User's perspective of Kronos: 12


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Contents





Contents 1

Introduction: 2

HRIS: 3

Architecture of Kronos HRIS: 5

Technology and data view: 5

Process view: 6

Features of Kronos HRIS that will be useful in Castle’s Family Restaurants: 10

User's perspective of Kronos: 12

Ways in which Kronos HRIS can solve the problems of Castle’s Family Restaurants: 14

E-Recruiting: 14

Electronic Personnel File: 15

Employee Self Service: 16

Payroll management: 16

Problems in the implementation of Kronos HRIS at Castle’s Family Restaurant: 17

Risks of Kronos RHIS implementation at Castle’s Family Restaurant: 18

Timeplan for implementation of Kronos HRIS at Castle’s Family Restaurant: 19

Conclusion: 20

References: 21




Introduction:



This paper aims to create a business plan for the HRIS implementation of the company, Castle’s Family Restaurants. The HRIS will help in solving the problem that Mr. Jay Morgan, who functions as the operations manager and human resource manager for all 8 restaurants of the company, is overworked. It is difficult for him to manage human resources of the company. This is mainly because he needs to travel to all 8 restaurants in order to take care of HR processes and issues. Another problem is that 60% of the employees are part time and it is difficult to manage their schedules, payments, etc., manually. Also, the payroll is managed by Mr. Morgan through computer application like Excel. HRIS can solve all these issues and can manage the information related to HRM of the company, efficiently. The HRIS recommended for Castle’s Family Restaurant is Kronos. HRIS is a computerized system for the management of human resources. It is the modern evolution of the information systems used in the past in the same area, for example, the DBMS used for the calculation of compensation and benefits and to maintain the records of the administrative data (Savan, 2011). The HRIS integrates the functions of traditional systems with tools designed explicitly to assist personnel managers in decision making. The HRIS are databases containing common information about the company, the job and the staff, but their peculiarity consists in the fact that they are integrated with other components such as the expert system, the re-engineering of business processes (Business Process Reengineering or BPR) and the Decision Support System (DSS) to constitute a system with high processing power of information regarding all aspects concerning the management and development of human resources, and is able to provide management with a valuable decision support. The elements of human resource information system for Castle’s Family Restaurant include:
• Payroll, time determination

• Master Data Management

• Administration

• Staff reporting

• Personnel planning

• Working time calculation

• Technical infrastructure (Conaty, 2011).

HRIS:



In summary, the HRIS is a decision support for human resources of Castle’s Family Restaurant. It consists of:

• A database of information on common variables related to the roles, resources and production processes. It is shared by many or even all business functions; it provides a common language between them and integrates all services to staff.

• A set of tools that represent the algorithms and decision rules by which useful information is processed that help managers make career choices (for example, identifies the resources that have the best features to hold a certain position, or highlight the most critical gap between existing profiles expected and actual skills in key roles).
A key feature of an HRIS system is the ability to be adapted to specific processes and philosophy / methodology of the company. In the context of HR of Castle’s Family Restaurant, the opportunity to join and evolve over time, the management application based on ad hoc requirement, is a substantial factor in the success and is more relevant with respect to ERP applications oriented to other business functions (administration, control, crm logistics etc.) (Savan, 2011).
Modifiability (or flexibility) of HRMS application is handled with different approaches by providers of HRMS, with several peculiarities: -

  • Source code editing: most primitive method and greater impact; quickly leads to the loss of the opportunity to update the release

  • Use of edit points ( user exit ): Islands custom changes to predefined areas from design; contain the impact of updating to new releases of the product but increases the complexity / cost of change and limits the possibilities strongly (possible approach in SAP)

  • The creation of custom objects: the use of nomenclature and tools to create distinct objects compared to the standard of the product

  • Specialization of metadata: Changing functionality, logic, workflow, using the standard configuration that specializes application which will let Castle’s Family Restaurant greatly reduce the impact of new releases and allows the possibility for complete adaptability of the system (Conaty, 2011).



Architecture of Kronos HRIS:



Interface view: In principle, all components of Castle’s family Restaurant should be based on common data base be linked together by Kronos HRIS. Personnel data will be consistent with common PC programs (text and spreadsheet processing) and can be edited. To ensure data security conventional backup systems will exist. With respect to the changes in the "recruiting" and "employee self-management" Kronos HRIS will also connect to the Internet and Intranet be implemented.

Technology and data view:



The provision of information is done nowadays largely via a PC network, often with Windows as an operating system in the workplace and connecting to a host computer (server) in the background. Here, several factors play a role in the selection:

• Availability of skilled personnel

• Knowledge of the specialist staff

• Economy: capital and operating costs, transit and response times

• Number of users and frequency of use

• Data security during transmission, storage, and modification

• Integration into existing systems

• Flexibility for future features

• Usability (ease of use, for example through a graphical user interface)
In the Workplace database the information about the jobs, areas of activity and the positions related to Castle’s Family Restaurant will be stored.
The outline of such a database is obtained from the range of the stored features:

• Identification features

• Job requirements, commitment and knowledge of the staff, experience and education (knowledge and application characteristics)

• Mental and psychological characteristics, labor and corporate behavior, resilience, creativity, etc.

• Physical characteristics related to physical stress, posture and environmental influences

Optimal management of personnel and job database is organized by Kronos, if both are similarly structured. So Catle needs to be prepared by a simple comparison of the average quantities (Burns, 2012).

Process view:



Kronos HRIS will serve not only the management of the staff and the jobs at Castle’s Family Restaurant, but will provide personnel management support, especially with regard to logistics processes in various areas. Essentially, in this case, the functions focus on the personal needs assessment, recruitment, staff development, personnel and maintenance personnel exemption.
Human resource planning: The human resource planning determines the human capacity that is necessary to the smooth continuation of the operational tasks of Castle’s Family Restaurant. This involves the task of data collection and the matching of target and actual status (over-and under coverings regarding location, time, quality and quantity take over). In addition, it can also perform a profile comparison with the posts to be filled with existing staff and provide suggestions as to decision-makers (Merkle, 2012).
Recruitment: The aim of recruitment is to eliminate a personnel shortfall. This shortfall may in turn have qualitative, quantitative, temporal or local reasons. A personal information system can be classified by relevant statistics and reports of the number of employees of Castle’s Family Restaurant and allow the conclusion to qualification samples of potential recruits. On this basis, vacancies can be developed which can be provided with a link to the Internet, appropriate job boards or job recruiters and headhunters (Burns, 2012).
Staff development: Staff development’s objective is to qualify the employee for addressing current and future tasks. Cataloguing qualifications achieved using the Kronos HRIS is helpful to be able to determine an appropriate successor for personnel changes. Profiles of employees, as well as the candidates can be compared to the person to be replaced. In block, qualifications can be documented using the HRIS on the level of qualification of an individual employee, but also the entire working groups. The other way around is for the individual employees to opt for a career plan, with appropriate positions that can be found within the company by existing qualifications. A training needs can be additionally also determined using the Kronos HRIS. Another developing trend is to the effect that the integration of CAL systems (Computer Aided Learning) and seminar management systems, employees can independently propel their development and thus their HRIS record will expand independently.
Workforce: The personnel of Castle’s Family Restaurant can be controlled in the sense that the optimal staff for the upcoming operational tasks can be assigned taking into account qualitative, quantitative, temporal and spatial components using HRIS. This requires a higher frequented staff scheduling and a working model, which considers the career flexibility with their working conditions. Here an example the manpower planning of a call center can be used as an example: With the help of long-time call statistics, the need for telephone operators can be calculated. In Castle’s Family Restaurant, a service plan can be developed taking account of personal working hours and time preferences. In connection with a payroll program, automated payment can be done (Burns, 2012).
Employee retention and Exemptions: A basic tool to retain employees of Castle’s Family Restaurant, is a fair remuneration package of work. However, the conservation of staff includes all measures that are necessary to continue to retain existing employees to the company and their performances. The administrative area provides opportunities to support, for example by the systematic job evaluation and by the individual wage determination. The personal exemption is used with a human overlap in qualitative, quantitative, temporal and / or geographical terms (Merkle, 2012).
The operating HRIS can be designed very differently depending on area of responsibility and level of development. HRIS are developed with individual modules as open, task-and goal-oriented systems that are specifically tailored to the business needs and also may be updated afterwards. The personnel-specific tasks and questions that need to be met by a HRIS, are divided into the main areas of administrative and dispositive tasks. Administrative tasks include recurring events, such as:

• Monthly wages and salaries

• Master Data Management

• Generation of Personal Statistics

• Storage of personal data
The use of HRIS will mean a significant rationalization and reduction time at Castle’s Family Restaurant, so that information can be made available at a significantly faster rate and is comprehensive. Morgan will be able to focus on other tasks through time savings.

Dispositive systems support for decision in the context of human resource management. It will assist Morgan in the processing of data and provide a better information base and decision support for future problem areas of human resources planning and management. This includes, for example:

• Candidate selection

• Education and training

• Staff development

• Comparison of requirements and capability profiles (Burns, 2012).

An important property that personnel information system of Castle’s Family Restaurant must include necessarily, is the flexible implementation of the software to current and future business requirements. One speaks here of function cardinality.

Features of Kronos HRIS that will be useful in Castle’s Family Restaurants:



The following features characterize the Kronos HRIS:
Payroll:

• Calculation of wages and salaries

• Leadership of the wage and salary costs

• Income tax accounting

• Social security

• Seizure and loans

• Telephone billing
Master data management:

• Personal data collection when reset

• Labor contract data

• Training data

• Activities

• Previous Employment

• Assessment data

• Modification services for personal

• Applicant Management

• Address data

• Date of birth (Merkle, 2012).
Administration:

• Administrative work in recruitment, dismissal, transfer, promotion

• Deadline monitoring

• Certificates
Staff reporting:

• Table analysis

• Creation of internal staff statistics (eg age structure, turnover statistics, etc.)

• Statistics for external users

• Figures are determined

• Graphical representation of key figures and statistics

• Messages to internal and external users
Time determination:

• Presence check

• Absenteeism management and analysis

• Holiday settlement

• Shift schedules

• Sick leave
Personnel Planning:

• Personnel requirements planning (establishment plan)

• Manpower planning

• Personal Development Planning

• Recruitment / release planning

• Personnel Cost Planning, salary extrapolation (Mayo, 2011).

User's perspective of Kronos:



According to DeGraff (2010), a distinction is made here between active users and potential recipients. The circle of users is split into participants with active-indirect contact (use of information without the HRIS right to use) and with active-direct contact (use and maintenance). The pool of potential recipients whose information needs are met from the HRIS, comprises a much larger group than that of the active participants. Inside the company, data from the HR department, managers and employees are needed. Outside of the company, information from the HRIS of government agencies that collect statistical data, and of the public (shareholders associations, the press, community, etc.) related. However, applicants and temporary employment agencies access via Intranet and Internet information to staff (Mayo, 2011).
The personnel department of Castle’s Family Restaurant, in this case, Mr. Morgan, can monitor the HRIS communication with many places:

• Works councils,

• Associations,

• Employment offices,

• Temporary employment agencies,

• Libraries, etc.
Due to the high sensitivity of the personal data and the high requirements for the use, access is provided by a wide variety of security options on access, storage and transmission:

• Confidentiality of Personal Data (Protection from unauthorized (co-) reading)

• Integrity of the data (protection from corruption)

• Authenticity of the communication partner (protection against masquerade)

• Proof of data entry

• Regular data backup (protection against loss of data)

• Timely destruction of expired data, such as warning letters (O'Brien, 2009).
There is strict compliance with all data protection rules. For this purpose, Castle’s Family Restaurant must control and prevention must take place at least through the award of restrictive user permissions and by a logging and monitoring of all operations. The fundamental difference between Kronos HRIS and other information systems with functional emphasis is that in this case, the properties, capabilities and behaviors of employees are captured by humans. Basically, HRIS will only transfer personal data, such as tax bracket, address, qualifications fed, while also partial images of the individual personality of a worker may be deposited. Each employee is entitled to the inspection of his personnel file, the stored information in databases, etc.

Ways in which Kronos HRIS can solve the problems of Castle’s Family Restaurants:




E-Recruiting:



The staff determination for castle’s Family Restaurant is done manually by Jay Morgan, who is also the operations manager. Recruitment is one of his primary roles. In order to recruit employees, Mr. Morgan has to travel to all 8 restaurants. By using RHIS, recruitment can be done online, from just one location. Over 80% of companies use their own website to recruit staff. Also, online job markets are visited regularly to gain qualified personnel. In contrast, classic advertisements in print media are connected by only about 30% of the company (Wright, 2011).
Advantages:

• Reduced costs

• Global dissemination (print media - low penetration rate)

• Prolonged presence

• Time advantage through the Internet (24/7)

• Interactivity (Corporate Information, low inhibition threshold )

• Pre-selected group of users (Internet skills)

E-Recruitung currently has no exclusive substituent effect in the recruitment process. It is currently rather complementary to traditional recruitment. However HRIS offers the potential to play a stronger role here (DeGraff, 2010).

Electronic Personnel File:



Mr. Morgan manages information about employees manually. It is difficult for him to store and manage data related to payments, holidays, work schedules of employees of 8 restaurants. Also, as 60% of the employees work part time, the schedules vary a lot. The personal files of Castle’s Family Restaurant will be conventionally managed through HRIS, which are kept as long as required by the law. Larger companies have advanced the introduction of electronic personal files, the use of document management systems with CD-ROM archive and workflow integration is increasingly gaining popularity (O'Brien, 2009). The electronic personnel file will store various kinds of information for Castle’s Family Restaurant:

• Application documents, travel documents, employment contracts, tax cards, work permits, certificates, correspondence or products shall be regarded as so-called uncoded information.

• Wage and salary administration, personnel statistics or employer reports to external bodies apply because of their explosiveness as encoded data.
Document management systems can be connected via an interface to HRIS. Via such programming, original documents can be scanned and archived documents can be searched and displayed. Advantages of electronic personnel files are the quick accessibility and cost advantages for the storage of personal data (Ulrich, 2011).

Employee Self Service:



By implementing HRIS, Castle will be able to simplify data management of employees and reduce Mr. Morgan’s work pressure. When using the Employee Self Service (ESS) employees and supervisors manage a portion of their personal data themselves and relieve the personnel department of routine tasks. The change of personal information on training or job vacancies, vacation planning, travel expenses, as well as the option of printing certificates independently are among the most common functions of the ESS. Sensitive data are not accessible via the ESS. The Internet and Intranet access is through a simple interface from the workplace or at home. After an automated data testing a release may be preceded by a supervisor (O'Brien, 2009).

Payroll management:



Currently, Mr. Morgan uses computer applications to manage payroll of all 8 restaurants of Castle. Managing and storing of data is manual. The payroll management feature of Kronos HRIS will help in automated calculation of wages and salaries and ensure leadership of the wage and salary costs. It will provide automated facilities like income tax accounting, social security, seizure and loans and telephone billing. This will help manage the payroll efficiently without manual labour. This will also ensure that there are no errors in calculation of wages of part time workers (Ulrich, 2011).


Problems in the implementation of Kronos HRIS at Castle’s Family Restaurant:



The problems resulting from tensions between different stakeholders in the company: Some stakeholders of Castle’s Family Restaurant might be against the implementation of RHIS and may prefer the manual method. According to Ulrich, (2011), this can lead to a lot of conflicts. The problem can be solved by explaining the positive impacts and need for RHIS. Also, voting can lead to a solution.
Employee resistance: The affected employees attach importance to the protection of their privacy and intimacy. An increased control, as well as the fear of replacement of the workplace through a PC application, can lead to confusion at Castle’s Family Restaurant. The management has a more positive attitude on this issue, with signs of a significant rationalization in general (Ulrich, 2011).
Rigid Cast policy: When stubborn attention is given to requirement profiles, there is a risk that not necessarily the better candidate is occupied on an open spot. Information on learning speed, flexibility and other so-called soft skills may be the application steps that are often not be matched, even though they may compensate for technical deficiencies (Towers, 2010).

Risks of Kronos RHIS implementation at Castle’s Family Restaurant:



There are some risks of implementing Kronos HRIS at the restaurants:

Data surge: The more disk space is available, the less one thinks about the information to be stored. Due to the mass of stored data, it may happen that the management of Castle’s Family Restaurant overlooks the necessary data. A particular danger of this movement is for the "electronic personnel file": Everything will be available with IT, and thinking about data quality will stop altogether (Burns, 2012).
One-size-fits-all – mentality: With increasing standardization and advancement of integrative solutions, specific business needs of customers have moved more and more into the background. After the so-called stand-alone solutions had implemented an innovative edge, it was soon caught up with all of prefabricated relatively standard procedures. Apart from a bit more modern-looking surfaces, most HRIS suits have same terminals (O'Brien, 2009).
Resources remain unused: The staff labor of Castle’s Family Restaurant can be shifed to the computer, thereby creating capacity for strategic human resource management. This sums up the current applications that are being used; this is especially in addition to operations around the payroll and the administration of business processes (such as job application, or training). While this is in itself positive, but taken alone, it has too little impact. Especially in the area of personnel selection, but also the education and training, there is a lot of potential that remains unutilized (Mayo, 2011).
Employee Self Service without sustainability: Castle’s Family Restaurant needs and wants much data, and will provide self management options to the employee himself. Of course it makes sense, if the employee enters his or her change of address itself. But if self service includes booking trips, signing up for training, filling questionnaires after training (educational controlling), there is a data surge. This is precisely because of the euphoria of ESS has waned. It makes a difference whether an Employee Self Service system serves to integrate the employees motivation more efficiently or not (Merkle, 2012).

Timeplan for implementation of Kronos HRIS at Castle’s Family Restaurant:





Action

Time needed to implement

Budget

Buying hardware (computers, phones, modems and other equipments)

1 month

$ 10000

Establishing network connections and creating a single system that connects all 8 restaurants

1 month

$ 2000

Installing Kronos HRIS

10 days

$ 5000

Storing data in the HRIS

20 days

$ 2000

Testing

10 days

$ 1000

Identifying bugs, errors, etc. and solving issues

20 days

$ 1000

Maintenance, updation, etc.

Long term process

$ 3000 (per year)



Conclusion:



From this paper, it can be concluded that Kronos HRIS is the most appropriate solution to the human resource management related problems of Castle’s Family Restaurants. In order to recruit employees, Mr. Morgan has to travel to all 8 restaurants. By using RHIS, recruitment can be done online, from just one location. Also, it is difficult for Mr. Morgan to store and manage data related to payments, holidays, work schedules of employees of 8 restaurants. Also, as 60% of the employees work part time, the schedules vary a lot. The personal files of Castle’s Family Restaurant will be conventionally managed through HRIS, which are kept as long as required by the law. By implementing HRIS, Castle will be able to simplify data management of employees and reduce Mr. Morgan’s work pressure. When using the Employee Self Service (ESS) employees and supervisors manage a portion of their personal data themselves and relieve the personnel department of routine tasks. Currently, Mr. Morgan uses computer applications to manage payroll of all 8 restaurants of Castle. Managing and storing of data is manual. The payroll management feature of Kronos HRIS will help in automated calculation of wages and salaries and ensure leadership of the wage and salary costs (Mayo, 2011). Thus, Kronos HRIS can effectively solve the issues of Castle’s Family Restaurants, and, it can improve the Human Resources Management of the company in a significant way.

References:



Merkle, J.A. (2012). Management and Ideology. USA: University of California Press. Mayo, E. (2011). "Hawthorne and the Western Electric Company". Harvard: Harvard Business School.

O'Brien, M. (2009). "HR's Take on The Office". UK: Human Resource Executive Online.

Burns, M. (2012). "Catbert shows tougher side to human resources". London: Personnel Today.

Ulrich, D. (2011). Human Resource Champions. The next agenda for adding value and delivering results. Boston, Mass.: Harvard Business School Press.

Towers, D. (2010). "Human Resource Management essays". Harvard: Harvard Business School Press.

DeGraff, J. (2010). "The Changing Environment of Professional HR Associations". Cornell: Cornell HR Review.

Wright, P. (2011). "The 2011 CHRO Challenge: Building Organizational, Functional, and Personal Talent". Cornell Center for Advanced Human Resource Studies (CAHRS). Conaty, B. (2011). The Talent Masters: Why Smart Leaders Put People Before Numbers. London: Crown Publishing Group.

Savan, R. (2011). "Human Resources, Training, and Labor Relations Managers and Specialists". U.S.: Bureau of Labor Statistics.




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