Proposed Human Resource Information System

Executive Summary There are approximately 110 employees at the Bank. At present there are few formal Human Resource policies and procedures in place. Management is looking for a solution that can handle at least the following day to day HR functions: ? Time Keeping ?Vacation ?Holidays ?Leaves for sickness and other reasons ?Evaluation and Performance appraisals ?Recruitment In addition, the following features are desirable: ?Resource allocation management ?Succession planning ?Payroll functionality integrated with financial software for compensation and benefits management.

?Skills management. The Human Resource Information System solution must fit the particular configuration of the Bank since recruitment is considered for Tobago. Furthermore, the HRIS must be fully web integrated self-service functionally so staff could check and update data online. Weaknesses/Opportunities ?The Main Issue at the Agricultural Development Bank is that there are little or no formalized HR practices. ?Well written job descriptions for each job in the organization is the foundation of human resource management.

Job functions must be detailed and unambiguous. These can then be used as a benchmark for effective job evaluations and appraisals as well as performance management, training and recruitment decisions. ?At present, certain HR functions are neglected, inefficiently performed or delayed because of a lack of procedure or official personnel assigned to carrying them out. 1. The Payroll function must be transferred from the accounts department and move from a semi-manual preparation to one which is automatically generated.

2. In addition, there is no means for time keeping and management of sick and vacation leave. 3. The translation of a worker from the probationary period is dependent on an appraisal from management and is generally accompanied by a pay increase. Often this is delayed as management continuously pushes it down its list of priorities. This process should also be automated. 4. Benefits and compensation are determined by the banking union and is currently administered by the Finance department. This function should be transferred to the appropriate department.

?Promotion rarely occurs since there are no proper procedures in place for succession planning and if someone is promoted its usually someone who’s entirely new to the function and not someone who’s trained and qualified for the job. Therefore there is a bias for advancing. Aims & Objectives ?The Executive of the Agricultural Development Bank are interested in having an online solution that handles the day to day HR administrative duties. These Include: 1. Self-service functionality that allows employees to update their personal information.

2. Forms such as sick leave and vacation application forms can be filled out and submitted online. 3. Staff manuals for orientation and training must also be available online. 4. Online access via the internet is especially desirous as members of staff may be located throughout the country. ?Time and attendance tracking is another important feature for the bank since this will help to automate and update the absenteeism record. ?Resource allocation management. 1. The system should be able to track what resources have been allocated to members of staff. For example, the tracking of laptops issued to senior management.

?The software solution must be capable of being integrated with the financial package. ?There must be a document management feature to manage applications and resumes. ?Skills management to record the varying skill set available at the bank is absolutely necessary since this will be useful for succession planning and for training investments. ?The HR system should be one that integrates payroll to manage benefits and compensation in addition to salary. Methodology Like many processes, the development of an information system often follows a life cycle.

The research design for this Capstone will be guided by the Waterfall model of the systems development life cycle which features several phases that mark the progress of the systems analysis and design effort. The First phase in developing the HRIS will involve planning. This phase will identify the need for a Human Resource Information System, in the clearest possible terms, the problem that the product is expected to solve. These needs will be prioritized and translated into a plan for the IT department, including a schedule for developing new major systems.

The Second phase will involve a study of the banks Human Resources policies and procedures. This analysis will include understanding the bank’s business context and constraints, the functions the product must perform, the performance levels it must adhere to, and the external systems it must be compatible with. At this level, questionnaires will be distributed to functional areas of the bank to determine what the users want from the proposed system. The requirements determination will involve a careful study of the current system typically captured in a formal requirements specification, which serves as input to the next step.

The Third phase of the development life cycle involves the design. This step involves defining the hardware and software architecture, specifying performance and security parameters, designing data storage containers and constraints, choosing the IDE and programming language, and indicating strategies to deal with issues such as exception handling, resource management and interface connectivity. Theoretically, the logical design could be implemented on any hardware and system software however the idea is to make sure that the system functions as intended.

The Logical design will concentrate on the Human Resource aspect of the system and will be oriented to a high level of specificity. The physical design will be transformed from logical specifications. As part of the physical design, various parts of the system will perform the physical operations necessary to facilitate data capture, processing and information output. The fourth stage involves the implementation. This step consists of actually constructing the product as per the design specification(s) developed in the previous step.

Typically, this step will be performed by a development team consisting of programmers, interface designers and other specialists, using tools such as compilers, debuggers, interpreters and media editors. The output of this step is one or more product components, built according to a pre-defined coding standard and debugged, tested and integrated to satisfy the system architecture requirements. This stage including the maintenance of the SDLC will not be carried out in the Capstone since the project only involves the first three stages of the cycle. Plan of Work ActivityEstimated TimeDuration.

Planning – Total information System needs are Identified, Analyzed, Prioritized and Arranged. 5-6 weeks14th Nov to 20th Dec Analysis – The system requirements are studied and structured. 8 weeks5th Jan to 5th Mar First Draft – Up to analysis phase1 week6th Mar to 11th Mar Design – The recommended solution is converted into a logical and then physical design6 weeks6th Mar to 15th Apr Second Draft – Completed Capstone1 week15th Apr to 18th Apr Final Paper1 week25th Apr to 28th Apr Evaluation Criteria for Project ?Potential benefits – Extent to which the system is viewed as improving HR issues and the duration of these benefits.

?Resource Availability – The amount and type of resources the project required and their availability. ?Technical Difficulty/Risk – Level of technical difficulty to successfully complete the project within given time and resource constraints if any. ?Strategic Alignment – The extent to which the project is viewed as helping the organization achieve its objectives and long term goals. ?Value Chain Analysis – Extent to which activities of the system adds value to the organization. ?Project Duration – The length of time taken to complete the project.