benefits sign up Clocks are ticking! It’s that time of year, again. And, we’re not talking about the holidays. Employees have to enroll for group medical benefits – now under the influence of the Affordable Care Act (ACA). If your workforce benefits from your HRIS program, how much of the open enrollment can you leave to the system? It’s much harder than just keying into an HRIS terminal.

Tie up the loose ends

The best HRIS programs manage all the operational aspects of group medical benefits enrollment. In addition, HRIS pushes considerable responsibility to the employees who can manage their enrollment independently in the system.

Still, you have to communicate a lot of detail to educate employees regarding their decision and then direct that decision behavior before and during the enrollment period.

Here are six bases you have to cover and monitor:

1. Final deadline: Employees can sign up as late as January 16 to January 31, 2016. However, when they wait that long, their benefits coverage will not take effect until March 1, 2016.

• November 1, 2015 to December 15, 2015 enrollments take effect January 1, 2016.
• December 16, 2015 to January 15, 2016 sign ups take effect February 1, 2016.

You should begin now to communicate that open enrollment at the end of 2016 will occur between October 15 and December 7, 2015 without exception.

2. Mandatory enrollment: Employees must enroll in your offered medical insurance program when:

• The employee does not have government provided insurance, like Medicare or Veterans’ care.
• The employee is 26 and no longer enjoys protection under a parent’s health plan.
• The employee is not enrolled in a spouse’s medical benefit plan.
• The employee expects to secure tax credits to support payment of health insurance premium.

3. Change opportunity: Medical benefits renew automatically, but the specific benefits and the insurance carrier may change from year to year. For example, co-pays, provider networks, and prescription and hospitalization may change. Open enrollment presents the opportunity to:

• Select an alternative plan offered through the company.
• Seek insurance though the open marketplace or state sponsored exchange.
• Renew the current health insurance plan.
• Add family members previously not covered and/or drop members who are no longer eligible.

4. Missed opportunity: When employees fail to meet the enrollment deadlines, they cannot sign up for a year unless they qualify for special enrollment such as would follow a divorce, marriage, birth/adoption of a child, or death of a spouse or partner who had the included employee in their plan.

5. Increased penalty: In 2016, the penalty for lack of health insurance will be 2.5 percent of your income. That’s at least $695 plus $347.50 for each child. And, the plan must cover:

• Preventive, wellness, and rehabilitation services
• Outpatient care and lab tests
• Emergency care and hospitalization
• Pregnancy, newborn care, and dental and vision coverage for children
• Mental health and substance abuse expenses
• Prescription medications

You must provide Summary of Benefits and Coverage (SBC) for each plan option.

6. Tax credits: Tax credits are available to employees who find themselves between 100 and 400 percent of the Federal Poverty Level (FPL). So, an employee with a family of four will be eligible with an annual income as high as $97,000. That credit can be used to reduce the monthly insurance premium.

Much more than just a few keystrokes

Employees covered by Medicare and/or who have suffered a significant hardship in the current year may fall under special exceptions. However, it should be obvious that a large number of workers will find the process harder than just keying into an HRIS-enabled terminal.

Employees need advance communication, walk-throughs, and available advice. And, for those with an English language-limited workforce, your obligations multiply. You can negotiate with your HRIS provider to notch up their interface, but until ACA becomes an entitlement and while it goes through its start-up hiccups, you have to prepare to step up if only to hold hands.


How to form a small business board of directors

by CompareHRIS on November 20, 2015

board of directorsAny large corporation has a Board of Directors. Their job is to manage the management and to represent the stockholders’ interests. The Board is composed of allegedly singular people with credentials, experience, and expertise. Considering their light workload, they are usually paid quite well. Because their advice is sometimes ignored, those Boards can appear to be more decoration than function.

In principle, the idea is good – even for a small business. Home-based, sole proprietor, business partner, retail merchant, or more – any small business needs advice on a regular basis. While most small business owners have advisors, they should consider formalizing the relationship.

Call it what you will

Brain trust, futures team, kitchen cabinet – call it what you will, but your business will benefit from good advice. It just makes sense to consider the direction of experts in your field. You do not have the time to be proficient in everything. While you may know how to read balance sheets with ease, you will still need an expert in taxation. Trying to be a Human Resources expert, for instance, can be a huge and expensive distraction.

Putting together a board of directors isn’t as daunting as you might think. You do not have to select nationally renowned experts with six-figure stipends requiring quarterly transportation to 5-star resorts for Board meetings. You do not need voting members or public notice. You are not even required to follow their advice or publish meeting minutes.

Council of Specialists

What you do need is a loosely functioning council of specialists. You might select a lawyer, HR consultant, realtor, tax expert, and more. Add a competitor where it makes sense, and a vendor who has an interest in your success. You want to meet as such with some regularity over drinks or dinner on your tab.

At each meeting, allow a set amount of time to brainstorm about needs and solutions. Always start the conversations by asking: “What would you do if . . .?” You can take notes if you want, but the idea is for you to listen well.

Everyone, businessperson or not, should have his/her own Board of Directors behind their life decisions. Try it for three years and see what happens. Here are a few of our favorite quotes on wisdom:

“Most people do not listen with the intent to understand; they listen with the intent to reply.” -Stephen R. Covey

“Whatever you do in life, surround yourself with smart people who’ll argue with you.” -John Wooden

“Most of the successful people I’ve known are the ones who do more listening than talking.” -Bernard Baruch

“If you make listening and observation your occupation, you will gain much more than you can by talk.” -Robert Baden-Powell


Just how paperless is your HR environment?

by CompareHRIS on November 12, 2015

paperless HRThere is something about surveys. The results grab the headlines, but not enough attention is given to the statistical base. For example, SHRM reports a survey that concludes 77% of Human Resource departments have gone paperless. However, this is based on the input from only 150 HR practitioners, all of whom were attending a SHRM conference. These results may be indicative, but you need to examine such results in terms of your own business context. Just how paperless is your HR environment?

SHRM’s numbers

The SHRM survey reports results from 150 attendees at its 2015 Annual Conference. Members making the conference are typically representing mid- to large-size and even global companies. Assuming the respondents were the cream of the active HR management crop, you have a limited statistical resource. Moreover, the 150 survey participants do not represent the over 15,000 conference attendees in Las Vegas.

If “paperless” is a desirable metric, you need to get a better fix on how human resources information really affects your HR environment.

Your time

No doubt, HR automation in all its variations has relieved Human Resources management professionals to better spend their time, hopefully strategically. The larger the employee base, the larger the data-base and administrative load. As machines and software do their jobs, HR executive administration requires proportionately less paper.

Allowing more data to process faster across more functions and platforms than paper files allow makes HR management enable responsiveness, accessibility, and accuracy. Digital administration:

  • Reduces the carbon footprint represented in volumes of paper.
  • Eliminates physical storage space and redundant paper.
  • Facilitates compliance auditing and shared interest reports.
  • Assures security and backup better than vulnerable files – in most situations.

Their time

The same HR management professionals who decide on the HR software and its provider need staff to run and monitor their paperless HR environment while managers are off doing their strategic best.

  • Historic files have to be scanned and/or digitized.
  • Staff must train to interface with the software system or cloud provider.
  • Policy decisions are needed on what paper can and should be processed or not. For example, will executive contracts and compensation exceptions be handled the same as other employee forms?
  • Input on multi-site, multi-state, and multi-nation records requires some special personal attention.
  • Open litigation makes certain files priority, calling for their segregation, hard copy, and management.
  • Confidentiality is an increased responsibility when the data is available across multiple platforms and accessible by many stakeholders.
  • HIPAA and other employee rights demand specifically strong protections.
  • Software systems and cloud-based systems have been known to fail, and access during critical down-time can put your data at risk.

How paperless is your HR environment?

“Paperless” is not simply a measure of volume. It is a function of cost-effectiveness. When measuring the “paperless” factor, you must be able to substantiate how it improves your role as an HR professional. And, just as important, you must be able to measure and justify the additional, different, and redefined work required of your staff.

This content originally appeared on Ascentis Blog which provides information to help HR and payroll managers, recruiters, and compliance officers become more effective. To read more about Ascentis HCM software solutions or to request information click here


4 Ways Privacy Rights could get you sued

by CompareHRIS on November 5, 2015

privacy rightsThe information that Human Resources people process has become delicate. When it is managed through HRIS technology, it is called “big data” – not because of the volume of the data as much as the complexity. One apparently simple piece of info like a name flows through intertwined and integrated processes, available to many readers, and serving diverse interests. But, when you have accountability for the evidence of and direction of human behavior, you risk at least 4 ways privacy rights could get you sued.

4 Ways Privacy Rights accumulate:

  1. Identity: Every employee has a name, address, age, date of birth, and social security number. Some have photographs, passports, visas, and other picture identification. Some paperwork may include the names and contact information on relatives, scores from skills testing, and record of religious beliefs and military service.
  2. Money: Human Resources may input data on an employee’s bank accounts, financial history, and property liens and wage garnishment. This information may have been offered voluntarily by the employee or secured through a credit investigation by the employer.
  3. Health: A personnel file includes administrative information on employee’s medical and health insurance. That may include medical history, including admission of smoking, drinking, drugs, and rehabilitation. For some, there is evidence of disabilities and documentation for medical leaves of absence.
  4. Character: Some employers and some jobs require light to extensive background searches into employee credit and/or criminal history. This might include personal references, DMV and DUI history, and bankruptcy and debt records.

4 Ways Privacy Rights are guaranteed:

  1. HIPAA (Health Insurance Portability and Affordability Act): Federal legislation promised to protect health information from access, use, and sharing without the formal consent of the individual. The prohibition applies to medical providers, employers, and anyone in possession of or with access to the information. In California, this is strengthened by its Medical Information Confidentiality (MIC) code.
  2. GINA (Generic Information Nondiscrimination Act): Protects rights to privacy with regard to genetic testing.
  3. FMLA (Family Medical Leave Act): Keeps private the records attached to leave of absence and/or rehabilitation.
  4. FACTA (Fair and Accurate Credit Transactions ACT): Stops employers from abuse or misuse of information obtained through a background check on credit or crime.

In addition, interested legislators are looking for ways to protect employee emails, social networking, and personal work.

HRIS and Employee Privacy Rights:

Manually processed and managed employee records are exposed to extensive liability risk – even when you fully trust your Human Resources staff. To minimize this risk, you can physically secure records and train extensively in the needs to protect. You can resist access by executives and interested managers. And, you can seek support from your business attorney on compliance issues and best practices.

HRIS programs will support the methodology of managing employee records better than any warm bodies will. Assuming your data entry is accurate and secure, HRIS will obviate the need for most paper documentation. Technology can secure content without physical property and space. Well structured, HRIS will manage access to specific tracks of information to those with the training and needs-to-know authorization. And, you will enjoy the extra privacy assurances that the HRIS providers have built into the programs and their installation.

The use of HRIS does not guarantee 100% protection from abuse and misuse of employee privacy rights. Abuse and misuse, by definition, reflect malicious intent, and that is a whole other problem. However, HRIS greatly reduces the unintended abridgement of privacy rights that arises from human records processing and administration. It reduces the number of human hands, and it effectively manages those with easy access. Start working early with your HRIS provider and make sure they know employee privacy rights are a major concern for you and all your business stakeholders. Start the conversation with a focus on these 4 ways privacy rights could get you sued.


What four questions drive your HRIS users?

by CompareHRIS on October 30, 2015

MotivatorsThink with Google recently identified four “video micro-moments” that allow brands to capitalize on video strategy.  They labeled four decision making instincts that bring computer users to decide on one option rather than another. The article offers strategies for marketers to position their videos for maximum patronage. But, I got to thinking that the success of your HRIS commitment depends on employee use. In short, if it isn’t user-friendly, it just won’t return on the investment.

What four questions drive your HRIS users?

Maybe there is some psychobabble behind why people shop or why they shop your stuff. But, it’s reasonable to assume your employees are motivated to access your HRIS program by one or another of these four questions:

1. How can I get more of what I am into?
It’s not self-centered for employees to want to check on performance assessment, productivity, and time and attendance. Some have reason to be concerned; others are needy that way. But, HRIS can show them where they stand and how their performance measures against goals for their job and job tract.

2. How can I find out more?
As part of employee onboarding and continuing communications, HRIS can appeal to those who want and need information about organizational history, policy, and developing news.

3. How can I find out how?
Staff will engage with training and development conducted online. They will pursue “what’s in it for me” to complete and accumulate learning credits. System administered and archived training can educate to content and/or procedure.

4. How can I buy?
Employees who might never otherwise access the HRIS will connect when there is money involved. Properly directed, they will enroll for group employee benefits and manage their personal information.

What does this mean to a manager?

It’s simply realistic to select an HRIS product that helps you address your employees’ drives. If you sit at a table with a number of users, you’ll find that they are all surfing possibilities from different motives. This is the closest you can get to truly personalizing the system and raising its user-friendly score.

System content must be relevant and meaningful, rewarding and satisfying. You need variety in content and interactivity, and you may best achieve this by actively including a significant sample of employee participation and feedback. All of this is part of your branding for HR. You are not selling your resources as a product, but you are positioning the HRIS to deliver.

What four questions drive your HRIS users? It might be these or others, but installing HRIS without such a strategic base is counter-productive. To search and filter products according to their features try our HRIS Selector Tool, it will help you narrow down your choices to what your HRIS users are looking for.


What Professional Membership Associations Offer

by CompareHRIS on October 22, 2015

professional membership organizationsProfessional membership associations educate hundreds of thousands of Human Resource employees worldwide. At the local level, they meet regularly, usually around a luncheon and formal presentation (perhaps offering continuing education requirements). Attendees network and gossip amiably. You might be surprised how much they talk about their respective HRIS programs. More of the overheard remarks are passive than active. That is, most of them talk about what HRIS implementation changed, but few talk about where HRIS will take them.

The Society for Human Resource Management (SHRM), Human Capital Institute (HCI), and many others raise the performance bar for HR professionals. The most committed HR personnel attend and participate regularly, and a few meetings in, they begin to associate with those with similar interests and values. So, very often, membership meetings are great places to brainstorm about competitive HR information technologies.

Passive Members

Fellow members will readily share thoughts about what went right and wrong with their HRIS implementation. You can press them to discuss their pros and cons, especially when your firms are similar in size and industry sector.

If things went well, they will take ownership of the decision and explain how the new system saves time, stores accurate data, and makes everyone happy. More important, they will mention specific features that may interest you and solve some of your problems. For example, “benefits” include running payroll and administering employee group plans. But, you want to pay attention to the “features.” For example, not every HRIS service runs employee performance metrics, offers employee access across mobile platforms, or manages recruitment and talent the way you like.

If you are a potential HRIS customer, you should identify your core needs. You might have filters in mind, such as time and attendance, open enrollment, multi-location administration, and/or performance management and compensation. Once you are firm on the core, you can use the Core Feature Evaluator to narrow your search for products and providers.

The evaluator tool will direct you to vendors who offer solutions to your problems and serve your needs. Having struck a deal and collaborated on the installation, you can rest confident on a job well done.

Active Members

However, you may pay more attention to the association members who don’t sit on their laurels. The active thinkers consider implementation of an HRIS product a done deal. As successful as the installation achievement may be, active minds look to what they can do next, what the system frees them to do.

HRIS solves administrative problems, but it also creates strategic opportunities. There are those who bought into HRIS for this very reason, those who discovered the options once it was in place, and those who just miss the point. So, when you listen to your colleagues chat about their HR information technology systems, connect with those who make active decisions about HRIS and chase active strategies beyond the implemented solutions.

Some professional membership associations offer sessions, research, and conferences dedicated to Human Resources and technology. They bring together the right-brained and left-brained towards integrative solutions for common needs, and they foster forums and dialog on strategic applications and futures for Human Resources management. It is worth looking at available professional associations for their strengths in HRIS analysis, research, and promotion.


3 Ways Empowerment Makes you a Better HR Executive

by CompareHRIS on October 12, 2015

empowermentHuman Resources Information Systems will relieve Human Resource management of its administrative burden. That’s a given! If, however, you find that your staff does not know what to do next, you have only changed the problem. Once HRIS frees you to pursue new strategies, you have to empower your HR team anew. Here are 3 ways empowerment makes you a better HR executive.

1. Share the freedom:

You cannot sell strategies to your c-suite peers until you have upgraded your own team. And, this means a lot more than reorganizing their admin duties. HRIS affords you the time and opportunity to rediscover and redirect your team.

  • Your staff must be current on laws, policy, and compliance. You cannot assume their comprehensive grasp on current issues, and they deserve some sustained and continuing education.
  • You multiply your influence by meeting regularly to seek, process, and implement team feedback in a no-fear, okay-to-fail atmosphere.
  • You make points as a mentor and leader who provides critical information, especially if you offer that information in advance of crisis and public awareness. A weekly meeting focused on HR relevance rather than office functions will educate and engage.

2. Redefine roles:  

HRIS can change everyone’s job, you’ll need to restructure your office and workflow. Staff accountabilities must realign and retarget. As HRIS automates functions, your team needs direction and support in their new roles.

  • You must position yourself as their best resource for information, policy, and function. With HRIS in place, the staff needs new information and direction as to its use, security, and distribution.
  • You have to look at yourself from their perspective. They are looking for leadership in a new situation. Pursuing more of the “same old” at a different pace or with a different language is not enough. They need clear direction on how to connect the “new way” with core values and corporate end goals.

3. Step aside:

After you have thoroughly transitioned to your HRIS operations, you want to make room for staff to find and master their new tasks. Your trust in their independence helps turn responsibility into accountability.

  • You will structure events, meetings, and training to shift their focus and work habits. HRIS gives them more time, too – so it’s up to you to channel that time.
  • You want to introduce clear and achievable metrics geared to self-improvement, self-discovery, and self-direction. It’s your job to link employee performance with new departmental objectives.

You see, some managers view HRIS as just another packaged software program or proprietary IT system. In fact, it really belongs at the center of HR management strategy, and is the key to open new futures for management and HR staff. Do not diminish “empowerment” as “permission.” You empower when you enable, share, and offer.

A recent thorough report prepared by The Cranfield Network on International Human Resource Management (CRANET), The Center for International Human Resource Studies (CIHRS) at Pennsylvania State University, and the Society for Human Resource Management (SHRM) finds “clear delineation of responsibilities may also be related to the dominance of technology-based systems that allow more discrete allocation of roles.”

With the reported 83% of firms using some HRIS or HRM system, something should change in HR management operations. However, unless and until Human Resource management grasps and employs the opportunity this presents for staff empowerment, the return on investment is not what it could be.

Works Cited
Farndale, E. V. (2014/2015). Human Resource Management Policies and Practices in the United States. SHRM. Retrieved October 10, 2015, from



Employee Satisfaction Survey: How HRIS can help

by CompareHRIS on October 2, 2015

employee satisfaction surveyEmployee surveys are the most misunderstood and misused tool in contemporary business management. Too many users confuse surveys with polling. One example is the attempt to intelligently and effectively measure employee satisfaction. Once you recognize the added business value in employee satisfaction, consider how HRIS can help determine metrics that make sense.

Do you know what you mean?

Employee satisfaction, engagement, and happiness are not the same thing. And, the research evidence bears this out. For example, a SHRM research report lists the following as the top five aspects of employment that employees rank as very important to their “satisfaction:”

  1. Compensation (60%)
  2. Job Security (59%)
  3. Opportunities to use skills (59%)
  4. Relationship with Supervisor (54%)
  5. Benefits (53%)

The same survey changes quickly and inexplicably transitions to list the following as the top five aspects contributing to employee “engagement:”

  1. Relationship with co-workers (73%)
  2. Opportunities to use skills (70%)
  3. The work itself (68%)
  4. Contribution of work to overall business goals (66%)
  5. Variety of work (65%)

If you want to add “happiness” to the mix, it’s not hard to ask employees if they are “happy.” Money, perks, and advancement can make people happy, but successful parenting, personal relationships, or even a new car also mean happiness to most people.

Without quibbling, if you do not know what you want to measure, you cannot create an effective survey. Asking the wrong, irrelevant, or misguided questions polls employees but does not survey their values.

Bring some clarity to it

A report by the respected ADP Research Institute offers working definitions:

  • Employee Satisfaction: A measurement of an employee’s “happiness” with current job and conditions; it does not measure how much effort the employee is willing to expend.
  • Employee Engagement: A measurement of an employee’s emotional commitment to an organization; it takes into account the amount of discretionary effort an employee expends on behalf of the organization.

The ADP findings list the following as key components of an engaging environment:

  • Growth: Survey questions must measure if the employee felt a sense of growth and opportunity. Workers want the chance to learn and grow, and at the least, they want to feel their opinions count.
  • Community: Employees want to feel part of something larger, a culture in which fellow workers do quality work, where they build friendships, and share accountability and recognition.
  • Contributions: Workers want frequent but authentic recognition for their work. Management wants to monitor supervisory reward systems to confirm employees feel validated and personally encouraged.
  • Entitlements: Management owes employees the materials and tools to perform well. Satisfied and engaged workers know what is expected of them and can see the rewards for that performance.

How can HRIS help?

Your HRIS technology is the means to complete, score, and integrate reporting on your employee satisfaction survey. Once you identify your interests and phrase questions accordingly, you can exploit your HRIS abilities to reach and engage employees, assure and confirm their participation, and tally and interpret their input.

  • Communicate: Reach the total workforce with notice that aligns your survey intent with corporate mission.
  • Universalize: Seek response from all layers of the organization and all functional silos.
  • Track: Follow input by job classification, compensation level, and exempt/non-exempt status.
  • Empower: Show employees how to respond to the survey and how they can access meaningful results.
  • Analyze: Create a zero-based analytic to benchmark employee and corporate strengths and needs-to-improve.
  • Report: Draw pictures of the present and the trends that define the future.

You can secure content and application advice from your HRIS vendor. You can make such performance a deal breaker when selecting your HRIS provider. And, you can share confidence in the system’s unbiased survey performance. So, if and when you approach your employee satisfaction survey, decide what you want to know, learn how to phrase the right questions, and explore how your HRIS can help.



ADP Research Institute. (2012). Employee Satisfaction vs. Employee Engagement: Are they the same thing? ADP, Inc. Retrieved September 8, 2015, from

Duncan, R. D. (2014, August 2). Why ‘Employee Satisfaction’ is the wrong metric. Retrieved September 8, 2015, from Forbes:

Society for Human Reources Management. (2014). Employee job satisfaction and engagement: The road to economic recovery. Alexandria, VA: SHRM. Retrieved September 8, 2015, from


HR LeadershipMatching a human resources information system with a specific business’s needs can be problematic. Too many people mean too many things by HRIS: from an in-house proprietary system, to software purchased on the market, to systems interfacing with SaaS providers.

Unless the business is able to assess its needs clearly and fully, it will comparison-shop at a disadvantage. It may settle for a starter program of core personnel functions (HRMS) that lacks the scalability to grow with the business. Or, it may have expectations of the system’s ability to track applicants, analyze resumes, or manage talent. Any research should begin with resources like the compareHRIS Selector Tool.

Comparative Shopping

The tool assesses data on your number of employees and the weights you assign to diverse needs like training, self-service, position control, etc.  The analysis does the legwork for you and adds dimension to your demonstrated need. It helps you differentiate one provider from another based on the same criteria – it compares apples to apples and gives you your short list.

If that is the total motivation behind your interest, you will get what you ask for. However, understand the real benefit in HRIS lies deeper than plugging in your desired functionalities. That is just the beginning.

Taking Ownership

There is a difference between knowing how a system works and understanding what it can do. For example, HR management will not likely operate the system. An HR tech will be the operational liaison; senior and mid-managers will interface with it for their silo interests and employees will punch in for self-service. HR management will monitor system performance, reporting, and outcomes.

But, it falls to HR leadership to grasp and exploit the system’s full potential. For example, a quality HRIS system will calendar and count completed training sessions. However, other cross-functions will align training with talent management needs. It will correlate the training completion with employee performance assessments as well as communicate the nature and availability of training sessions through the system.

Just in Time

The HR leadership proves itself by taking that data and doing more with it. An HRIS system is a vehicle that works both ways. It discovers employee and operational needs, and it offers aligned solutions. For example, management can wait for employees to notice the available training, but quality leadership will use the system to facilitate a push on training. The same system that schedules and records completed training can put the training in the employee’s lap, so to speak. The system will navigate, assimilate, and integrate the current needs of employee, operation, and corporation to present just-in-time learning. It puts the training package into the employee’s court, enabling the employee to develop his or her talent profile, improve his or her performance assessment, satisfy the line manager’s problems, and move the business forward.

Efficiency is NOT a Leadership Metric

The advent of HRIS and the exponential development of its functionality task human resources leadership with comprehending its potential while putting it to use. Increased departmental efficiency is usually the main selling point to justify investment in the venture. Efficiency and cost-effectiveness were the originating motives, and they have a way of dominating the installation, implementation, and utilization. The CFO is happy; the CEO is happy; and, the stockholders are happy.

However, the role of HR leadership is to maximize system utility and potential. When effectiveness is measured in employee retention and productivity, the HRIS pays for itself very quickly.


3 Important Ways HRIS Polices HR

by CompareHRIS on September 15, 2015

CompStat helps HRData counts when it comes to leading, managing, and directing. In law enforcement, they call this CompStat for “Computer Comparison Statistics.” As more police departments employ the systems, they value the process and strategic support in pursuit of their mission to “protect and serve.” Likewise, Human Resource Information Systems can “police” your business’s people performance, propensities, and problems. CompStat improves police organizational outcomes, and it just may be a model of how HRIS can best support human capital.

What do the police have to do with it?

Any version of CompStat will let any police force replicate its information systems and processes. Transferable, compatible, and scalable, the data input and output repeats regularly and in real time. Accessible across varied platforms, the information becomes raw material for critical review by peers, experts, and decision makers. The process itself becomes a problem-solving philosophy and model.

CompStat makes its metrics the talk of the work unit, forecasts its own futures, and formulates responses. It keeps things quantifiable, reduces the subjective, and invites innovation in strategic deployment, and line and management accountability. At its best and most successful, modern policing is changing its image, and the data proves it.

What policing does HR do?

Legacy Human Resources has long been trying to shed its role as an organization’s police force. It wants to stress its softer side, its willingness to enable employees, and its ability to manage risk and compliance. In a world of “us vs. them,” the rank and file system easily identify the “police” in HR. Too many shudder at the appearance of Human Resources personnel on their floor. Peer managers expect HR to take on their respective disciplinary roles. And, senior management requires HR to keep the litigators from the door.

However, Human Resources information software and cloud systems – from core systems to the most sophisticated global systems – can police and still relieve HR management of the negative legacy:

  • Core Business: HRIS manages wage and hour administration, payroll reporting and distribution, tax calculation, and filings. Inherent in the pieces of information feeding, these processes are the networks of defining data on compensation equity and affirmative action.
  • Human Capital:Human Resources information software will mine talent resources, support recruiting processes, and process, track, and archive personnel forms. It will facilitate training, self-assessment, and personal development. And, it will share evolving data with peer and interested managers.
  • Corporate Goals: Policing of employee hours lowers the cost of business. As long as corporate leadership passes this burden to HR, HR will suffer. On the other hand, HRIS data provides a best line of defense when arguing decisions and dollars. When HR can count on reliable self-confirming data, it frees itself to invest in human capital in other ways.

What CompStat has done for urban policing is to create partners. The data systems have neither bias nor political purpose. They owe nothing to anyone and suffer no pressure to comply. Likewise, you can position Human Resources Information Systems to provide the same unchallenged objectivity, authoritative clarity, and measured independence. Positioned so, HRIS will enhance your management creativity, involve more players, serve employees better, and align with corporate goals.

To read more about how CompStat uses and measures data see, The CompStat Process: Managing Performance on the Pathway to Leadership.


Real Time Analytics