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Thursday, October 3, 2019

The Powers To Be In Mobile Apps!



















TECHNOLOGY ANALYSIS & IMPLEMENTATION PROJECT

The Use of Mobile Applications in Human Resource Information Systems in Strategic

Organizational Development and Processes for Continuous Improvement

PART III

William M. Horniak

Liberty University

October 4th, 2019
  

Introduction

          As previously alluded to an organization’s Human Resources Department is arguably the

most important division working at or near the top of the organizational hierarchy.  The seven

general functions or activities of this entity in no particular order are as follows; benefits

administration, compliance and safety, employee recruitment and training, internal relations,

and payroll and scheduling administration.  Both the dynamics and importance of each are not

only intertwined but cross-operational in nature, therefore, is not only invaluable to the

division itself but the organization holistically.

          The HR division has traditionally used both internal and external assessments in fulfilling

it's mission and purpose in improving not only their sector but the institution as a whole. 

Within the hiring and recruitment charge of HR some traditional assessments currently being

used range from employee surveys and pre-employment tests such as behavioral and competency

assessments (Duggan, 2019).  The use of digital media and video-conferencing has saved

institutions millions of dollars throughout these processes.  Mediums such as Zoom, Skype, and

Go-To-Meeting have expedited fulfilling HR divisions role in ensuring the organization is fully

manned to accomplish its goals and operations.  In addition, the increasing popularity in

implementing six sigma strategies and tools have been clearly advantageous to increasing division

efficacy (Ibid, 2019).   Due to increasing technology and the aforementioned tools invented over

the past quarter-century the department has been able to incorporate intranet capabilities in

achieving more than sufficient pools of candidates for every position.

Design and Definition

          The issue and question still left unchallenged is how the HR division can successfully and

favorably be seen by potential candidates and employees as the place they want to be a part of

and work for.  One would like to think and speculate candidates and potential employees are not

only simply seeking a job but more importantly a career and place to call home professionally for

the long-term. Much like traditional surveys and anonymous suggestion boxes in which have

been used for decades to get a more personal sense and pulse of what employees think of them

respective organizations there remains a need for continued advances and improvements in

getting opinion and feedback from candidates who are not only seeking to work at a particular

place but additionally in the event, they are not hired for a position.  My assessment tool would

be much like a 3rd party tool currently being used in the market today.  A company out of Seattle,

Washington has developed software in the form of an application being used by companies

(Moran, 2019). 

          As part of implementing any technology initiative in any department it is my suggestion

and understanding it must be a process in which is thoroughly thought out and studied closely. 

From an executive or managerial standpoint it would be wise and behoove the leader in

separating the aforementioned HR functions as traditionally organized into two categories

potentially.  First, core functions which would by beyond and outside specific tools in which

were addressed previously in Phase One and Two would not be part of this strategic focus on

process and continuous improvement.

          As an example, core responsibilities which are traditional in nature and now largely

operate and efficacious due to technological advancements today would function in scope

such as administrative, compliance, traditional, and transactional activities (Power, 2005).  The

facts are many large, if not global HR departments use hundreds of different software programs

to conduct their daily activities (Rivera, 2018).  Within the mainstream realm of HR expertise

these falls under the umbrella of what is known as Human Resources Information Systems or

HRIS (Kavanaugh & Johnson, 2018).

          For our purposes, non-core functions would be designed and created toward

developing strategic developmental and operational strategies and processes focused on

continuous improvement (Power, 2005).  Establishing charters, projects and programs through

six sigma initiatives and tools to improve departmentally and therefore institutional efficacy would

be focused largely on the hiring and recruiting process and education and training areas as

alluded to in phases one and two.  Although there are approximately one hundred six sigma tools

in which are used to create lean and continuously improving organizations, the initial focus

would be implementing and creating a digital tool(s) training and empowering section-heads and

supervisors in the power and value implementing Affinity Diagrams, Focus Groups, Value-

Stream Maps, Root-Cause Analysis Charts, and Lean and Takt-Time Analysis (George,

Rowlands, Price & Maxey, 2005).

          Ultimately, by dividing the HR function into two branches, and as has always been the

case, core responsibilities and duties will remain constant and clearly one focused on deadlines,

and reports operating on strict and set-time variables.  On the other hand, non-core

responsibilities will take the lead in developing and putting the “human” back into the discipline

by developing and brainstorming ideas and projects with the purpose to make operations and the

function of the division more streamlined, lean and efficient.  In the end, and as what six sigma is

all about is striving to reduce waste, improve quality, and save both time, money and resources

(Ibid, 2005).   Equally as important, as reiterated prior throughout the three phases is the

importance of ensuring the HR division is seen as a positive face of the organization ultimately.

Tool Ideology

          The tool in which I propose to implement, with the realization as to whether or not it is

truly feasible and worthwhile.  One thing for certain is throughout my research and own

experiences in the job-seeking market, it is clearly relevant and evident there is some type of both

market and need for it to assist both parties impacted directly.  This tool comes in the form of a  

software application much like TINYPulse to be implemented in the form of a mobile application

to be used and as a benefit to both job-seekers and organizations alike.

          In clearly illustrating the need for a tool or answer to analyze data on career searches by

candidates, in which additionally could be monitored by member organizations, my extended

career search of over eight months has finally resulted in a position I have been offered. 

Unfortunately, much was, and still remains at stake after hundreds, if not a couple thousand

digital formal applications and resumes were forwarded and submitted to higher learning

institutions as the focus of my desire to transition into higher education.  The result was a mere

27 interviews to including second and third interviews a total of 36.  Of the dozens of different

colleges and universities in which I applied for positions through online companies such as

HigherEdJobs.com and ChronicleVitae primarily, the one example to illustrate my previous

points can clearly, be seen through my efforts to become part of the Liberty University

community. 

          Using Liberty University as a template to illustrate the issue and problem is just one

example of several in which would reveal similar information, since the beginning of the year I

have submitted applications and required documentation for approximately 29 positions.  Of

these, 17 have been filled. Twelve of these remain open although the posting went out several

months ago (Horniak, 2019).  The point is, I have received no information, feedback, or follow-

up regarding any of them.  Other than informal means via social media there is no venue or

forum to inform other potential prospects of this to others who have, and will have learned this is

how HR operates at this particular example.  The reader needs to know that this type of process

and circumstance is the norm and not just isolated to this particular institution.  As a professional

one should expect nothing but an opportunity at the very least if fortunate to be regarded as

qualified and experienced enough relative to the job requirements and qualifications.  Naturally,

I think this would be a great place to work and call home from a professional stance. 

Professionalism, along with common courtesy and respect would be greatly appreciated. 

          The issue and question remain.  How can the HR division be the face of the

organization clearly communicate an institution’s understanding of the importance and value in

which lies in how they go about their hiring, posting and recruitment efforts for positions? 

Again, as a disclaimer I know firsthand many, if not most other higher education colleges and

universities are lacking in this/these vital processes for improving their face of the institution.

          This application and software would be capable of storing and retrieving data to be shared

and disaggregated by all stakeholders within HR and well as C-level executive leadership.  By

incorporating any of the six sigma strategies as previously alluded to in a digital and professional

workshop forum in educating those within this non-core responsibility would go a long way in

ensuring, if not significantly improving, how people view and critique their organizations.  The

costs associated with developing and incorporating such a type of quality control measure by HR

would clearly be worth their weight in gold as researched (Guinot, Evans, Badar, 2016). 

          Consequently, strategic HR initiatives can be brainstormed and created using the latest

classroom digital technologies to improve the quality and consistency of how they go about

treating and ensuring all prospective employees are given a favorable and positive experience

throughout their search for employment with them.  By soliciting and marketing the application

to digital and online companies who advertise for universities and institutions of higher learning

it would give those you use their service (HigherEdJobs, Chronicle Vitae) an opportunity to use

an additional service in being able to give feedback and critiques to candidates in their job search

for primarily professional and white-collar positions.

The Tool

          Critique A Culture”, similar in purpose to TINYPulse would be a mobile application with

software integrated into digital platforms and intranets for both job seekers and employers which

would provide an important data collection tool that is likely missing from many organizations

(Blair, 2019).  Job seekers will be able through standardized questions and ratings provide

invaluable feedback to other job seekers as to their application experience with higher education

institutions.  Moreover, for HR sectors in higher education, they too would be able to access,

and if they choose, to construct their own assessment survey and questions to their specific

needs.  As the research has indicated stored data and analytics would provide them invaluable

insight and information as to what candidates are thinking and feeling as to the quality or lack

thereof in the recruitment and hiring processes through actual employment (Belisaro, Jamsek,

Huckvale, O’Donoghue, Morrison & Car, 2015).  Open-ended questions would also be included

to provide job seekers the opportunity to address, comment and critique the process(es) either

evident and being used throughout the recruitment and hiring process and again lack thereof.

Conclusion

          Let us be clear in realizing this is both a dynamic and systemic issue.  The oversight and

responsibility lie directly within the existing strategic development and initiatives in which are

present or lacking within this core responsibility of the HR function.  Most noteworthy it has

clearly been dismissed or ignored by human resource executives throughout all industries.  Why

should they care and how should they demonstrate a quality culture if you are employed by their

school?   There must be an appreciation and acceptance of the daunting and monumental task

addressing this issue as seen by outsiders who want to be a part of their school or organization. 

Larger organization and prestigious universities for example likely receive hundreds upon

hundreds of applications for important vacancies at their schools.  Exactly how are they to attend

to professionally and collegially to each and every candidate professionally and collegially.  As I

have said many times before change is inevitable but growth is optional.  By exploring the

aforementioned assessment tool in general terms within open and collaborative forums and

professional development by HR stakeholders surely could reap results using traditional

technology and digital tools in collaboratively coming up with processes for continuous

improvement and reform. 
               
References

Belisaro, Jose, Jamsek, Jan, Huckvale, Kit, O’Donoghue, John, Morrison, Cecily & Car, Josip

          (2015).  Comparison of self-administered survey questionnaire responses collected using

          mobile apps versus other methods.  Cochrane Database of Systematic Reviews.  Retrieved

          from



Blair, Ian (2019).  How to build an app for play and app store in 10 easy steps.  Buildfire. 

          Retrieved from  https://buildfire.com/how-to-create-a-mobile-app/

Duggan, Tara (2019).  Types of assessments used by hr departments.  Azcentral.  Retrieved from


George, M., Rowlands, D., Price, M. & Maxey, J. (2005).  The lean six sigma pocket toolbook.

          New York, NY:  Mc-Graw Hill

Guinot, Jeff, Evans, Dustin & Badar, Affan M. (2016).  Cost of quality consideration following

          product launch in a present worth assessment.  International Journal of Quality &

          Reliability Management.  Retrieved from


Horniak, William (2019).  Liberty university employment.  Liberty University Intranet Portal via

          LinkedIn.  Retrieved from https://jobs.liberty.edu/job_applications

Kavanaugh, Michael & Johnson, Richard (2018).  Human resource information systems:  Basics,

          applications and future directions.  4th Ed.  USA:  Sage Publications, Inc.

Moran, Courtney (2019).  Does employee engagement software increase retention?  TINYPulse. 

          Retrieved from


Power, Brad (2012).  Focus hr on process improvement:  Human resources management. 

          Harvard Business Review.  Feb. 12, 2012.  Retrieved from


Rivera, Andreas (2018).  6 essential tech tools for your hr department.  Business News Daily. 


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