Managing Risk in HR Information Technology
Annual Buyer’s Guide
SEE PAGE 22
Volume XI, Issue 6  
December 2006/January 2007 US$10.00
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A Publication of the International Association for Human Resource Information Management • www.ihrim.org
Cover
Departments
Up.link
Sherry Green, ADP
Guest Editor

In My Opinion
Human Capital: How it helps you Win
By Theresa M. Welbourne, Ph.D., eePulse, Inc.

Function Focus
Outsourcing Benefits Means Outsourcing Risk: The Rewards in Outsourced Benefits Administration
By Daryl Ashley, Workscape

Private Eye
Assessing the Impact of the E-Discovery Amendments to the Federal Rules of Civil Procedure
By Matthew T. Furton, Kevin M. Nelson, Jon A. Neiditz and Paul T. Kim, Lord, Bissell & Brook LLP

Solutions for 10K or Less
Risk and Human Resources Information Technology
By Alfred J. Walker, Consulting Arts Group

Inner Circle
Does your CEO understand the Risks of Talent Management?
By David Link, Knowledge Infusion

Tech Notes
Avoiding IT’s Big Bang: The next wave of IT outsourcing must be transformational – not transitory
By John Bostick, dbaDIRECT

Mixed Bag: Aligning & Managing HR Service Delivery
Managing Risk Through Smarter HR Service Delivery
By Bill Larkin, Kronos Incorporated
 
 
  Talking With  
  Tony Biancamano  
  ADP – Employer Services  
 
 
  The Back Page  
  The Case of the Missing Manager  
  By Elliott Witkin, Ultimate Software  
FEATURES
 
Sourcing Overseas: The Risks, Rewards, and Protection Measures to Ensure Success
By Tim Minahan, Procuri, Inc.
The contract is perhaps the single most important control in the outsourcing process to help ensure that operating entities are following key corporate policies. Contract management solutions should track and automatically manage contract renewals, cancellation deadlines, and terms and conditions on a global basis, ensuring regulatory compliance against established terms.

Room for Risk: Building a Safety Net into the HR Outsourcing Process
By Hank Johnson, ExcellerateHRO and Glenn Nevill, Towers Perrin
Most companies are accustomed to mitigating risks. They have plans in place for business continuity, financial stability, data management and regulatory compliance. The same care should be taken when a company considers outsourcing one or more aspects of its human resources function. Outsourcing is about making the business better. If everyone involved in the transition keeps that basic principle in mind, it will go a long way toward mitigating many of the risks involved.

Reactive or Proactive? Getting Ahead with Succession Planning
By Jeff Weekley, Kenexa
Complex, paper-intensive succession planning processes usually fail quickly, suffocated by their own bureaucracy. Fortunately, advances in technology have made the development and maintenance of succession plans much easier. These systems not only make it easier to collect relevant information and assemble a plan, they, more importantly, make the plan easier to use and maintain. Since most succession planning efforts fail at the execution stage, as opposed to the plan development stage, this is a significant contribution.

The Worker Identity Theft Crisis – and How You Will Save the Day
By Peter Marshall, The Identity Guardian
Identity theft is not a flash in the pan – it’s built into the way the world now works, and this heightens not only the risk, but also the damage. Companies are at special risk, because by necessity, they expose their employee’s data to other employees and to their providers and partners, and they bear responsibility for the risk that this creates. Those in HRIS, whose specific function is the management of “people data,” must take ownership of this emerging liability, and ensure that their companies are as safe and as prepared as possible.

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