P&O concerning personnel planning (levels, functions, diversity, etc., and after that Imake vacancy plans.‖(HR sp-3)―Thanks to DeBOHRA, the board now discusses HR issues on another level. Today Ipresented a balance-score card to all P&O directors of all ministries. It‘s easy to make abalance-score card now. e-HR makes it much more modern.‖ (HR sp-5)Orderly information in DeBOHRA makes it possible for HR specialists and linemanagers to manage employee performance objectively.―DeBOHRA = transparency: all jobs are now ‗officially‘function-matched and notpeople-matched, which is useful to map career opportunities and objectify promotions.It became more visible with DeBOHRA. At least with DeBOHRA, performances ofpeople can be objectively evaluated. It is very good.‖ (Line man-2)DeBOHRA is seen as a means to make HRM more efficient. At the moment there are60 HR specialists working for almost 2000 employees at the Federal Agency.―At the moment there are 60 employees in the HRM department working for 2000workers. A norm for thepublic sector is 1:60, but here we have 1:33.‖ (HR sp-5)7Strategic Benefits from DeBOHRA: Quantitative and qualitativedata combinedPerceived benefitsPerceivedstatusofbenefitsImproved image of the HRM department and HR professionalsRealizedPerceptions about uniqueness of the HRMRealizedFacilitating a new way of ―doing HRM‖ and professionalization of theHRM functionRealizedEnabling strategic and analytical HRM discussionsRealizedHRM-related information is orderly and transparentRealizedEnabling sharing of HRM-related informationRealized
28HR administration is easier than without e-HRMConditionalEnabling and simplifying strategic workforce planningConditionalEnabling, objectifying, and simplifying strategic performance man-agementRealizedStrategic re-orientation of HR professionalsConditionalTime saving for HR pro‘s by reducing HR administrationConditionalTable 4. Overview of the realized and conditional benefits perceived from using DeBOHRAThe results from the quantitative and qualitative studies combined leads to the followingpicture: the implementation of DeBOHRA has resulted in an improved image of theHRM department and HR professionals, it has contributed to perceptions of the uniquecharacter of HRM within theministry, it has facilitated a new way of ‗doing HRM‘ andcontributed to the professionalization of the HRM function, it has enabled strategicHRM discussions, it has lead to more orderly and transparent HRM information, it hasenabled the sharing of HRM-related information, and it has enabled objectifying andsimplifying strategic performance management.Only if certain conditions are met (e.g. integration of tools, user readiness, line managerinvolvement), the implementation and use of DeBOHRA will make HR administrationeasier, it will enable simplifying strategic workforce planning, it will enable thestrategic re-orientation of HR professionals, and it will save time for HR professionals.We summarize in Table 4 the integrated overviews of statistical and interview-based
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