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
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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