Geeta Gwalani explores how the optimum use of technology can be achieved in the context of global mobility programs of organisations.

The use of information technology within human resource (HR) management has increased greatly during recent years, with most organisations now using technology to some extent in their management of HR.

Some believe that HR practitioners have become more focused on adding strategic value within an organisation and becoming a business partner to line managers. A number of authors have suggested that technology may be used within HR to facilitate this shift in the role of the HR function, including Edward Lawler and Susan Mohrman in their 2003 Human Resource Planning article, 'HR as a Strategic Partner: What Does it Take to Make it Happen,' and Samir Shrivastava and James Shaw in their 2003 Human Resource Management article, 'Liberating HR through Technology.' However, HR functions also have been under pressure to reduce costs and make efficiency savings, sometimes achieved by outsourcing parts of the function, but often through streamlining the transactional aspects of the work by means of call centres, self-service, and a greater use of new technology.

The use of technology within HR has increased rapidly during recent years, with 77 percent of organisations using some form of HRIS in 2005, according to a paper published by the Chartered Institute of Personnel and Development.

Ulrich's Model

Dave Ulrich, ranked second among management thinkers by Executive Excellence in 2004 and 2005, and ranked number one management educator and guru by BusinessWeek in 2001, and listed by Forbes as one of the 'world’s top five'business coaches in 2000, has provided a framework built around the four key roles that HR professionals must fulfil to make their business partnership a reality (See Chart 1).

Ulrich suggests that HR professionals must learn to master both strategic (long-term) and operational (short-term) processes and be employee champions through focusing on the deliverables of strategy execution, administrative efficiency, employee commitment, and transformation and change.

This framework (shown in Chart 1) has achieved popularity among practitioners, as an inspirational model, which suggests that to be an effective business partner, HR managers should be able to provide services in all four quadrants, with the emphasis shifting between the quadrants according to the contingencies affecting the HR function.
One of the ways that HR professionals can achieve a degree of administrative efficiency (See quadrant I.) is through the optimum use of technology.

A Typical International Assignment Process

A simple illustration of the steps in an international assignment is shown in Chart 2.

The process begins with the profile match for the required role. The identification process itself requires that employee competencies are available. It is likely that these are maintained manually or that they are maintained using a database.
Stage two of the process is to identify applicable policies. The employee must have a thorough understanding of the entitlements and policies applicable in the role and the country.

After policies are identified, compensation is finalised. The finalised compensation will include decisions concerning whether the assignee will be on home-country payroll, host-country payroll, home-plus, or another alternative payroll structure, and whether he or she will be an expatriate or will be localised.

Next is the preparation for the role. Any competency gaps that are observed and are required to be filled will be inputs for preparing for the role. Culture orientation is an imperative at this stage.

Following preparation, work permit application and tracking is conducted. The tracking of the work permit application will help the employee plan for the assignment.

The next step is the actual travel. The HR manager should ensure that the employee’s travel plans are finalised and all the necessary documents are available and in order.
Once the employee is at the destination, details must be tracked for the purposes of destination services, including payroll, housing, registration at the local state offices, performance appraisal while in the new role, and the validity of the visa/work permit.
The final stage is repatriation. Repatriation of the employee will involve assisting his or her return to the home country and preparation for a new role in the organisation. In many ways, repatriation is equivalent to all the processes that are required when the assignee is identified for an international assignment.

Technology

In general, technology is the relationship that society has with its tools and crafts, and to what extent society can control its environment. The Merriam-Webster dictionary offers a definition of the term: “the practical application of knowledge especially in a particular area” and, “a capability given by the practical application of knowledge.”
Applying the above definition to “global mobility” would translate to the application of technology to facilitate global mobility programmes. Based on the typical steps in a global mobility program illustrated in Chart 2, Chart 3 provides a summary of whether it is possible to use technology in such programmes and the extent to which it helps.

The table is based on the author’s experience as both a user and a consultant. It should be stated that the capabilities of technology also depend on the degree to which organisations are willing to invest in obtaining and developing world-class systems.

The Benefits

In their paper 'Technology in Human Resource Management: a Means to Change the HR Function?' authors Emma Parry and Shaun Tyson have listed the following themes regarding the effect of technology on the HR function:

• speed and efficiency of processes;
• transparency and consistency of processes;
• employee engagement and commitment;
• reduction in administrative and transactional work;
• facilitation of a change in HR structure; and
• facilitation of a strategic data-driven HR role.

Technology Now and in the Future

Returning to Ulrich’s model, the HR and global mobility departments have a great deal to gain by replacing existing deficiencies with operational efficiencies that can be achieved through the use of technology.

In addition, the effective use of technology can enable organisations to track employees and reach out when required. In many organisations, the issues concerning stealth expats can be controlled.

Technology has, of course, affected organisations in a number of ways. In many organisations, technology has helped develop more advanced economies. While philosophical debates have occurred over the present and future use of technology in society, with disagreements about whether technology improves or worsens the human condition, organisations are making significant investments in technology with a view to have simplified processes and, furthermore, control costs.

14 November 2007

Geeta Gwalani, GMS, is assistant general manager leading the Centre of Excellence for TATA Consultancy Services Limited’s SAP-HCM practice, Mumbai, INDIA, and a member of the MOBILITY Global Editorial Advisory Committee. She can be reached at +91 22 5550 9467 or e-mail Geeta.g@tcs.com.

Reprinted with permission of Worldwide ERC®, from the November 2007 issue of MOBILITY