HR Challenges in a Global Business World
Outsourcing/ASP Buyer's Guide
Volume XII, Issue 4  
August/September 2007 US$10.00
A Publication of the International Association for Human Resource Information Management •
David Moore
Guest Editor

In My Opinion
The Tale of Two Confidences: HR versus C-suite
By Theresa M. Welbourne, Ph.D., eePulse, Inc. and University of Michigan

Function Focus
Tips for Implementing Global Compensation
By Alex Drexel, Oracle

Private Eye
Trends in the Global Privacy Environment
By Christine Ravago, Ernst & Young

Inner Circle
Global PeopleSoft HR Helpdesk Rollout in Hewlett Packard
By Christian Foerg, Hewlett-Packard

Mixed Bag: Aligning & Managing HR Service Delivery
To Standardize or Localize: Overcoming the dichotomy of standardization vs. localization to deploy common platforms for HRIS and payroll in a global arena
By Michael K. Smith, ADP

Solutions for 10K or Less
Transacting Across Borders: Using ODS and Data Warehouses to Leverage International Data
By Steven Secora, Kerry Americas

Talking With
Synco Jonkeren

Tech Notes
Single Instance vs. Multiple Instances of an ERP
Nov Omana, Collective HR Solutions, LLC

The Back Page
Who’s that Masked HRMS?
By Elliott Witkin, Ultimate Software
Delivering Project Excellence in a Global Setting
By Cory Scott, Corning Incorporated
In 2004, Corning’s HRIM organization was tasked with bringing all Corning global locations into one HRMS system. Their corporate PeopleSoft system was to become the “database of record” for all basic employee information. They upgraded the HRMS, data warehouse, decision cube tool; introduced PeopleSoft’s new recruiting tools, as well as a global portal, in one global go-live.

Seven Factors that Can Make or Break Your Global Implementation
By Peter DeVries and Jonathan Grafft, The Newman Group
The seven factors in this article represent the most important ingredients to the success of a global implementation. More importantly, they represent potential stumbling blocks for companies that ignore them or underestimate their influence on implementation success. By carefully considering each of these areas early in the planning process, companies can dramatically improve the focus of their strategies, measure success, and better prepare themselves to adjust to changing conditions as they arise.

HR-XML and the EPM Workgroup Connecting Systems that Connect People
By Dawn MacKay, Halogen Software.
The HR-XML’s EPM work group shrinks barriers between employees and offices by performing a number of key functions to make performance management work with existing systems. In looking to implement any new EPM or HR system, IT should work closely with HR to ensure that vendors have demonstrated capabilities with HR-XML, Web services and/or HR-XML Certification.

HR Tasks Critical to a Firm's Disaster Recovery
By Ann Angelheart
Having a number of strategies for employee assistance following a disaster is essential. Though many firms do not realize it, the efforts of the HR department are crucial not only in helping affected employees restore their sense of security and stability, but they also directly influence the speed of the firm's recovery. It is essential that firms realize that assisting employees in the aftermath of a disaster facilitates their recovery and, ultimately, the firm's recovery.

Realizing the ROI of a Global Compensation Management Solution that Addresses the Needs of a Growing Expatriate Workforce
By Thomas Shelton, HRToolbox, Inc.
The emergence and proliferation of information technology has dramatically accelerated globalization, and has caused an untold number of organizations significant growing pains. It’s only fairly recently that this very technology has been adapted to address the challenges it was so instrumental in bringing about. The solution described in this article answers one of the most vexing of these challenges — how to manage andadminister complex and varying compensation systems for expats.

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