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Implementing Hrms
HRM job position
Object 1
Object 2
Object 3
The job identification that you created is a big hit with the CEO, who wants to know how you will recruit
for this job or position. There are internal and external recruiting methods to consider, along with
interview techniques, and compensation and benefits packages.
For this project piece: this is based on a Human Resource Managers Job. Paragraphs can be brief and to

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the point.
Write a 1-2 paragraph overview of your proposed job selection process.
Be sure to include how you will recruit both internal (already employed at your company)
and external candidates (anybody outside the company) for this job or position.
In 1-2 paragraphs, identify the way(s) in which you plan to interview job applicants.
For instance, is there a chain of interviews for this job? Is it a panel or group interview, or a
one-on-one interview? Will you conduct a phone interview or use some other way in which
to screen applicants?
Include a list of at least three potential interview questions along with corresponding "acceptable"
Write a 1-2 paragraph description of the compensation and benefits packages for this job or
You may conduct independent online research of a similar job in order to create your own
competitive compensation and benefits packages. Be sure to cite any outside research
Implementing a human resource management system can be a daunting task. Start by taking a look at
processes involved with screening job applicants. You have picked out and purchased a shiny, new
human resource management system (HRMS). You have managed to survive the debates with your
bosses about whether a new HRMS was cost-effective and waited patiently for the latest version of the
HRMS to be issued. You have worked with your IT department to ensure that you have enough
computing firepower to handle the new system. Now, you're finally ready to sit down with your HRMS
implementation team and begin customizing the system. That should be the fun part (or, at least, the
easy part), right? Guess again--the hard work is just beginning. As HR's representative on the HRMS
implementation team, you have competing demands to balance. On the one hand, you have IT pushing
for a quick and efficient rollout with as little customization as possible. On the other hand, there are the
needs of line managers throughout the organization, who will be entering information into the system and
retrieving it as needed. On the third hand (Isn't it lucky you sprouted that extra appendage?), you have
various state and federal agencies demanding you capture different types of data and keep it on hand for
varying lengths of time. Kind of makes you long for a simpler time when the only thing you had to do was
review and select an HRMS package, doesn't it? The Big Picture
More than any other player in the implementation process, HR professionals have the best
understanding of both what an HRMS can do and the often-competing interests of the constituents who
will use the system. You must ensure the new system will perform business functions accurately and be
in compliance with government requirements by maintaining and storing valid data. Any change in
process brought about by the HRMS must be examined with an eye toward proper reporting. However,
it's important to remember your organization's reason for purchasing the system in the first place--
efficiency and accuracy. Don't let concerns about capturing or maintaining data overwhelm you. The
sidebar on page 118 identifies six main areas typical of most systems that should be closely examined
during the design phase and considerations to take into account. There have been books written (really
thick ones with very small type) on HRMS implementation. This article can't cover all the do's and don'ts
of an HRMS rollout in the space allotted. So, it will look at where the entire employment process starts--
at the job requisition, recruiting and selection phases. Indeed, this is the logical starting point for your
implementation work. After all, from the day you roll out your HRMS, all new employee records you

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create and maintain will start when the individual first is entered into your system as an applicant.
Further, perhaps no other series of business processes has the potential for compliance problems as
employee selection. Many state and federal agencies care a great deal about your organization's hiring
decisions--what they were and how they were made. Agencies such as the Department of Labor, the
Equal Employment Opportunity Commission, the Office of Federal Contract Compliance Programs and
others have specific requirements for information gathering and record keeping. An HRMS automates
what were previously manual functions and pushes down the responsibility of capturing data to line
managers. Unfortunately, an HRMS is only as good as the information that is entered into it and the
business processes that your company has in place. There's the rub. If your applicant data-gathering
techniques are not up to code, if your employee information infrastructure is lacking or if it's been a long
time since you've conducted meaningful analysis of your organization's positions and salary structure,
your HRMS will reflect it. Best-case scenario: You already do a good job collecting data about positions
in your organization and the candidates who apply for them. Congratulations. You may proceed directly
to "Go" and begin the daunting task of configuring your HRMS and training users. Worst-case (and more
common) scenario: Your record keeping is a mess, and applicant data is inconsistent. "That's why we got
an HRMS," you plead. Cataloging Job Requirements
Your work starts by thoroughly documenting the requirements, skills, experience levels and salary levels
associated with each position in your organization. Work with line managers to compile job requirements.
Be prepared to spend some time explaining the difference between a bona fide requirement and informal
characteristics often associated with a position. For example, "MSE certification" passes muster as a job
requirement. "Must be good with computers and have a willingness to adapt to new technologies"
doesn't. Preparing simple spreadsheets with specific values for each job in your organization will help. In
many instances, data from accurate spreadsheets detailing each job and its corresponding qualifications
automatically can be loaded into the system tables, saving time by avoiding laborious data entry. Once
you have an inventory of job requirements, you will need to work with your HRMS implementation
specialist to ensure that each job requirement is entered into the setup tables of the new system
accurately. Generating Job Requisitions
Next, it's time to focus your attention on the recruiting process, beginning with the setup of job
requisitions. The benefit of a modern HRMS is that it allows line managers to create job requisitions
without involving the HR office, eliminating paperwork and process redundancy. But this can pose a risk
if a line manager creates a job description that inadvertently violates employment law. Your first line of
defense is controlling the values that can be selected as valid job requirements. The idea is to get line
managers to select from the values that were generated from your analysis of job requirements
throughout your organization. There will be times when new requirements must be added to the
inventory--particularly as technology reshapes the skills and responsibilities associated with each
position. In those cases, line managers should be told to contact HR, which then will review the
requirements and, if appropriate, enter them into the system. As new positions are created, HR should
conduct a thorough job analysis and proactively add requirements to the system inventory. Keeping tight
control of the job requirement tables ensures that new job requisitions created with the system will be
nondiscriminatory, and that recruiters will be using compliant data when discussing positions with
applicants. Managing Applicant Data
The collection and retention of applicant data in your system also poses a significant challenge,
particularly if you accept electronic applications, either through your company's web site or an online
application hosted by a third party. Keep all questions on these forms job-related, and limit the value
selection the applicant can make. A common practice when designing an online application interface is to
eliminate any "comment" fields that enable users to enter narrative text. If you transfer information

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