact on the performance of a firm by increasing productivity, integrating new talent, and fostering creativity. E-HRM is a solution that can considerably streamline the hiring process by making application and selection procedures accessible. For example, Holm and Haahr (2019) cite "reducing recruitment costs, eliminating administrative burden, and employing better recruitment tools" as some of the framework's key benefits (p. 225). Moreover, as the requirement for a diverse and adaptable workforce increases, it becomes increasingly difficult to manage the recruitment process in order to satisfy the "demand of political, legal, sociocultural, and linguistic factors" (Holm & Haahr, 2019, p. 234). Consequently, it is acceptable to assert that e-recruitment and e-selection are essential elements of the contemporary personnel environment that every organization must adopt.
Issues in Implementation
Although there are advantages to e-recruitment for firms, there are also implementation obstacles. The first issue is the increased visibility and accessibility of the procedures. While these qualities are useful in terms of attracting more candidates and so identifying the best match, they also necessitate an increase in processing capacity (Holm & Haahr, 2019). In situations when the application procedure is substantially easier than in traditional paper form, more unqualified people apply, making it more difficult to distinguish between the desired employee and one with inadequate qualifications. Consequently, it can be regarded a barrier to talent acquisition. In addition, a lack of human communication contradicts the convenience of electronic recruitment. Modern technological advancements enable recruiters to hire candidates they have never met, which may cause complications throughout the onboarding phase. For example, a candidate can demonstrate all the essential qualifications that are obvious during the e-recruitment and selection phases. However, once hired, it may become clear that the candidate lacks the necessary teamwork abilities for the position. Consequently, e-HRM recruiting has some hazards because it cannot accurately evaluate abilities such as cooperation.
Recommendations for Implementation
The initial online application method should be assisted by an e-HRM system, and the in-person interview should also be conducted. The initial portion of the procedure will facilitate the application process and free up HR experts' time to conduct interviews. Personal communication has been identified by Holm and Haahr (2019) as one of the fundamental components of recruitment that must be included in the e-HRM-driven process to reduce the risk of hiring persons who lack the required interpersonal competencies. The e-HRM should screen candidates based on the required set of abilities in order to reduce the number of applications that increases along with the simplicity of use. For example, if a candidate fails to disclose their past roles and the employer demands three years of experience, the application will be automatically rejected. Taking the aforementioned steps will ensure that the impediments to the deployment of e-recruitment are mitigated. In conclusion, it can be stated that, despite the fact that e-HRIS involves thorough study and the surmounting of implementation obstacles, its benefits make it an indispensable HR management framework for all businesses.
T. Bondarouk, E. Parry, and E. Furtmueller (2016). Four decades of research on the adoption and effects of electronic HRM. 28(1), 98-131, International Journal of Human Resource Management. Web.
Holm, A. B., & Haahr, L. (2019). Electronic recruiting and selection. In Thite, M. (Ed. ), E-HRM (pp. 225-265). Group of Routledge, Taylor, and Francis
Johnson, R. D., & Gueutal, H. G. (2012). Utilization of EHR and HRIS within enterprises as a means of transforming HR. Foundation for the Society for Human Resource Management Web.
McDonald, K., S. Fisher, and C. E. Connelly (2017). E-HRM systems supporting "intelligent" workforce management: An experimental case study of system success. Electronic Human Resource Management in the Smart Era, 13(1), 87-108. Web.
Wirtky, T., Laumer, S., Eckhardt, A., & Weitzel, T. (2016). On the untapped value of e-HRM – a literature review. Communications of the Association for Information Systems, 38(1), 20-83. Web.
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