Four misconceptions about HRMS manager self-service

HRMS manager self-service is a valuable tool for managers, employees and HR. Many ideas and opinions can impact the adoption and use of the tool so effective communication and marketing are essential for buy-in. Are misunderstandings influencing how your managers are using HRMS self-service? Here are four common misconceptions and how to reverse the trend.

1. "I’m doing HR’s job"

In the past HR was sometimes seen as a mysterious and closed profession that existed to perform administrative tasks and make sure that rules were followed. Managers were used to not knowing the details of the compensation packages of their direct reports, anniversary milestones or who was overdue for training.

Recommended reading: get to grips with HRMS manager self-service modules with our six-step guide to HRMS self-service success

HR needs to convey the message that employee engagement is directly influenced by manager involvement and awareness of career growth. Self-service provides the tool to help managers increase employee engagement through acting on information found in HRMS manager self-service modules.  

2. "I can now bypass HR rules to get what I want"

An untrained manager may not always understand market pay and compa-ratio and only sees HR as a gatekeeper that restricts salary increases. They may mistakenly see a HRMS self-service module as a possibility to circumvent policies and procedures.

A robust HRMS will not allow a manager to perform tasks via self-service which break business rules. HR must educate managers in policy and seek to understand their concerns so that the HRMS can be successful in the area of self-service and not viewed as a backdoor.

3. "I might do the wrong thing"

Managers often look to HR to provide instruction on important business processes such as the annual merit cycle. Some managers have a strong business collaboration with HR colleagues and trust them to instruct and guide rather than taking the leading position. These managers may hesitate to adopt manager self-service as ‘if it ain’t broke, don’t fix it.’

A strong training plan along with a hypercare period for any new manager functionality will help to transition managers into the driver’s seat for HR transactions. Keep the lines of communication open between HR and managers to provide assurance that help and advice are available to managers.

4. "Everything will take longer"

Managers may assume that accomplishing a transaction in the HRMS on their own will take more time than past HR assisted methods. Today’s generation of HRMS offer a good usability experience for managers, especially when you have configured the system to reflect your business processes and rules.

Engage managers to change perceptions through short bursts of training. Once a manager is able to get over the initial change management aspects, a manager will see that self-service is the fastest option.

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Heather Batyski

About the author…

Heather is an experienced HRMS analyst, consultant and manager. Having worked for companies such as Deloitte, Franklin Templeton and Oracle, Heather has first-hand experience of many HRMS solutions including Peoplesoft and Workday.

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Heather Batyski