Recruitment and Selection Practices in HRIS - Research Paper Example

Factors that influence recruitment and selection practices in HRIS Introduction In any given organization, recruitment and selection process is very important. This enables organizations to hire competent and result oriented workforce. In order for organizations to gain competitive advantage in a highly competitive market, the human resource has to be proactive. In this regard, human resource information systems (HRIS) play a crucial role in human resource management and planning (Kandula 68). HRIS are basically computerized databases, which accumulate information on the quantities and qualities of an organization’s workforce. In light with this, several factors influences recruitment and selection practices in the HRIS depending with organization’s goals especially on what it intends to attain by recruiting new employees. Prolific work force as an influencing factor Currently, many organizations heavily invest in HRIS in the effort to manage human resource. However, what they fail to realize is that HRIS should not only be concerned with, administrative human resource, but also human resource planning in order to attain their goals (Kandula 69). Therefore, it is apparent that any person to manage HRIS should contain the ultimate capability to enable the organization attain its goals. For example, somebody working in HRIS must have adequate knowledge on HRISs. This is paramount because certain knowledge about computerized applications is required to manage employee’s data and information. The candidate must as well be innovative in order to bring about knew knowledge, ideas and development in the organization (Kandula 69). This is arguably true because organizations success highly depends on the workforce abilities to deliver. In essence, HRIS involves helping the organization in analyzing job competencies and skills, salary and wages data, analysis of recruitment patterns and trends, and other strategic management in an organization (Pattanayak 46). With such information, organizations are able to effectively manage human resource. In this regard, any person heading HRIS must contain knowledge of how to articulate on these issues in order to help the organization succeed. In addition, HRIS should contain performance management system and training and development systems, which are used to evaluate and improve performance of employees. Individuals heading HRIS should have the ability to develop a system that can measure how every employee performs in the organization, and develop a system that enhances their competencies (Pattanayak 46). Company goals and objectives as an influencing factor Different companies have different goals and objectives. However, this depends with area of specialization and the size of the company. Small sized companies may need to use HRIS just in administrative purposes while large companies would wish to use HRIS for both administrative and other purposes (Pattanayak 47). Therefore, it is apparent that if a company needs HRIS for administrative purpose only, the HRIS would not require many and highly qualified personnel to manage HRIS. This is arguably true because the person managing HRIS would only be required to manage employee data, which help the company effectively manage its human resource. On the other hand, companies utilizing HRIS beyond administrative purpose may require many and more qualified people to manage HRIS (Pattanayak 48). In this regard, it can be noted that goals and objectives of different organizations influences recruitment and selection practices in HRIS. In fact, organizations that require having HRIS for more than the administrative purpose may opt to hire individuals who would effectively undertake analysis of complex recruitment processes and evaluate the effectiveness of such processes, be able to analyze reports on costs and benefits of different selection processes, and be able to develop a system appraising employee’s performance and development (Kandula 70). In addition to such deliberations, persons heading HRIS should be able to draw some labor turnover trends, which help identify particular areas with problems that require improvement or correction either by recruiting additional employees or reducing the number of the already existing employees. With this in mind, persons managing HRIS should be able to develop analysis of workforce information, such as job descriptions and persons specifications, which is available and accessible for recruiters. This is what recruiters need to have in order to know the number of employees to recruit and the qualifications they require when advertising for vacancies. Another major issue of concern when recruiting and selecting individuals in HRIS involves qualifications of candidates applying for the job (Kandula 68). Depending on the intended purpose of HRIS, different organizations may look at certain qualifications of persons to work in HRIS. For example, some organizations may require complex HRIS, which would involve the use of certain software to manage data depending on the diversity of workforce, volume of information required, speed with which it is required and how the information is to be used (Kandula 68). With this in mind, applicants should possesses qualifications that meet the requirements for persons with the knowledge, skills and experience in managing such information and workload. Human resource management and planning as an influencing factor HRIS involves accumulating of employee’s information and data. To some extent, it also involves planning and managing human resource. More often, human resource management has been under siege for alleged cause of interest conflicts among employees. This is as a result of poor human resource management. In some instances, some employees feel discriminated against whenever performance rates are released by the human resource management. It is also experienced during times of promotions and demotions. In this regard, HRIS require being managed by individuals of integrity, high managerial judgments and estimates, and competent in ratio analysis (Khosrowpour 147). This means that these individuals need to be cultural sensitive especially when dealing with internal matters in the organization. For example, when analyzing recruitment and selection process involving internal recruitment, there should be a way of reducing interest conflicts. It is highly possible to have discontent among non-selected. Therefore, clear and ethical considerations need to be applied when analyzing the recruitment and selection practices. In other instances, organizations may decide to cut cost on issues pertaining purchase of an HRIS and training and application costs by looking for individuals competent enough not to require additional training. Sometimes organizations are forced to outsource instead of embracing and endorsing technology. It is cost effective to have HRIS in place than outsourcing (Khosrowpour 148). Therefore, organizations may deem it right to have a HRIS as a way of reducing unnecessary costs. In other situation, organizations may decide to improve employee relations in order to enhance growth. This can be achieved by incorporating all components covered by HRIS including payroll and employee benefits. When an organization puts into consideration such components, it is apparent that underutilized components or benefits are introduced or enhanced. In fact, it is believed that HRIS helps to improve communication between employees and the management (Pattanayak 50). Employees can easily obtain information concerning their performances from the HRIS, thus offering an opportunity to improve in areas of weaknesses. Therefore, recruiting persons in HRIS would be considered as a step forward towards this effect. On the other hand, it is argued that decision making processes are vital components in facilitating organization’s development. In this regard, organizations may opt to recruit HRIS personnel towards this effect. Such persons to manage HRIS need to possess managerial qualities alongside other requirements needed to manage HRIS (Pattanayak 51). Some of the ways through which organizations consider HRIS to facilitate decision making include offering an overview of the required additional workforce, which would enable the organization plan its budget that would cater for additional serves. Industry and line of business as an influencing factor Some industries experience a high rate of turnovers, thus requiring frequent employment actions. Such organizations experience heavy paperwork, which piles as the number of employee increases. In such a situation, a HRIS may be effective in keeping employee records in an effective way (Khosrowpour 149). Other organizations like food and beverage industries may require special attention particularly on issues pertaining employee records and information. In this regard, HRIS may be deemed necessary to aid keeping employee records that matches required standards in chefs, waiters and waitresses, and customer service. HRIS would help evaluating such information and helps organizations manage human resource in the best interest of their customers and clients (Khosrowpour 148). Other organizations like those in the health care industry may also require having a HRIS. This would help in addressing various issues related to service delivery and care. For example, HRIS would help analyze the required ratio of nurses and doctors to patients. Therefore, the process of recruiting HRIS managers would highly be influenced by what the organization deals with. Conclusion Human resource information systems (HRIS) play a crucial role in human resource management and planning. Any person to manage HRIS should contain the ultimate capability to enable the organization attain its goals. Somebody working in HRIS must have adequate knowledge on HRISs. This is paramount because certain knowledge about computerized applications is required to manage employee’s data and information. Individuals heading HRIS should have the ability to develop a system that can measure how every employee performs in the organization, and develop a system that enhances their competencies. If a company needs HRIS for administrative purpose only, the HRIS would not require many and highly qualified personnel to manage HRIS. On the other hand, companies utilizing HRIS beyond administrative purpose may require many and more qualified people to manage HRIS. individuals who would effectively undertake analysis of complex recruitment processes and evaluate the effectiveness of such processes, be able to analyze reports on costs and benefits of different selection processes, and be able to develop a system appraising employee’s performance and development. HRIS require being managed by individuals of integrity, high managerial judgments and estimates, and competent in ratio analysis. Another instance where organizations may need to consider during recruitment and selection of persons in the HRIS is the fact that it is argued that it is cost effective to adopt HRIS than outsourcing. Works cited: Kandula, Srinivas. Human Resource Management and Organization Development - Practitioner Readings. Punnjagutta Hyderabad: ICFAI Books, 2006. Print. Khosrowpour, Mehdi. Managing information technology in a global society: proceedings of 1991 Information Resources Management Association International Conference, Memphis, Tennessee, May 19-22, 1991. Harrisburg, Pa.: Idea Group Pub., 1991. Print. Pattanayak, Biswajeet. Human resource management. New Delhi: Prentice-Hall of India, 2005. Print. Read More