Abstract
Human Resources Information Systems (HRIS) are being implemented in many organizations but, like other technology projects, translating their potential benefits into meaningful improvements can be challenging. So-called “planned benefits” approaches are designed to aid this translation, but little is known about their success in HRIS projects. This study examined how a planned benefits approach was manifested in a national-scale HRIS implementation program. The results point to the importance of reviewing the benefits plan at regular intervals, to ensure the project can adapt to changing circumstances, and considering benefits at the level of individual modules and user groups, as well as for the organization as a whole. Adequate data preparation, training, effective communication, and process analysis were identified as key actions necessary for successful HRIS implementation and benefit realization.
Highlights
Strategic workforce planning and the development of research-informed policies on human resources (HR) have proven difficult in the health sector
Mindful of the aforementioned evidence gaps, concerning the approach to incorporate benefits realization in the implementation of Human Resources Information Systems (HRIS), the content of these benefits, and the actions involved in their incorporation, the objective of this study is to examine the benefits associated with the implementation of a HRIS in a health care organization
These benefits were weighted against the four HRIS procurement options: (1) Do the minimum, that is, upgrade the existing HRIS and/or invest in new modular HRIS functionalities at the local level; (2) Purchase only the HR element of the HRIS suite adopted in the neighboring country and link this to the existing national payroll system; (3) Implement the full HRIS suite adopted in the neighboring country, including the payroll system; and (4) Procure a new/different HRIS and link it with the existing national payroll system
Summary
Strategic workforce planning and the development of research-informed policies on human resources (HR) have proven difficult in the health sector. Often, this is because systems for recording and updating health worker numbers are very limited Campbell et al, 2013). The exact size of the national workforce remains a mystery both in developing and developed economies. In the United Kingdom, for example, estimates of the total National Health Service (NHS) workforce varies between 1.3 and 1.7 million people, depending on the source Campbell & Duncan, 2016; Nuffield Trust, 2017) In the United Kingdom, for example, estimates of the total National Health Service (NHS) workforce varies between 1.3 and 1.7 million people, depending on the source (D. Campbell & Duncan, 2016; Nuffield Trust, 2017)
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