out - Journal of Electronic Commerce Research, VOL 11, NO...

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Journal of Electronic Commerce Research, VOL 11, NO 4, 2010 Page 251 T RANSITIONING TO A NEW HRIS : THE RESHAPING OF HUMAN RESOURCES AND INFORMATION TECHNOLOGY TALENT Sharna Wiblen Work and Organisational Studies, Faculty of Economics and Business University of Sydney Institute Building H03, NSW 2006 Sharna.wiblen@sydney.edu.au David Grant Work and Organisational Studies, Faculty of Economics and Business University of Sydney Institute Building H03, NSW 2006 David.grant@sydney.edu.au Kristine Dery Work and Organisational Studies, Faculty of Economics and Business University of Sydney Institute Building H03, NSW 2006 Kristine.dery@sydney.edu.au ABSTRACT The management of talent is increasingly recognised as critical to organisational performance, particularly during periods of change. This is evident in large scale change projects that are technologically based and where major changes to processes typically require shifts in skills and capability requirements. Based on a single in-depth case study, this paper presents a comprehensive exploration of an organisation‟s decision to transition from their proprietary stand-alone HRIS system to an integrated vendor system. The study shows how this transition ultimately led to the reshaping of the organisation‟s understanding of the talent requirements in both the Human Resources (HR) and information technology (IT) functions and resulted in a new approach to the management of talent. By applying a social construction of technology based approach (SCOT), we argue that it is important for those involved in the study and practice of transitioning technology to be mindful of the potential consequences for talent and talent management. Keywords: Human Resource Information Systems (HRIS), E-HR, talent management, social construction of technology (SCOT) 1. Introduction Changes in labour demographics, the „war for talent‟ [Ready, Hill and Conger 2008], skills shortages and several other factors have compelled organisations to consider new ways by which to more effectively manage their human capital. One response has been to recognise that “our people are our greatest asset” [Boudreau, Ramstad and Dowling 2002:4] and to seek to demonstrate a commitment to this claim by putting in place policies and practices that are specifically designed to enable an organisation to manage the identification, recruitment and development of individuals who are deemed „talent‟. The ability of organisations to effectively implement polices and practices associated with the management of talent can benefit from the use of information technology. The range of technology that can be used for this purpose is diverse, and within the academic and practitioner sphere it is referred to in a number of ways including E-HRM [Strohmeier 2007], web-based HR, virtual HR and Human Resource Information Systems (HRISs) [Ruël, Bondarouk and Looise 2004]. The focus of this study is on HRISs as they are considered to be one of the most dynamic and potentially useful technologies for business [Mayfield, Mayfield and
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out - Journal of Electronic Commerce Research, VOL 11, NO...

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