THE eHR SYSTEM SELECTION GUIDE

FISASI

Introduction

The process of selecting an eHR system has never been an easy one. Because of the sometimes overwhelming volume of detail that must be addressed, it is all too easy to overlook key steps in the evaluation process. Overlooking these key steps can have potentially disastrous consequences for a business. Recognizing exactly what these steps are, preparing for them and following predetermined evaluation methodology and plan can help to insure an efficient and successful selection process.

* r% x: Y. a1 XAbove all else, knowledge and communication are the key elements to this successful evaluation.
Communication not just between the software vendor and selection committee, but amongst the senior
executives of your company as well. An informed, educated and prepared organization can enjoy the
* T/ k- Y; X; ^6 Imany benefits of an eHR solution faster and with less trouble than one that simply reacts to situations
as they arise. The intention of this guide is to provide organizations with an overview of the steps that they should be prepared to go through in order to conduct an effective and successful eHR solution
' L, v  M8 ~! U, w) o$ J7 o/ sevaluation.
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　　What is eHR System
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eHR system is an integrated system that covers all human resource management function areas
6 [* l+ e* ?0 w. J# eincluding employee administration, attendance, payroll, recruiting, performance appraisal, training, HR planning, HR costing, etc. A good eHR system should help organizations to significantly reduce
administrative workload, systemize human resource management processes and altimately build and
4 J- q6 ^4 Y; I5 lmaintain sustainable talent pools for organizations. System-wide organization structure and position
definition should be foundations for a truly integrated eHR system.

' T% w4 g# i' Z! S* a4 b% E- a　　When to Consider an Enterprise-wide Solution
If you are experiencing one or more of the following business conditions, it is time to consider the benefits
of implementing an eHR system:
$ o8 u; u8 X1 N; c$ F9 u) J5 L　Fast or uncontrolled growth
" M) o" K) K, a' v$ G( S! L+ ?　Large amount of manual HR data process
　Your exact HR cost is unknown
; R6 W9 l  l  n) w5 [　Unknown or inaccurate job performance
7 z' @+ q( V3 t7 H9 @! t0 |　Headcount that does not meet or far exceed operation requirements
; b+ c! y4 J7 q9 q* m4 c# M　Skill inventories that do not match business requirements
+ E. T, j/ R& h  r　Lack of motivated employees or high turn-over rate
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　　System Evaluation
$ \4 ^8 J" f2 |8 a/ x8 WThe actual process involved in evaluating and eHR system is never the same for any two organizations.
  I6 k1 c' k5 F, J; ]Your particular internal conditions are going to determine what work needs to be done. There are,
8 y0 V5 V0 N5 ^- d, Q; d/ dhowever, common steps and exercises that an organization should go through. Based on Biznovo
" r( k* a; M' q! M5 kTechnologies’ eHR system experience, some of these steps include:

A. Select and empower a cross-function Evaluation Team that includes the best and the brightest from
. @3 C5 O6 o. zeach functional area of your organization. These individuals should understand the inner workings of
' G. y9 U( B, y% w6 }: }7 {their respective department or area thoroughly, so as the evaluation moves forward they can accurately understand the importance of information sharing and integration, as well as be able to embrace and champion positive changes. For example, the attendance management personnel needs to understand the linkage between attendance data and payroll calculation and the performance appraisers need to know the training courses available and linkage between training courses and key job requirements.

B. Educate the members of the team regarding the conditions that exist that have led to the decision to
evaluate potential solutions and what the ultimate solution might look like. Each member should
) P8 G- ]) |# W5 beducate the team about the functional area of the company that they represent. For example, lack of
/ `2 H' m9 z* ~0 ~3 d3 [5 Q. mtraining for production staff can lead to quality problems; unmanaged training budget may create
" Y+ S' O8 ?# ~disgruntled mid-level management staff.

C. Identify and assess the company ’s resources. The intention here is to evaluate the areas that are
most critical to your organization’s ongoing growth. In addition to those areas that may be unique to
2 y* Q4 `4 o! Lyour organization, you should also assess:
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Personnel – determine how you presently use your personnel; define your strengths
! a; o) m. z* i8 Band key areas for improvement.
Technology – understand what your current information management infrastructure is.
8 S' Z0 i8 c: l9 F! N2 BLooking inward, they will need to identify how your current IT infrastructure may be limiting
the organization’s growth. The key will be to identify where potential enhancements can
most profoundly affect the business in order to facilitate the desired growth. The end result will
9 m6 P6 b+ ^' _: R1 ^; t& [0 c3 @; ]be defining what your technology infrastructure is now and what it needs to be in the future.
- l: s6 F! f* c" X7 m( b8 o0 ZWorkflow – Examine the critical processes and workflow issues within your organization.
Identify the critical operating decisions that are made on a daily or on going basis. Look
not only at how these processes actually work today, but also at how they should work as the organization grows.
Performance Measurements – Define a business model for success and how the success
will be measured. Establishing these measurements is critical not only to defining your
growth potential, but also to identify the path you need to follow in order to achieve it.
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! F  l: e; E4 S8 h2 UD. Identify the system functionality that will be the most important to your organization when evaluating
and selecting the right solution. Due to the breadth and depth of eHR systems, a“ big-bang” approach
5 A7 P! }6 B" F. ?% xto implement a complete system can be costly and risky. Therefore, an incremental approach is more
% @; c- M$ O' Z( v0 Tbeing adopted even by large corporations with strong financial muscles. So finding the right eHR
( m7 }+ _4 K6 `0 t' y3 csystem that supports this strategy becomes a key.

E. Additional items to consider when evaluating potential solutions:
Are the product functions and features that you are looking for available now? If not
when will they be available and how critical is that function or feature to your
organization?
Is the vendor ’s product scalable to accommodate rapid or even unexpected growth?
, s8 b) Q" ^. }6 {; W8 S# RIs the solution flexible so that can be easily configured to meet future business
2 p: f1 ]8 u5 I/ n, H" d# t# x  Srequirements?
Does the system support multi-lingual interface?
Can the system process multi-currency payroll and other HR costs?

　　Conclusion

& H& C: a! L: S+ `6 {4 j( jBetween myriads of software vendors, systems integrators and consultants, eHR selection can take on
many forms, however, the advice and steps described in this guide will help organizations to make a
5 C8 F4 d# S1 ?, O' q# P; e6 W$ uwell-informed decision on their eHR selections. Regardless of the approach that you take or the system
you select, always keep in mind that your organization will be best served by a system that is chosen based upon your particular needs. We hope that our experience in eHR system designing, developing
and implementation and our deep business domain knowledge have provided you unbiased advices on
eHR system selection.
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作者： 　来源：商诺科技