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even if you’re seeking to improve your résumé or increase your history,certificates classes in human materials are broadly purchasable. however do they offerthe in-depth historical past you should show technology skills?
The answer is no. And the difficulty is acute because corporations are turningto more refined human useful resource suggestions programs (HRIS) from companieslike PeopleSoft, SAP, and Oracle to deal with every thing from benefitsadministration to payroll processing. With human substances working its method everdeeper into strategic determination making, a familiarity with such methods and theissues that surround them is fitting important.
body of workers talked to certification-granting corporations to study what theirintentions have been with regard to technological competency in this rapidly evolvingfield. Some agree with that expertise certification is greatest left in the fingers ofspecialists. Others are bringing technology necessities into their programs,even though the complications concerned in doing so are legion. And one new certificationprogram primarily addresses the no-man’s land between IT and management,such as the case of the HR supervisor who never requested for however nevertheless receivedan oversight role in upgrading his or her enterprise’s HR programs.
It’s a combined photo, and no wonder, for the growth of expertise in theworkplace has essentially inevitably made demonstrating competence a hit-or-missaffair. Cornelia Cont, director of the Human aid Certification Institute (HRCI),notes that after it comes to expertise, most experts should gain knowledge of as theygo. “skills of human aid administration systems is generally supplied bytraining in the office,” Cont adds, “provided via companies providingclasses on particular tools. fingers-on event on the job remains amajor instructing device.”
What’s lacking in HR certification, then, is a bridge to technology for thenonspecialist. For on the different aspect of issues, IT authorities have numerousoptions for systems certification. Microsoft has been a pacesetter in certificationthrough its Microsoft certified expert courses, which give credentialsfor systems engineers, directors, trainers, and internet-web page builders. Andprograms akin to those from commercial enterprise licensed Corp. and the Institute forTechnology training and Excellence are beginning to present certificates based mostly oncross-platform practising, working with programs from a wide variety ofmanufacturers and builders.
In distinction, most HR certifications attest to a nontechnological physique ofknowledge that makes up the core talents of HR. HRCI’s certificateprograms, for example, encompass the professional in Human substances (PHR) andSenior knowledgeable in Human substances (SPHR) certificates, both of whichaddress generalist tips in HR.
If technology receives brief shrift from HRCI, it’s because itscertifications had been never intended to be specific on the level of individualsystems or application courses. “The PHR is truly installation for policyimplementers, the ones who put into impact decisions that have been reachedhigher up the management chain,” says Cont. “Whereas the SPHR is forthe americans who formulate these guidelines.” The SPHR exam carries morescenarios, as an instance, that test the applicant’s capacity to follow knowledgein certain, actual-world instances. That’s essential stuff for managers, however itdoesn’t handle the issues involved in day by day contact with complex systems.
For that cause, HRCI is conducting an evaluation to assess which technologyitems may be delivered to the combine, and in what proportion. The Institute hasre-evaluated its offerings every 5 years during the past, however the pace will soonincrease to each two years as a result of the price of technological trade. Planscall for HRCI’s new survey to move to six,000 randomly chosen HR experts whoare certified as PHR or SPHR, asking what competencies they need to meet theresponsibilities in their areas of talents.
these responsibilities are changing as quickly as the computer systems that make itpossible to manage them because HR is moving up the corporate ladder. “Thebig subject facing HR today,” says PeopleSoft’s Row Henson, “is thatHR gurus should suppose greater strategically. I think that over the ultimate 30years the human resource characteristic has developed from being an information collector andrecord keeper to measuring the impact of americans. You must be a human capitalstrategist to attract and continue people.”
Henson doesn’t downplay the value of HR certification programs, whetherthey are generalist in nature like the PHR and SPHR or greater really expert, likethe certifications provided via the American Compensation affiliation (ACA), whichare specially tuned to areas like compensation and benefits. but she believesthat HR experts have to become greater analytical and technical in their expertise.
Like most different systems vendors, PeopleSoft, which Henson serves as vicepresident for international HRMS method, offers its personal training alternate options. Theseinclude courses, CD-ROM-primarily based practising, and interactive periods over theInternet, all presenting software-specific competencies. but anything the venue, theskills involved are essential. Says Henson: “The notable HR skilled cannotbe scared of expertise.”
A generalist’s required potential more and more contains technical skills
in lots of HR practicing courses, although, technology is the dog that didn’tbark. The international Personnel management association, for example, presents anHR certification software that it brought in 1999. IPMA represents governmentemployees at the federal, state, and local degrees. Its human resource competencymodel lists 22 abilities that focal point on a matrix of behavioral abilities ratherthan technical abilities. amongst these commonly brought up abilities areunderstanding the company process, speaking well, the usage of consultation andnegotiating talents, and realizing crew habits. just one of thecompetencies is technology-specific: applying tips know-how to humanresource management.
in keeping with Sarah Shiffert, senior director of affiliation functions at IPMA,the affiliation believes that expertise capabilities should be trained through morespecialized agencies. “We’ve located computer systems in their competencymodel through adding the tips technology part. but they don’t explicitlyteach technical skills right here; these may also be taught by way of other venues, and they candirect americans to them. We’re careful to expect a historical past in HR laws andpolicy, which is basic to doing the job, and they teach to thosecompetencies.” That history is taught in 40 hours of course work thatlays the groundwork for the exam.
Most certifying businesses agree that know-how has transformed HR; thereal question is what the suitable response should be. The American CompensationAssociation presents two certificates: the licensed Compensation expert (CCP)and authorized advantages knowledgeable (CBP), both of which draw on a tightlyfocused skills core that's demonstrated in a collection of nine examinations.
ordinary to each certificates are basic accounting and finance ideas,quantitative methods, and complete compensation administration, but at that element thecertificates diverge into electives chosen with the aid of their relevance to either discipline.A benefits professional can look at retirement plans, advantages issues inacquisitions and mergers, or fitness-care and insurance coverage. A compensationspecialist chooses amongst executive compensation design concepts, variablecompensation methods, income compensation, and extra.
Like HRCI, ACA revises its courses on a daily basis, and for first rate purpose,according to government director Anne Ruddy. “I came from a corporation the place myhealth-care choices had been all made obtainable over the web,” Ruddy says.”I accomplished the forms online; I enrolled online. And the business had a lotof glitches the first year they did that as a result of individuals didn’t remember whatthey had been speculated to do. That in microcosm is what’s happening during HRas know-how proliferates and job descriptions regulate.”
but ACA’s altering consciousness of know-how goes beyond certificate courserevision. among its courses is a symposium for determining the correct vendor fortechnology. yet another is a collection of workshops to be held on the next ACA annualconference. subject matters for the latter include earnings compensation in the period ofe-commerce, acquisition affect on assistance technology, and uses of technologyin reworking the worker benefits container. All these initiatives are attempts toslow the technology train simply long sufficient for lagging experts to get onboard.
“educational materials or personnel manuals or benefits information –all these are now being allotted over the internet,” Ruddy provides,”however in lots of circumstances groups don't seem to be considering that the affect of this changeon the corporation. They need to aid these agencies do a more robust job ofimplementing the e-edition of what every person is used to doing in adult.”especially in the advantages field, technology is running rampant, with a widevariety of software methods for managing funds, proposing enrollmentstrategies, and examining fitness-care alternatives.
Is certification basically complete if it doesn’t handle expertise?
All these changes make for problems for certifying companies; how do youkeep up with a container that gifts so many selections in hardware and application?That’s an issue the foreign basis of worker benefit Plans hasconsidered carefully. IFEBP runs the certified employee benefits professional (CEBS)software, which gives an extra set of credentials in its area of interest within HR.
With a curriculum developed by the Wharton school, a division of theUniversity of Pennsylvania, the CEBS program consists of 10 faculty-levelcourses overlaying health and welfare, retirement, compensation, and numerousother HR considerations relating to merits. All 10 examinations need to be achieved toreceive the CEBS designation, which has been granted to more than 8,000graduates considering the fact that 1976. Two of the 10 courses comprise technology-specificinformation on counsel administration, technology applications, outsourcing, andlegal considerations surrounding new applied sciences.
but while he acknowledges that folding in more expertise is inevitable,Daniel W. Graham, senior director of the CEBS application, believes that certificateprograms are competently designed to preserve generalist agendas. in fact, Grahamquestions even if there is any option. “college students are going into theworkplace, where all types of functions can be found on a lot of sorts ofhardware. Their job is to teach wide ideas and concepts within the employeebenefits box. they will complement an applicant’s tutorial historical past, but wecan’t be job-certain.”
That conundrum is why the international association for Human ResourceInformation management (IHRIM) is developing a new sort of certificate application,one which acknowledges the uncomfortable core floor through which many HR peoplefind themselves. “Certification isn’t up to velocity with technology,”says Lynne Mealy, former president of IHRIM and now the organization’s chiefknowledge officer. “You might also use techniques in your each day work, however you don’tthink of yourself as a programs skilled. You’re a benefits professional, acompensation knowledgeable, or what have you. The methods aspect has been left onthe sidelines.”
IHRIM intends to present a hybrid software to be able to mix both the technicaland useful aspect of human components into a comprehensive certification. Whileacknowledging that training students on particular software isn’t possible, theorganization will center of attention on core talents in human aid management methods. Itsfirst program might be introduced at this yr’s Society for Human ResourceManagement conference, in late June at the Las Vegas conference center. Thethree-day route will encompass an outline of HR techniques, fundamentals of projectmanagement, vendor selection, and implementation.
Mealy sees no overlap between the IHRIM providing and latest certificateprograms; in fact, its direction may be co-backed with the aid of SHRM, the organizationwithin which HRCI resides. “in case you acquire a PHR or some of the ACAcertifications, you’ve received the fundamentals. however now you end up, a whole lot toyour surprise, managing HR techniques. You might have gone in as an HR director,and now you’re advised that the company needs to buy a new human resourcemanagement system. Their certificates program is geared toward americans like this, whohave a general HR heritage and now need to master the technical aspects of thejob.”
expertise has develop into essential to the HR curriculum
As IFEBP’s Daniel Graham notes, when they get all the way down to the stage of theindividual computer, evolving technology makes surroundings requirements not easy.however to as a minimum one expert, the issue itself attests to the boom of HR.David Ulrich is a human resources expert and professor of company at theUniversity of Michigan at Ann Arbor. He agrees that it’s no longer feasible to teachto a specific set of application equipment with out dropping point of view.
“here's survival of the fittest,” Ulrich says. “think about fourrestaurants opening on a road corner. In a 12 months, two new ones take the placeof both that failed. That’s where they are presently. everybody knows we’regoing to have HR software to do staffing; every person is aware of we’ll have HRsoftware to do practicing. no person knows where the requirements might be yet because wehaven’t had time to find them. that you would be able to are expecting consolidation among softwaredevelopers as a way to ultimately set broad requirements for HR.”
those standards can't come too soon. Certifications, after all, are ameasure of competencies and competency. And whereas greater finished degreeprograms in business administration or human components are generally purchasable,many experts can’t make the time dedication obligatory to take capabilities ofthem. That leaves HR specialists looking for professional how you can validate theircredentials. As methods necessities coalesce, the power on certificationprograms to include technology of their curricula can most effective intensify.
personnel, might also 2000, Vol. 79, No. 5, pp. seventy two-80— Subscribenow!
In his 10 years at Waterbury, Conn.-primarily based Webster financial institution, Chris Muller has seen at least a dozen direct acquisitions take the institution to about 3,four hundred personnel in 170 places, and assets of $17.5 billion. One acquisition in selected stands out: First Federal of Massachusetts. Affecting 600 personnel, it turned into Webster’s most formidable deal—and one complex through massive HR technology issues.
for example, First Federal outsourced all worker advantages whereas Webster handled most benefits in-residence. As always occurs, Webster, because the acquiring company, got its alternative of techniques and turned into answerable for making bound every thing worked. however a great deal of the assistance Webster mandatory about First Federal’s personnel changed into with outsourcers and become badly outdated. “We discovered that lots of the data changed into unsuitable,” together with beneficiary names, says Muller, vice president of HR expertise.
To additional complicate concerns, the deal’s details—and the record of employees to be built-in—saved altering “as much as the 11th hour,” Muller recollects. every of the 600 employees needed to fill out finished enrollment records, and data for every kind had to be entered into a computer—all inside two weeks.
As Muller discovered firsthand, mergers and acquisitions can put HR advice systems to the most excellent test. Departments need to assemble frequently disparate systems, usually on tight time limits and restrained budgets, to give tips critical at all tiers of the enterprise. Success requires thorough planning and meticulous execution in addition to a cohesive HR methods integration approach.
For an organization trying to be obtained, or even to divest one or greater divisions, having HR systems and information that facilitate the manner will also be an important promoting element. At businesses the place growth is fueled partly by means of acquisitions, managing HR expertise can be most excellent achieved by way of a system that faucets into confirmed methodology for effectively absorbing every newly got enterprise and its employees.
in line with the IT infrastructure observe of Washington, D.C.-primarily based PA Consulting community, acquiring companies should still beginning by their company enterprise method. In in view that know-how’s position, HR should focal point on picking out areas of difference and compatibility: Will the received business be absorbed into an latest division or form a new one? Is the newly got enterprise’s company distinct enough that it'll require methods adjustments to accommodate various kinds of organizational structure, compensation and benefits?
reckoning on the answers, a company could need handiest some alterations to its programs, or it may discover itself significantly reconfiguring its HR management programs (HRMS) utility and even looking for a new device that may accommodate its new requirements.
Absorbing an bought enterprise’s facts into the acquiring business’s systems may also be extra tricky than predicted. “we now have valued clientele that did [back-end HR system] mergers two and three years in the past which are nonetheless coping with the situation [of integration],” says Doug Miller, vice chairman of marketing at Authoria, a Waltham, Mass.-based mostly human capital administration software supplier. it might take time to get the entire HR approaches to work and to unravel information blunders and different surprises when merging two programs.
Or, the company may additionally come to a decision to outsource in its place.
for instance, Webster financial institution found it had to control bought organizations with tremendously different work schedules, together with a few coverage corporations. since the financial institution needed to manage commissioned employees who worked out of their buildings and had irregular schedules, it sooner or later wrote its own time and attendance system to accommodate the diversifications. moreover, managing unemployment merits, incapacity, and family unit and clinical go away in multiple states proved problematic. So, in its place of integrating those techniques, Webster determined to outsource these functions.
In some acquisition situations, one or both of the companies may have outsourcing or provider contracts in location. if that's the case, PA Consulting group managing consultant Craig Rintoul recommends doing an evaluation to verify even if it could be more affordable and easier to spoil the contract, or more affordable and more productive to boost an interface with the issuer.
world acquisitions current enjoyable challenges concerning distinct languages in addition to regulatory necessities. for instance, having a working towards gadget “doesn’t sound like that large a deal,” says Rintoul. “however in definite industries and particular international locations, [employers] must show that [their] individuals are ready and were expert in fitness and safeguard techniques. At any given element, you may also be required to prove to an exterior regulator that your people were expert.”
China, as an instance, locations a number of restrictions on employers, imposing laws on such things as optimum amounts of beyond regular time. “one in all my valued clientele has gone there and been pretty shocked at what they are allowed to do or no longer allowed to do,” says Rintoul. The appropriate HR equipment can assist the supplier in verifying compliance with chinese language laws. Employers working globally should predict to come upon alterations and challenges as they align methods throughout cultural lines.
at last, in seeing that corporate strategy with know-how method, make sure your techniques can accommodate an organization that grows through acquisitions. purple Man Pipe and supply, a Tulsa, Okla.-based distributor of pipe, valves and fittings to the economic and oil field markets, has grown from 200 to 1,000 personnel over the last few years through acquisitions.
since the number of new employees introduced via every acquisition ranged from a dozen to pretty much 200, the business has chosen to manually enter the necessary information into its HRMS. nevertheless it recently realized that it was accomplishing a restrict on the variety of personnel it may manage beneath the license phrases of its HRMS supplier.
“We’re getting ready to improve their [system] to a different thousand employee module,” says human elements supervisor Rus Hoos.
getting in Synch
beyond approach, managing HR know-how all over a merger or acquisition requires that employers utterly check their HR systems’ necessities and capabilities.
Managers need to appropriately plan head count number, find in-residence ability, apply uniform performance metrics for evaluate, and plan for succession at any level of the enterprise in order that the departure of a key employee doesn't disrupt company. know-how integration have to take place utterly and directly sufficient that average operations in no way appear disturbed to users. If the systems of both companies are too distinct, the HR branch may need one more approach to resolve the issues.
An strategy some agencies take is to construct an information warehouse, a sort of complex database equipment that takes assistance from disparate programs and offers groups a unified view of accrued data. however implementation—which comprises specialized utility, hardware and appreciable abilities—can take a 12 months or more to complete, nonetheless leaving operations fractured. a corporation also can roll out a single set of world business software for all divisions, historic and new. but, once again, that might take two to a few years or greater. PA Consulting managing consultant Scott Lever says the determination to go together with unified utility may additionally come all the way down to one query: Will it still be valid when the rollout is accomplished, or will the brand new device be out of date and need its personal alternative?
ultimately, recognize that if two organizations truly use the same HR management utility, they nevertheless may also have integration complications, says Brenda Byron, director of HR shared functions at Alliant Techsystems Inc. (ATK) in Edina, Minn., a $2.8 billion advanced weapons and area programs company with about 14,500 employees. ATK has bought eight businesses in the past four years, and while it makes use of Oracle/PeopleSoft, now not a single one among its acquisitions did. even if one had, HR would have had to roll up its sleeves.
“I’ve had publicity to PeopleSoft at three areas, and every one used it differently,” says Byron. The problem is that every one agencies have what they believe special conditions and situations, in order that they configure the software to more desirable go well with them. The possibilities of two companies even in an identical business using all of the equal settings are well-nigh zero.
With the right mix of systems and outsourcing in vicinity, HR can proceed to the subsequent quagmire: synthesizing the statistics from the bought business. every database rests on assumptions of what information actually capability, and there can be a couple of correct interpretation. Webster financial institution twice acquired associations that set the normal workweek at forty hours whereas it used 37.5 hours, so the HR department had to modify salaries going into the gadget so that people didn’t all at once journey a pay cut.
frequently during a merger or acquisition, businesses find transformations in corporations’ HR programs and how they define simple facts. often, these differences will also be subtle and might be poorly documented. If that’s the case, HR may still circulate directly to establish people on the got enterprise who comprehend the answers, however who can be leaving for other alternatives, and get the information whereas it remains feasible to do so.
for instance, an organization may find that the “definitions” that vary encompass such fundamentals as holiday time, the number of allowable ailing days and even the number of revenue grades. GE power, a roughly $18 billion division of general electric powered that has carried out greater than a hundred acquisitions during the past 5 years, often runs into this difficulty. “I might be a grade 2; you could be a grade three,” says John Blowers, manager of HR suggestions approach. “How do they healthy into the pay hierarchy?”
a much better grade can put an employee new to GE, commonplace for its way of life of getting rid of the bottom-performing 10 percent of its personnel, into readily unfair competitors with others who have a longer heritage with the enterprise and who, due to this fact, have more skills about the way to get issues achieved. The company has also discovered that working titles that can be essential within the container could no longer healthy the typical titles GE makes use of. It could be integral for HR to get to the bottom of these styles of discrepancies on a person-by way of-person basis.
Timing Is every thing
while accuracy is a must have in completing HR techniques integration, so is pace. The effects might affect a corporation’s base line since the quicker new employees are settled, the earlier they can be aware of work.
As with everything else in HR methods integration throughout a merger or acquisition, there are a couple of obstacles to overcome. Even selections as primary as choosing when employees should be paid can be advanced by way of payroll timing considerations that have to be coordinated across enterprise traces. “you've got tax legal responsibility and balances that must be introduced over to a brand new equipment,” says Tom Tillman, director of product advertising and marketing HRMS vendor Sage utility in Irvine, Calif. Making the changes at the right time—the conclusion of a fiscal year or the conclusion of 1 / 4—can eliminate the complications of accounting for present balances.
however depending on the timing of a deal, it may possibly also be unimaginable to comprehensive all of the information migration by using the time limit. That’s why HR may also opt for a staged gadget changeover, an approach it may must sell to administration. “during the past they tried to put the entire facts into the system at once,” says GE energy’s Blowers. “Now they parse it out.”
Tillman says his first precedence when he learns that a merger or acquisition has been finalized is getting into very own advice and growing company IDs that permit new employees to get the equipment and features they deserve to do their work. The relaxation of the counsel is processed over the subsequent two or three weeks to prevent delaying facts entry for every thing.
“We had to challenge the [corporate] intellect-set of the time that [said] each checklist needs to be finished always,” Blowers says. “It became a very good conception, nonetheless it turned into bucking up against the operational needs.”
HR experts experienced in mergers and acquisitions understand that each deal is probably disruptive, and some integration concerns may have you chasing moving targets for months. however, with appropriate planning, an eye fixed for element and some flexibility, HR could make the technique go greater smoothly and help the enterprise meet its dreams.
Erik Sherman is a freelance journalist in Marshfield, Mass., who covers administration concerns.
Cisco UCS®) delivered world-list performance on Oracle PeopleSoft Human supplies management systems (HRMS) 9.1 FP2 Self-provider (on-line transaction processing [OLTP]) and Self-provider and Payroll Batch benchmarks.
The Oracle PeopleSoft Human supplies management system (HRMS) 9.1 FP2 benchmark consequences for the Self-carrier component of the benchmark show world-list efficiency and linear scalability. These consequences offer you direct proof of the diploma to which you could scale your Cisco Unified Computing system™ deployments because the variety of users of your human substances administration equipment grows
Oracle PeopleSoft HRMS 9.1 FP2 Self-service Benchmark resultsvariety of users normal Search Time (seconds) ordinary retailer Time ( seconds) Transactions per Minute Availability Date 12,000 0.294 0.139 2400 January 15, 2015 sixteen,000 0.324 0.155 3200 January 15, 2015 20,000 0.353 0.167 4000 January 15, 2015
Oracle PeopleSoft HRMS 9.1 FP2 Self-provider and Payroll Batch added-massive data model Benchmark effectsvariety of users Minutes funds per Hour Availability Date 500,480 21.95 1,368,055 January 15, 2015
one of the vital key highlights of Cisco’s Oracle PeopleSoft Benchmark outcomes are:
check out the performance brief for additional information on the benchmark configuration. Cisco measured the performance of all three add-ons of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three components are available on the following places:
it is interesting to word that although all vendors have access to identical Intel processors, handiest Cisco united states of americaunleashes their vigour to carry excessive efficiency to applications through the vigor of unification. The unique, cloth-centric structure of Cisco united states of americaintegrates the Intel Xeon processors into a gadget with a better stability of materials that brings processor vigor to existence. . For additional info on Cisco usaand Cisco usabuilt-in Infrastructure solutions please discuss with Cisco Unified Computing & Servers net page.
Cisco measured the efficiency of all three add-ons of the Oracle PeopleSoft HRMS benchmark. The disclosures for the three add-ons are available at the following places:
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Whether you’re looking to upgrade your résumé or broaden your background,certificate programs in human resources are widely available. But do they offerthe in-depth background you need to demonstrate technology skills?
The answer is no. And the problem is acute because corporations are turningto more sophisticated human resource information systems (HRIS) from companieslike PeopleSoft, SAP, and Oracle to handle everything from benefitsadministration to payroll processing. With human resources working its way everdeeper into strategic decision making, a familiarity with such systems and theissues that surround them is becoming crucial.
Workforce talked to certification-granting organizations to learn what theirintentions were with regard to technological competency in this rapidly evolvingfield. Some believe that technology certification is best left in the hands ofspecialists. Others are bringing technology standards into their programs,though the problems involved in doing so are legion. And one new certificationprogram specifically addresses the no-man’s land between IT and management,such as the case of the HR manager who never asked for but nonetheless receivedan oversight role in upgrading his or her company’s HR systems.
It’s a mixed picture, and no wonder, for the growth of technology in theworkplace has almost inevitably made demonstrating competence a hit-or-missaffair. Cornelia Cont, director of the Human Resource Certification Institute (HRCI),notes that when it comes to technology, most professionals have to learn as theygo. “Knowledge of human resource management systems is commonly provided bytraining in the workplace,” Cont adds, “supplied by vendors providingclasses on specific tools. Hands-on experience on the job continues to be amajor teaching tool.”
What’s missing in HR certification, then, is a bridge to technology for thenonspecialist. For on the other side of things, IT professionals have numerousoptions for systems certification. Microsoft has been a leader in certificationthrough its Microsoft Certified Professional programs, which provide credentialsfor systems engineers, administrators, trainers, and Web-site developers. Andprograms such as those from Enterprise Certified Corp. and the Institute forTechnology Training and Excellence are beginning to offer certificates based oncross-platform training, working with systems from a wide variety ofmanufacturers and developers.
In contrast, most HR certifications attest to a nontechnological body ofknowledge that makes up the core competencies of HR. HRCI’s certificateprograms, for example, include the Professional in Human Resources (PHR) andSenior Professional in Human Resources (SPHR) certificates, both of whichaddress generalist information in HR.
If technology receives short shrift from HRCI, it’s because itscertifications were never intended to be specific on the level of individualsystems or software programs. “The PHR is basically set up for policyimplementers, the ones who put into effect decisions that have been reachedhigher up the management chain,” says Cont. “Whereas the SPHR is forthe people who formulate those policies.” The SPHR exam contains morescenarios, for example, that test the applicant’s ability to apply knowledgein specific, real-world situations. That’s crucial stuff for managers, but itdoesn’t address the issues involved in daily contact with complex systems.
For that reason, HRCI is conducting an analysis to determine which technologyitems could be added to the mix, and in what proportion. The Institute hasre-evaluated its offerings every five years in the past, but the pace will soonincrease to every two years because of the rate of technological change. Planscall for HRCI’s new survey to go to 6,000 randomly chosen HR professionals whoare certified as PHR or SPHR, asking what knowledge they need to meet theresponsibilities in their areas of expertise.
Those responsibilities are changing as fast as the computers that make itpossible to manage them because HR is moving up the corporate ladder. “Thebig issue facing HR today,” says PeopleSoft’s Row Henson, “is thatHR professionals need to think more strategically. I think that over the last 30years the human resource function has evolved from being a data collector andrecord keeper to measuring the impact of people. You have to be a human capitalstrategist to attract and retain people.”
Henson doesn’t downplay the value of HR certification programs, whetherthey are generalist in nature like the PHR and SPHR or more specialized, likethe certifications offered by the American Compensation Association (ACA), whichare specifically tuned to areas like compensation and benefits. But she believesthat HR professionals must become more analytical and technical in their skills.
Like most other systems vendors, PeopleSoft, which Henson serves as vicepresident for global HRMS strategy, offers its own training options. Theseinclude classes, CD-ROM-based training, and interactive sessions over theInternet, all providing software-specific skills. But whatever the venue, theskills involved are crucial. Says Henson: “The great HR professional cannotbe afraid of technology.”
A generalist’s required knowledge increasingly involves technical skills
In many HR training programs, though, technology is the dog that didn’tbark. The International Personnel Management Association, for example, offers anHR certification program that it introduced in 1999. IPMA represents governmentemployees at the federal, state, and local levels. Its human resource competencymodel lists 22 competencies that focus on a matrix of behavioral skills ratherthan technical expertise. Among these broadly stated competencies areunderstanding the business process, communicating well, using consultation andnegotiating skills, and understanding team behavior. Only one of thecompetencies is technology-specific: applying information technology to humanresource management.
According to Sarah Shiffert, senior director of association services at IPMA,the association believes that technology skills should be taught by morespecialized organizations. “We’ve located computers in their competencymodel by adding the information technology component. But they don’t explicitlyteach technical skills here; these can be taught via other venues, and they candirect people to them. We’re careful to assume a background in HR laws andpolicy, which is essential to doing the job, and they teach to thosecompetencies.” That background is taught in 40 hours of course work thatlays the groundwork for the exam.
Most certifying organizations agree that technology has transformed HR; thereal question is what the proper response should be. The American CompensationAssociation offers two certificates: the Certified Compensation Professional (CCP)and Certified Benefits Professional (CBP), both of which draw on a tightlyfocused knowledge core that is tested in a series of nine examinations.
Common to both certificates are basic accounting and finance principles,quantitative methods, and total compensation management, but at that point thecertificates diverge into electives chosen by their relevance to either subject.A benefits professional can study retirement plans, benefits issues inacquisitions and mergers, or health-care and insurance plans. A compensationspecialist chooses among executive compensation design principles, variablecompensation methods, sales compensation, and more.
Like HRCI, ACA revises its courses on a regular basis, and for good reason,according to executive director Anne Ruddy. “I came from a company where myhealth-care choices were all made available over the Internet,” Ruddy says.”I completed the forms online; I enrolled online. And the company had a lotof glitches the first year they did that because people didn’t understand whatthey were supposed to do. That in microcosm is what’s happening throughout HRas technology proliferates and job descriptions adjust.”
But ACA’s changing awareness of technology goes beyond certificate courserevision. Among its programs is a symposium for picking the right vendor fortechnology. Another is a series of workshops to be held at the next ACA annualconference. Topics for the latter include sales compensation in the era ofe-commerce, acquisition impact on information technology, and uses of technologyin transforming the employee benefits field. All these projects are attempts toslow the technology train just long enough for lagging professionals to get onboard.
“Educational materials or personnel manuals or benefits information –all these are now being distributed over the Internet,” Ruddy adds,”but in many cases companies are not considering the impact of this changeon the organization. They have to help these organizations do a better job ofimplementing the e-version of what everyone is used to doing in person.”Especially in the benefits field, technology is running rampant, with a widevariety of software systems for managing money, presenting enrollmentstrategies, and analyzing health-care options.
Is certification really complete if it doesn’t address technology?
All these changes make for problems for certifying organizations; how do youkeep up with a field that presents so many choices in hardware and software?That’s an issue the International Foundation of Employee Benefit Plans hasconsidered carefully. IFEBP runs the Certified Employee Benefits Specialist (CEBS)program, which provides another set of credentials in its niche within HR.
With a curriculum developed by the Wharton School, a division of theUniversity of Pennsylvania, the CEBS program consists of 10 college-levelcourses covering health and welfare, retirement, compensation, and numerousother HR issues relating to benefits. All 10 examinations must be completed toreceive the CEBS designation, which has been granted to more than 8,000graduates since 1976. Two of the 10 courses contain technology-specificinformation on information management, technology applications, outsourcing, andlegal issues surrounding new technologies.
But while he acknowledges that folding in more technology is inevitable,Daniel W. Graham, senior director of the CEBS program, believes that certificateprograms are properly designed to retain generalist agendas. In fact, Grahamquestions whether there is any alternative. “Students are going into theworkplace, where all kinds of applications are available on various kinds ofhardware. Their job is to teach broad principles and concepts in the employeebenefits field. They can supplement an applicant’s academic background, but wecan’t be job-specific.”
That conundrum is why the International Association for Human ResourceInformation Management (IHRIM) is developing a new kind of certificate program,one that acknowledges the uncomfortable middle ground in which many HR peoplefind themselves. “Certification isn’t up to speed with technology,”says Lynne Mealy, former president of IHRIM and now the organization’s chiefknowledge officer. “You may use systems in your daily work, but you don’tthink of yourself as a systems professional. You’re a benefits professional, acompensation professional, or what have you. The systems side has been left onthe sidelines.”
IHRIM intends to present a hybrid program that will blend both the technicaland functional side of human resources into a comprehensive certification. Whileacknowledging that training students on specific software isn’t feasible, theorganization will focus on core skills in human resource management systems. Itsfirst program will be presented at this year’s Society for Human ResourceManagement conference, in late June at the Las Vegas Convention Center. Thethree-day course will include an overview of HR systems, fundamentals of projectmanagement, vendor selection, and implementation.
Mealy sees no overlap between the IHRIM offering and existing certificateprograms; in fact, its course will be co-sponsored by SHRM, the organizationwithin which HRCI resides. “If you receive a PHR or one of the ACAcertifications, you’ve received the basics. But now you find yourself, much toyour surprise, managing HR systems. You might have gone in as an HR director,and now you’re told that the company needs to purchase a new human resourcemanagement system. Their certificate program is aimed at people like this, whohave a general HR background and now need to master the technical aspects of thejob.”
Technology has become essential to the HR curriculum
As IFEBP’s Daniel Graham notes, when they get down to the level of theindividual workstation, evolving technology makes setting standards problematic.But to at least one expert, the problem itself attests to the growth of HR.David Ulrich is a human resources specialist and professor of business at theUniversity of Michigan at Ann Arbor. He agrees that it’s not possible to teachto a specific set of software tools without losing perspective.
“This is survival of the fittest,” Ulrich says. “Imagine fourrestaurants opening on a street corner. In a year, two new ones take the placeof the two that failed. That’s where they are right now. Everybody knows we’regoing to have HR software to do staffing; everybody knows we’ll have HRsoftware to do training. Nobody knows where the standards will be yet because wehaven’t had time to find them. You can expect consolidation among softwaredevelopers that will eventually set broad standards for HR.”
Those standards cannot come too soon. Certifications, after all, are ameasure of potential and competency. And while more comprehensive degreeprograms in business administration or human resources are widely available,many professionals can’t make the time commitment needed to take advantage ofthem. That leaves HR specialists looking for reliable ways to validate theircredentials. As systems standards coalesce, the pressure on certificationprograms to include technology in their curricula can only intensify.
Workforce, May 2000, Vol. 79, No. 5, pp. 72-80— Subscribenow!
We expect that rising interest rates and a strengthening dollar could provide a bit of a headwind for the software group into year-end, but in general, fundamentals remain solid and as investors flip to calendar 2017 estimates over the next few months, it could provide another boost to the group, especially for those companies that have already provided a preliminary calendar 2016 outlook.
In general, they believe that the results from salesforce.com (ticker: CRM ), Workday (WDAY ), Palo Alto Networks (PANW ), Splunk ( SPLK ) and Veeva Systems ( VEEV ) all point to continued stability in terms of end-demand for software products that deliver rapid time to value and/or are considered strategic in the eyes of line-of-business (LOB) buyers.
Heading into December, they believe the playbook for calendar 2016 remains relatively unchanged with apps topping infrastructure and their favorite ideas remain Microsoft ( MSFT ) (value), Adobe Systems ( ADBE ) (growth at a reasonable price (GARP)/growth) and salesforce.com (growth). When looking into calendar 2016 and considering which names are potentially due for a rebound after underperforming in calendar 2015, they would highlight Workday and Veeva, with Veeva being their favorite small-cap idea.
For Oracle ( ORCL ) and SAP ( SAP ), the findings were a bit more mixed as the companies’ newer offerings are seeing positive trends in terms of spending intentions and the fact that you can more deeply customize their offerings also remains a positive for many of the larger organizations surveyed. However, these datapoints are juxtaposed against the expected decline in spending for their older, client/server offerings.
Other key themes include: 1) the shift to cloud continues in terms of core human resources management system (HRMS) adoption; 2) the rise of the “talent-driven organization”; 3) an increased focus on embedded and predictive analytics; 4) the growing importance of platform-as-a-service (PaaS); and 5) the growing presence of social and mobile technologies in the enterprise.
Market trends remain positive, with 46% of respondents planning to increase their spending within the next year. Sierra-Cedar’s survey found that 46% of total respondents plan to increase their spending on HR technology within the next year, a positive indicator across market participants.
Taking a deeper look, large enterprises are most eager to increase their total spending, with 52% planning an increase in the coming year (41% plan to keep budgets flat and only 7% forecast a decrease in spending) and likely representing a positive leading indicator for the more enterprise-focused vendors such as Workday, SAP and Oracle. These results trend increasingly towards flat year-over-year spending in the small- and medium-sized business segment; 47% and 42% of medium and small organizations plan to increase spending over the next year, respectively, while 44% and 53% anticipate budgets remaining flat. These trends are expected to benefit the cloud-based vendors somewhat disproportionately (versus legacy providers), with Workday seeing the largest gains alongside the newer cloud solutions from Oracle and SAP.
-- Kirk Materne-- Ken Talanian-- Patrick Falzon-- Ted Lin
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