The implementation process of the entire human resources management information system is the same as that of most enterprise management information systems and requires a clear implementation guideline. Our guiding principles are: clear strategy, seeking truth from facts, clear priorities, step by step, and appropriate choices. How to understand these five guiding principles?

1. The strategic goal of implementing informatization is clear;

The main purpose of an enterprise purchasing a human resources information system is to improve the efficiency of the enterprise's human resources management and enhance the standardization level of the enterprise's human resources management. . One of the most important points is the management level of human resources management. How to improve the level of human resources management of enterprises through the implementation of information systems? This is the question of how we formulate our project goals.

In fact, this big goal is not very clear. For the implementation of a software project, the goals of the project implementation must be clear.

First of all, the goal must be limited to the scope of human resources management. Avoid target requirements that do not fall within the scope of human resource management. For example: adding complex party member and party affairs management or other marginal relationship business requirements during the implementation of human resources actually confuses the strategic goals of the entire human resources management project. In the end, the implementation of the entire human resources management information system project may fail due to these marginal business requirements.

Therefore, the first guiding principle is the need to have clear strategic implementation goals.

2. The goal of implementing informatization is practical;

The implementation of human resources management information system has practical goals. Before the implementation of most management information systems, users often hope that they can use the information system to The implementation brings a qualitative leap to enterprise management capabilities. Therefore, in the end, the implementation goals of the entire project were not in line with the actual management status of the enterprise.

For example: The corporate performance management ideas and systems of some companies are not very complete or almost non-existent, but their leaders do realize that performance appraisal can help them control the quality of corporate human resources management. . They often hope to learn from other people's successful experiences and steps, and implement human resources information systems in the hope that a set of information systems can change the current situation of corporate performance appraisal.

For the above users of human resources information systems, the goal of implementing human resources systems is not very practical. As a set of management information systems, it essentially requires the enterprise's own management capabilities to advance together with the quality of software standardization management and automated management. At certain stages, the improvement of the company's own management quality is often more important, but is a prerequisite for the implementation of a set of human resources information systems.

Therefore, after achieving a clear goal in the guiding principles, this goal also needs to be a real and practical goal. rather than a utopian, blind goal.

3. According to the actual situation of the enterprise, the priorities should be clearly defined;

What is a practical goal? According to the actual situation of the enterprise, the priorities should be clearly defined. I believe this is very easy to understand. If an enterprise does not institutionalize formal performance appraisal, then there is no need to purchase and implement a performance appraisal management module. The main purpose of purchasing a human resources management information system can be to improve the management efficiency of basic work and centralized and unified management of data. Therefore, you only need to purchase basic applications, personnel management, and salary management. This can not only reduce the cost of one-time purchase, but also reduce the project implementation risks of both parties.

For those companies that require high-level references such as performance appraisal, they can also divide the main needs and secondary needs, and focus the time and manpower in the key stages of implementation on the completion of the main goals, while As the project implementation becomes longer, the secondary goals can be completed one by one step by step.

Eventually, the entire human resources management information system will be gradually put into operation, and at the same time, corporate managers and corporate employees can gradually integrate into the atmosphere of information management.

4. Implement step by step and in stages, and avoid being greedy for big things and seeking speed;

The above guiding principles of clear goals, practicality, and clear priorities have been basically determined. What principles need to be followed during the implementation of the project? Implement in stages, and avoid being greedy for big things or seeking speed.

During the project implementation of the human resources management information system, we will encounter as soon as possible that the enterprise human resources managers, with the goal of improving the enterprise's human resources management level, also hope to immediately express their work to the enterprise leaders. Ability and performance. Therefore, the implementer is often required to accelerate the project implementation progress as much as possible, and to complete the entire project goals in one stage at once. According to the words of the implementers, it immediately became an "impossible task." However, judging from the implementation failure experience of most human resources management information system projects in the past. This often brings worse results to human resource managers.

A serious acceleration of the implementation progress will inevitably lead to a large investment of resources from the implementing party, and Party B often considers the total cost and cannot invest 100% of the required manpower and material resources. In the end, the workload of one person's implementation will be too large, and the final result is As a result, problems cannot be communicated and resolved in a timely manner, and implementation quality cannot be guaranteed. Moreover, for the basic operators of Party A's human resources department, rapid implementation does not allow them to better master the skills and methods of using the software, and they may only be able to understand the use of the software according to their own ideas. Once these become habits, they are difficult to change. In the end, serious problems occurred in the implementation quality of the entire project, which ultimately led to the failure of the entire project implementation.

5. Correct the position of informatization and appropriately choose informatization needs;

For human resources management information systems, every user must clearly understand the positioning of the software, especially management Information system. Its most basic function is to improve management efficiency and standardize management. However, the real improvement of management quality and effect cannot be produced by management information system. Moreover, China's human resources management industry does not have national normative standards like financial management. The general framework of human resources management of each enterprise is similar, but there are always various business needs and own characteristics in management details. These features often become the biggest risk points in the implementation process of the entire human resources management information system.

Since it is a risk point, we must avoid these risk points from the perspective of the entire project. As the project implementation party, Party A must also be aware of these risk points that may cause the failure of the entire project implementation. Moreover, no software is a "panacea" for business management, so every project team member, including business leaders, must realize that software cannot completely replace human management. Therefore, software cannot meet 100% of the information needs of enterprises.

Therefore, we should be clearly aware of the existence of these risk points during the entire project implementation process. A realistic analysis of the enterprise's information needs, and the completion of the main business function requirements represents the successful implementation of the entire human resources information system.

The most important thing for the implementation of the entire human resources information system is to be fully prepared before starting. Whether Party A or Party B is a member of the project implementation team, they should have a clear positioning for the implementation of the entire human resources management information system project in accordance with the guiding principles. In the end, it is possible to achieve the successful implementation of the entire software project.

This is what I collected. I hope it will be helpful to you. I specialize in this business. If you need help, you can add *** to discuss;