The Blueprint of Workforce Technology
Learning Management & Training Systems & Services Buyer’s Guide
Volume XI, Issue 2  
April/May 2006 US$10.00
A Publication of the International Association for Human Resource Information Management •
Nancy Cameron, SuccessFactors, Inc.
Guest Editor

In My Opinion
Which Roles Help You Win?
By Theresa M. Welbourne, Ph.D., eePulse, Inc.

Private Eye
Six Steps to Better Protection of Human Resources Information
By Jeffrey D. Bridges, Cadence Group

Function Focus
Change Lives, Not Software
By David Russell, Success With People, Inc.

Solutions for 10K or Less
The Value of Been There, Done That!
By Kathleen T. Andrus, Right Management Consultants

Inner Circle
Technology’s Role in Strategic HR
By Michael Nosil, ExcellerateHRO

Next Gen Workplace
Implementation Resources
By Susan E. Leszczewicz, ADP Enterprise Payroll Services Group

Tech Notes
HR Technology Checklist: How to Find the Best Technology to Manage Benefits Online
By Art Brooks, BeneTrac
  Mixed Bag: Aligning & Managing HR Service Delivery  
  Preventing the Post Implementation, “Post-partum” Blues  
  By Ed Colby, Kronos Incorporated  
  Talking With  
  Mike Rahn, FSA Consulting Actuary  
  Watson Wyatt Worldwide  
  The Back Page  
  A Revolutionary HRMS  
  By Elliott Witkin, Ultimate Software  
IT and HR: Forging a Working Partnership
By Thomas Vernersson, Northern
With HR and IT working together, two somewhat contradictory goals can be achieved: having systems in place to maintain order and ensure smooth business operations while providing end users with a needed degree of flexibility and discretion – to work as they think and work. This article focuses on a system for managing and housing user data, which is a central concern to today’s IT and HR organization, and the system described can easily apply to any type of technology an organization implements and rolls out to its user population.

Human Capital Reporting: Dealing with the Data
By Christopher Berry, Computers in Personnel
Human capital reporting should be done primarily for commercial purposes, not to satisfy regulatory requirements. It may pass under different headings, but there is a well-established practice of linking crucial data on, for example, overtime, absence and bonuses, to information on skills, employee engagement, customer satisfaction and business results. In order for HR software to succeed in offering businesses across the world sophisticated reporting and analysis capabilities, the businesses themselves must already be aware of how HCM can be used as a business tool to impact their bottom line.

Automating Candidate Assessments: A New Model for Efficient, Reliable an Cost-Effective Talent Acquisition
By Ron Selewach, Human Resource Management Center
Moving assessments to an earlier stage of the screening process makes perfect sense for any organization seeking to find – or “screen in” – candidates with the “right stuff” – candidates who would otherwise be screened out by conventional, résumé-based processes. A solution that integrates screening an assessment delivers significant, quantifiable returns including the reduction of administrative overhead, reduction in time to hire, improvement in quality of hire and employee retention, and much more.

Lower Costs and Improved Productivity: Three Small Companies Implement Employee Self-Service Technology
By M. Sharon Baker, Write2Market
Three small companies saved time and cut costs by moving to Internet based employee self-service applications. Each company has also seen improved data collection accuracy, reduced the time needed to complete tasks, and seen a decrease in employee calls. While each organization had a different goal, all three wanted to boost their productivity and service to their employee end users and were able to accomplish that through self-service technology.

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