At this season’s iTrent user groups for Phase 3 clients working with that system, we explored making the case for the system administrative function – be that in or out-of-house. Click here to read our user group mini guide (note: readership outside of those working with MHR will nonetheless find applicability to the support for other HRIS products, albeit with some editing suggested).
In steering a group where professions, perspectives and technical prowess differ, I conclude that there is a significant difficulty around terminology. Systems administration means to one something very different to another – and I think therefore useful to provide a sum. In simple terms, please take care of within the organisation 4 types of function to “administer” the HRIS in place. One or more of these so often is over-looked.
- The role of the vendor to manage and maintain on product
- The role of the super-user to support end users and maintain their interactions with the system and translate HR change within the HRIS
- The role of analyst and business intelligence expert
- The role of pure application support (with bespoke user acceptance testing the best example)
I and colleagues are accustomed to recommending various models to achieve this and I think that recommendation is contextual. But do notice that the curious case for systems administration does need to be a complete one.
For help with any System Administration function please call: 0800 321 3032 or email us: firstname.lastname@example.org
Also, click here to read more.
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About the Author: Kate Wadia
Kate’s passion at work is for bridging the gap between technology and people at work, translating for HR professionals the language of HR systems and making meaningful their potential. She believes that success with people technology is through people and that people are the differentiator. Using simple techniques drawn from HR experience, project management, business psychology and analogy with everyday life, Kate presents and explains how to work well with technology and technology projects in an HR leadership role. With a background in contrasting private and public sector HR management, Kate developed her thinking in seeking for herself to understand her first HR systems project-work. Kate is currently the Managing Director of Phase 3 Consulting, offering an independent take on the HR systems market in the UK, through a network of experts and a talented, growing internal team. Kate’s guiding principle is that openness offers knowledge-sharing, credibility and trust. Incorrigibly enthusiastic and up absurdly early for a working morning, she swears that she only drinks three good coffees a day, but nobody believes her! Kate also writes as an HR Zone columnist.