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HRIS Project Teams Skills and Knowledge: A Human Capital Analysis

HRIS Project Teams Skills and Knowledge: A Human Capital Analysis

Hazel Williams, Carole Tansley, Carley Foster
Copyright: © 2009 |Pages: 18
ISBN13: 9781605663043|ISBN10: 1605663042|EISBN13: 9781605663050
DOI: 10.4018/978-1-60566-304-3.ch008
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MLA

Williams, Hazel, et al. "HRIS Project Teams Skills and Knowledge: A Human Capital Analysis." Handbook of Research on E-Transformation and Human Resources Management Technologies: Organizational Outcomes and Challenges, edited by Tanya Bondarouk, et al., IGI Global, 2009, pp. 135-152. https://doi.org/10.4018/978-1-60566-304-3.ch008

APA

Williams, H., Tansley, C., & Foster, C. (2009). HRIS Project Teams Skills and Knowledge: A Human Capital Analysis. In T. Bondarouk, H. Ruel, K. Guiderdoni-Jourdain, & E. Oiry (Eds.), Handbook of Research on E-Transformation and Human Resources Management Technologies: Organizational Outcomes and Challenges (pp. 135-152). IGI Global. https://doi.org/10.4018/978-1-60566-304-3.ch008

Chicago

Williams, Hazel, Carole Tansley, and Carley Foster. "HRIS Project Teams Skills and Knowledge: A Human Capital Analysis." In Handbook of Research on E-Transformation and Human Resources Management Technologies: Organizational Outcomes and Challenges, edited by Tanya Bondarouk, et al., 135-152. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-304-3.ch008

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Abstract

Global, enterprise-wide, information systems (GEIS) projects are often delayed with budget over-runs often due to a lack of understanding of the key roles required on the project. The “hybrid” knowledge and skills requirement of functional GEIS teams, typically composed of both IT personnel and representatives from the departments where the system is going to be used, are generally not acknowledged and understood. This chapter presents the findings of a study conducted with project teams working in a multi-national organisation implementing and maintaining the HR “pillar” of an SAP GEIS located in four countries. The main purpose of that study was the identification of HRIS skills and knowledge in the key roles on the global project and make suggestions for development of project team members. Using a human capital frame of reference, we provide a guiding framework which can be used as a sensemaking tool by those responsible for managing people working in hybrid roles on such projects.

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