Sep 2, 2000 ... 1. Chapter 1. INTRODUCTION TO HRMIS. VISION OF HUMAN RESOURCE
MANAGEMENT. The Human Resource Management Information ...
Chapter 1 INTRODUCTION TO HRMIS
VISION OF HUMAN RESOURCE MANAGEMENT The Human Resource Management Information System (HRMIS) was developed in line with the human resource management vision, ‘To be the leader in the Development And Management of Human Resource in Order to Achieve the Government’s Vision.’ This vision was decided upon during the seminar, HR Function Visioning Workshop for Senior Management, which was held on 21-22 June 1999. This aim is in line with the government’s vision to become a developed nation by 2020. PUBLIC SERVICE DEPARTMENT SPEARHEADS HRMIS As the central agency responsible for public service human resource management policies, the Public Service Department (PSD) was selected as the lead agency to spearhead the implementation of the HRMIS. Officers from process owner divisions comprising the Remuneration Division, Pension Division (now known as the Post-Service Division), Services Division, Organisation Development Division, Training Division (now known as the Human Capital Development Division), Management Services Division, Planning, Research and Corporate Division, and Psychological Services Division were directly involved in verifying the human resource processes, which were developed for the HRMIS. They were also involved in the testing stage of the application to ensure compliance with prevailing policies. During the implementation stage, they verified the improvements on human resource policies according to changes that occurred from time to time. The Information Management Division was given the responsibility to manage the implementation of HRMIS, and provide information on public service human resource.
This role involves three main programmes: 1.
Implementation of the Public Service Human Resource Management Information System (HRMIS) in all public sector agencies, encompassing the following activities: • Preparation of base data; • Establishment of base data through the implementation of the Personal Records, Management Service Profile and Personnel Data Management modules and submodules; • Strengthening base data through the implementation of the Resourcing, Organisation Development and Separation modules and sub-modules; • Expa nsion of comprehensive H R M IS modules a nd sub -modules/ implementation; • Change management and customer relations; • Establishment of communication channels at all levels of the agency; • Expertise development; • Diversification of learning methods to enhance skills of module owners and users in HRMIS; • Preparation of infrastructure; • Upgrading of the capability of information and communication technology (ICT) infrastructure at the PSD Data Centre; and • Ensuring accessibility of the HRMIS by all agencies. Re-engineering of the HRMIS human resource management business model by means of: • Ensuring that the HRMIS human resource processes are kept relevant; • Providing consultancy services for the standardisation of human resource policies and management processes; and • Being directly involved in the human resource management policy making. Creation of a public service human resource database through the following actions: • Ensuring the integrity of human resource management data; • Obtaining reliable data from authoritative sources through integration of HRMIS with agency legacy systems;
• Making the database a source of reference for information on human resource management; and • Expanding the use of the Executive Information System at the ministry and State Secretary Administration.
HRMIS MISSION As one of the government’s flagship applications, HRMIS has a clear mission so that all public sector agencies implement it in line with the vision of public service human resource and e-Government aims. Therefore, HRMIS must remain relevant in public sector human resource management through its continuous application improvement. HRMIS OBJECTIVES The objectives of HRMIS are designed to ensure that the developed application will be able to improve the performance of public sector delivery system. These objectives are designed to: • Enable planning of the workforce and determine the effective size of public service through human resource management information; • Automate the operation processes of human resource management; • Develop integrated and updated human resource information for the purpose of effective human resource planning; • Facilitate horizontal communication and integration, coordination of human resource processes and access through a single window; • Contribute to the creation of a paperless environment; and • Make available a human resource information system that is open, flexible and updated to meet the management needs of the various levels of agencies. THE ESTABLISHMENT OF HRMIS “Malaysia has industrialised so rapidly that when once commodities made up 100 per cent of our exports, today manufactured goods constitute 78 per cent of our exports valued at US$75 billion. Yet we are not a developed country. To become a developed country according to our Vision 2020 we cannot continue with conventional manufacturing industries. We have to move into the information industry…”
This is an excerpt from a speech by Tun Dr Mahathir Mohamad during the opening ceremony of “Multimedia Asia on Multimedia Super Corridor (MSC)” at the Putra World Trade Centre (PWTC) in Kuala Lumpur on 1 August 1996. The Multimedia Super Corridor (MSC) is an initiative by the government to shift the nation into a knowledge- and information-based economy to ensure that the nation remains competitive and resilient. In this context, the development of Electronic government for national development was initiated in the 7th Malaysia Plan (7MP) and continued in the subsequent Malaysia Plans. This decision is seen as a wise move as in 1996, the world underwent an economic crisis, the effects of which were also felt by our country. To realise the implementation of the MSC, the government established the International Advisory Panel consisting of 25 personalities among business leaders, policy-makers and academics in the ICT world. The main function of this panel is to provide ideas and recommendations to the government on the development and implementation of the MSC. Accordingly, the government launched the Concept Request for Proposal (CRFP) for 15 pilot projects in the MSC flagship applications on 26 July 1997. Among the pilot projects identified was the Human Resource Management Information System (HRMIS). This is an integrated system, facilitated by technology that combines the best practices of global human resource management. MRCB Multimedia Consortium Sdn. Bhd. (MMCSB) was selected by the government to develop and implement the HRMIS project. On 1 April 1999, a signing ceremony was held between the government and MMCSB with the Chief Secretary to the Government, Tan Sri Abdul Halim bin Ali, representing the Malaysian Government and Dato’ Khalid bin Haji Ahmad representing MMCSB. The ceremony was witnessed by the Minister of Energy, Communications and Multimedia, Datuk Leo Moggie. At the ceremony, Tan Sri Abdul Halim said that for the first time ever, the HRMIS would link all government agencies electronically, so that human resource information at the grassroots could be easily channelled to the higher levels such as the agency headquarters, Ministries, State Secretary Offices and the PSD. MMCSB, as the project implementer, is a consortium of 18 local companies led by Malaysian Resources Corporation Berhad. The other companies are as follows:
• Accurate Network and Systems Integration Berhad
• BSN Information Technology and Services Sdn. Bhd.
• CS Technologies Sdn. Bhd.
• Digiera Sdn. Bhd.
• Edaran Computer Sdn. Bhd.
• Hijau Inovasi Teknologi Sdn. Bhd.
• Irshad Consulting Sdn. Bhd.
• Leapfrog Technologies Sdn. Bhd.
• Mark System Sdn. Bhd.
• Mobile Computing System Sdn. Bhd.
• New Technology Innovation Sdn. Bhd.
• Orienasli Holding Sdn. Bhd.
• Origin Technology Sdn. Bhd.
• Quantum Parallel (M) Sdn. Bhd.
• Sepakat Computer Consultant Sdn. Bhd.
• Berita Information Systems Sdn. Bhd.
• Sistem Televisyen Malaysia Berhad
The responsibilities of the companies in the development of HRMIS include project management, process improvement, change management, system development, installation management, training and education, as well as operations and support services. According to the original HRMIS agreement, the first phase of the project began on 12 April 1999 and was scheduled to complete in the 24th month or 11 April 2001. The second phase was scheduled to start immediately after that and completed on the 42nd month or 11 October 2002. However, the period was extended owing to three changes. The first change was caused by the necessity of extending the period for the business improvement process (BIP), which resulted in the first phase being extended till the 38th month or 11 June 2002, and the date of completion for the second phase extended to the 59th month or 11 March 2004. The second change involved the milestone deliverables from management and operation into 4 packages. The third change entailed the closure of the first phase in 2004.
As stipulated in the contract between the government and the consultant, RM99.89 million was allocated for the development of HRMIS. Of this amount, 58.4 per cent was allocated for hardware and software, and the rest for services and the development of applications. On 17 September 1999, the Government announced to public sector agencies the implementation of HRMIS application. All agencies were advised not to continue with any effort to develop other Human Resource Management System to avoid redundancy and duplication of systems. WHAT IS HRMIS The HRMIS project is a government initiative to ensure that human resource management in the public service produces skilled, trained and motivated workers. The HRMIS that has been developed is now being implemented throughout the Malaysian public service. The HRMIS is not merely a human resource application system, but more importantly, it represents a new approach for more comprehensive and integrated human resource management in overcoming the many challenges of public sector management. The development of HRMIS is based on ten key functions of competency-based human resource management, as illustrated in Figure 1. Figure 1: Public Sector Human Resource Management Model STRATEGY FORMULATION & review
REMUNERATION, BENEFIT & REWARD
EMPLOYEE COMMUNICATION & behavioural MANAGEMENT
PERSONAL RECORD MANAGEMENT ESTABLISHMENT DATA
Among the main features of the HRMIS are that it is process-driven, it provides for self-service facilities and it is web-based. The application allows all members of the public sector to update their personal records and to apply for the various available service benefits such as leave, travel claims and training courses. In addition, the data of HRMIS public sector human resource processes stored in a centralised database will facilitate analysis and strategic planning of human resource, either at the department, ministry, state or national levels. The changes that are brought about by HRMIS are based on public service trends and practices around the world covering all human resource matters, as shown in Figure 2. Figure 2: Human Resource Process Mapping into HRMIS Modules
Human Resource Planning
Placement in Pension Scheme
Service Scheme Human Resource Planning
Promotion (Procurement Element)
Strategy Formulation and Review Competency Assessment
Confirmation of Service
Payroll Management (Target Management and Performance Evaluation)
Employee Communication and Behavioural
Health Benefits Claim Processing Leave Processing Salary Processing
Benefits and Remuneration
Remuneration, Benefit and Reward Personal Record Management
The modules and sub-modules developed under HRMIS were regarded as innovative outputs, which saw a change in philosophy from a conventional 27-function human resource management system to a 10-function competency-based HR To-Be Management.
LAUNCHING OF HRMIS On 12 April 1999, the launching ceremony of the HRMIS pilot project was held at the Bukit Kiara INTAN, which was attended by all the departmental heads and representatives of the ten pilot agencies. It was conducted by the then Director-General of Public Service, Tan Sri Samsudin bin Osman. With the launch of the project, the HRMIS Project Task Force began operations in the PSD as the lead agency. The ten selected pilot agencies to represent the five types of public sector services in Malaysia were: • PSD, Ministry of Health, Malaysia Administrative Modernisation and Management Planning Unit (MAMPU), Prime Minister’s Office, Department of Irrigation and Drainage and Department of Veterinary Services representing the Federal Public Services; • Department of Sarawak Chief Minister representing the State Public Services; • Majlis Amanah Rakyat representing the Federal Statutory Bodies; • Selangor State Development Corporation representing the State Statutory Bodies; and • Kuala Lumpur City Hall representing the Local Authorities. WHY HRMIS IS NEEDED Before the government arrived at the decision to develop the HRMIS, many studies had been conducted to identify the best practices and use of ICT as an enabler to improve public sector human resource management. As such, the implementation of the HRMIS takes into account the following factors: 1.
Optimal Use of Technology
Through the development of HRMIS, the government can optimise existing ICT infrastructure by automating human resource management in a standardised and comprehensive manner, without being confined to any particular function. The HRMIS has incorporated the entire process of human resource management from strategic planning, recruitment, placement, promotion and separation. 2.
Continuous Monitoring of Human Resource Management Policies
The use of a standard system in all public sector agencies will facilitate the monitoring of human resource management policy implementation on a continuous basis. Current,
accurate and reliable data that can be quickly obtained online will greatly assist decision and policy-making processes. Consequently, the improvement process of human resource policies can be carried out effectively and continuously. 3.
Intra- and Inter-Agency Information Sharing
The Malaysian public sector human resource management has various levels in its organisational structure, with a large number of agencies and varying jurisdictions among the agencies. In this context, the human resource process usually involves a chain of authority at the various levels and agencies. An example is the exchange of officers between agencies, which entails both placement and management of salaries. Information sharing via the system will help avoid repeating the process of recording and this makes for a more efficient and effective management of human resources. The HRMIS allows online sharing of human resource management information among federal agencies and other agencies. Its use also facilitates the process of analysing information and ensuring that work distribution among civil servants in terms of planning, strategy and operations is consistent. 4.
Performance of Civil Servants
With HRMIS, the performance of civil servants can be measured against the goals and targets set by the key performance indicators (KPIs) agreed upon by the head of department or agency, and individual performance can be monitored and assessed in line with the agency’s objectives and goals. PROJECT MANAGEMENT The government established a Project Management Office to ensure that the implementation of the HRMIS project runs smoothly according to the set schedule, quality and cost. The main functions of this office include management, coordination and monitoring of major project activities such as contract management, project progress monitoring, management of project progress payments, risk and issue management, and management of technology transfer. In terms of project management, the major changes in approach and delivery schedules are as follows:
• Extension of process improvement study period from four to 17 months; • Change in implementation approach of the development system in the original contract from two-stage delivery of partial operational and partial managerial to full operational and full managerial; • Change in implementation approach from full operational and full managerial to packaged-based comprising four packages of 15 modules; • Change in approach from package-based to individual modules; and • Change in project completion date for the first and second phases from 11 March 2004 to 30 September 2004 for the completion of the first phase alone. Contract Management
The development of the HRMIS project consists of three contracts: • HRMIS Agreement dated 1 April 1999; • HRMIS Integration Interface Development Agreement with Legacy Systems dated 18 October 2004; and • HRMIS Application Improvement Agreement in accordance with the Malaysian Remuneration System dated 6 July 2005. All of the above contracts were signed between the Malaysian Government and MRCB Multimedia Consortium Sdn. Bhd. With respect to contract management, the HRMIS Agreement underwent three amendments throughout the project period, that is, on 27 January 2001, 13 May 2003 and 24 May 2005. The HRMIS Agreement (Third Amendment) concluded the development of the HRMIS at the first phase only, although the consultant was initially tasked with the implementation of the second phase as well. The second phase of the HRMIS project was continued by the government. 2.
Project Progress Monitoring
Project management monitoring entails the monitoring of project development progress, project documentation delivery, and payments. Monitoring of the project development progress was carried out through the Project Status Report Meeting comprising both the Government Project Team as well as the Consortium Project Team. Meetings were held weekly throughout the duration of the project.
Risk And Issue Management
Risk and issue management is a form of control to ensure that the development and implementation of applications run smoothly. The Risk and Issue Meeting was held weekly after each Project Status Report. During the meeting, risks, issues and measures to be taken to address them were discussed. 4.
Technology Transfer Management
Technology transfer involves the process of learning technology in system development, particularly the best practices of human resource management. The government consultants were tasked with the responsibility of ensuring the transfer of technology to the government as stipulated in the HRMIS Agreement. Technology transfer activities occur through technical and HRMIS application courses, job sharing protocols, discussions and workshops. This assessment was focused on aspects of development management, implementation and maintenance of the HRMIS project. Overall, the Government HRMIS Project Team already possessed some degree of knowledge and skills in the following aspects: • Project management; • Process improvement; • Change management; • Training and education; • Development of application systems; • Testing process and product acceptance; • Data management; • Integration management; • Handling of operational and support activities; and • Installation management. In terms of HRMIS application development, the Government HRMIS Project Team had the basic knowledge and skills to develop and maintain application systems. However, more in-depth knowledge was required to carry out system fine-tuning, including the restructuring of databases and system security as the HRMIS is a complex application system. With respect to operational and support components, specialised knowledge and skills are required to manage and operate the Data Centre, including:
• • • • •
HRMIS Logo Concept
Data Centre capacity planning Change management control Monitoring system Data Centre and hardware security Configuration management
The concept of the logo is based on the abbreviation ‘HRMIS’ which stands for ‘Human Resource Management Information System’. Schedule 1 and Schedule 2 explain the forms of HRMIS logo. Additionally, HRMIS can also be defined as follows: H
Horizontal: Horizontal integration, as well as mainstreaming processes and precise communication, is achieved through a comprehensive system of cooperation among government agencies supported by the HRMIS system. R Rightsizing: An effective public service supported by reliable information (i.e. accurate information in terms of time and place). M Managerial and operational: Management and operational processes at different levels can be enhanced through a flexible, open and paperless system. I Intuitive: Having reliable instinct and an increasing number of smart civil servants to ensure more effective work practices. S Sophistication: The HRMIS system heralds a new era for the government and civil service system as the country marches forward to achieve Vision 2020.
Schedule 1: HRMIS Logo Concept No.
Represents the abbreviation ‘IT’
Harmony, cooperation and coalescence
Represents workers as the pulse of the e-government, the Malaysian Government, and the Malaysian nation in general
Red Energetic, diligent, persevering, earnest and successful
Inner – Coalescence of all resources to achieve Vision 2020 as one nation, one goal and one theme
Dark/royal blue Confident, responsible, dependable, intuitive, intelligent and smart
Outer – Reaching out to serve rural and urban Malaysians from all walks of life
Light blue Peaceful and creative
Two curves –Spiritual and physical, mental and emotional balance Schedule 2: HRMIS Abbreviation No. 1.
Form Concept Strong and stable to reflect the use of high technology and multimedia
Colour Concept Blue-green Advanced, environmental-friendly and balanced
SUMMARY The HRMIS project is a government initiative to ensure that human resource management in the public sector is able to produce skilled, trained and motivated workers. HRMIS is not only a human resource application system, but also a new, comprehensive and integrated approach in the management of public sector human resource. It has been successfully developed and is currently implemented throughout the Malaysian public service. The development of HRMIS project is in line with the efforts and goals of human resource management, which is to become a leader in the management of human resource to achieve the government’s vision.
Chapter 2 HRMIS: PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT SYSTEM
The Human Resource Management Information System (HRMIS) has been developed through extensive research on the best practices of human resource management by world renowned organisations as well as human resource management trends of the 21st century. PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT TO-BE MODEL AND PHILOSOPHY The Public Sector Human Resource Management To-Be model has been formulated for use by all agencies. It has ten main functions of public sector human resource management. The developed human resource processes in HRMIS modules are based on a fixed philosophy. This is to ensure that human resource management is efficient, effective, constantly relevant and responsive to current challenges. This model puts competency assessment as the basis for all human resource processes, which is also the key to mobilising human resource management functions. This function promotes self-development and continuous improvement through a user-friendly approach. Competency assessment will also encourage individuals and line managers to assess competency levels using valid assessment methodologies. The second function of this model is the development activities relating to the ongoing process of formal and informal training. The purpose of this function is to enhance a person’s abilities to ensure continued contribution to the organisation. At the same time, development opportunities are provided to promote self-learning and just-in-
time learning. This is clearly demonstrated when opportunities are given to employees and managers to plan, select and evaluate development programmes for employees to acquire new competencies or for career advancement. The performance management function is able to align individual goals with organisational goals, as well as monitor and evaluate individual performance based on the KPIs, the team and organisation. This function also promotes personal monitoring to strive for continuous improvement and becomes part of the daily routine of the management. Performance management also links performance to career development, development requirements and rewards. The remuneration, benefit and reward management function allows fast, accurate and timely automatic processing of remuneration and benefits. It also provides a mechanism to administer remuneration, benefits and rewards in the development and maintenance of public sector human resource. A system that is fair and in line with the ambition of the organisation to develop intellectual capacity will also promote employee retention and enhance performance. The philosophy behind the fifth function of career management aims to provide a systematic approach in promoting human resource development in line with career pathways and organisational needs. It also promotes sharing and ownership between individuals and line managers in identifying career pathways and strategies to achieve goals as well as continuous monitoring of their progress. In addition, this function provides a sustainable, equitable, flexible and customer-oriented framework for individuals to plan and identify strategies for career advancement. At the same time, it provides opportunities to the individuals who constantly strive to improve their competency and performance to progress in the organisation. Human resource model need to change in line with the rapid change of the environment. This is to ensure that human resource strategies and policies remain relevant to the needs of the organisation. This philosophy is carried forth in the sixth function, which is formulation and evaluation of human resource strategy, to ensure that the mechanism for aligning human resource management strategies with the goals and objectives of the organisation can happen quickly and effectively. Its main activities include the description of values created by the human resource function through its vision, thinking style, etc. This feature can also develop the human resource function through the determination of deliverable outcomes.
The philosophy of the human resource recruitment function is to provide a mechanism to integrate in a comprehensive manner the various human resource management functions such as manpower planning, recruitment, transfer, development and training to ensure that the manpower requirements of the organisation are met. This feature also serves to identify the short-term needs of human resource based on the activities of the organisation. This process begins by identifying the roles, positions and competencies to carry out an activity and ends with the acquisition of resources. The function of separation has the underlying philosophy of facilitating the exit of civil servants from government service. It will also facilitate attrition trends as well as provide a retention strategy to maintain skilled public sector manpower. Through this function, all logistical issues such as assets and security passwords can be resolved, and relevant human resource function operations such as human resource recruitment, retirement, benefit and reward management, and development will be triggered. The personal record management function is focused on a mechanism to put in order all public sector human resource personnel records. This feature puts the responsibility of updating personal records on each individual. This process involves activities such as updating personal details, information on family, health, education, language skills, declaration of assets and awards. The final function is the employee communication and discipline management. Its philosophy is to create a conducive working environment between the management and employees. At the same time, this function can improve cooperation as well as promote harmonious employer-employee relations through the provision of reporting, monitoring and resolution of human resource issues. HRMIS MODULES AND SUB-MODULES The HRMIS human resource management application consists of 11 core modules comprising 39 sub-modules and two support modules comprising eight sub-modules. Overall, the HRMIS has 47 modules and sub-modules as listed in Schedule 3 to complete the entire process of public sector human resource management.
MODULE DESCRIPTION Each module has a specific function to facilitate the human resource process by the user. The human resource process will record and update all human resource transactions. Each HRMIS application module is described below: Schedule 3: HRMIS Modules and Sub-Modules Core Module 1
2 Core Module 2
Core Module 5
Efficiency Level Assessment
Core Module 4
Core Module 3
Personal Record Management
Career Path Assesment Career Plan
Performance Management Confirmation in Service
Develop Resourcing Action Plan
Reassignment of Competency Owner
Acquisition of Competency Owner
Preparation of Competency Owner for Assignment
17 Core Module 6
Develop Tactical Activity
Formulate Policies and Procedures
22 23 24 25 26
Core Module 8
27 28 29 30 31
Core Module 9
Strategy Formulation and Review
Core Module 7
Formulate HR Strategy
Evaluation of Strategy Effectiveness Long Term Manpower Planning
Assess Utilisation of Manpower Job Evaluation
Organisational Development Develop Position Norms Study
Competency Development Program
Employee Communications and Behavioural Management Disciplinary Counselling
Management Employee Relations
34 36 37
Renumeration, Benefit and Rewards
38 Core Module 10
Core Module 11
Support Module 1
Support Module 2
Establishment Data Separation
Executive Information System
43 45 46 47
Decision Support System Web Publishing
Figure 3: HRMIS Main Menu Interface Human Resource Management Information System
mohd salleh bin mohd said
Establishment Data Module
This module stores information such as service scheme and service group, units and activities, organisational structure, standard position, actual position, job description, competency level of postings, key result areas and the required logistical resources of a position. 2.
Personal Record Management Module
This module stores basic information of officers such as personal particulars, family particulars, language proficiency, academic qualifications, driving licence, bank account number, work experience prior to joining the public service and awards received. In addition, this module stores information on service profile and asset declaration. 3.
Competency Assessment Module
This module records and analyses the competency levels of individuals or teams. Officers or the management will be able to identify the competency gap between requirements of the position and the competency of the officer. Action can then be taken to address the gap through the Development Module. Information on competency can also be used in the Human Resourcing Module for purposes of recruitment, placement and promotion. This module also allows officers to carry out activities related to examination such as processing of applications, scheduling of examinations, recording of assessment results and updating of examination results. 20
Career Management Module
This module facilitates the management’s succession planning for strategic positions. In addition, officers can plan their career development either on their own or with the advice of career consultants at the agency level. 5.
Performance Management Module
This module enables officers to set their annual work targets in line with organisational goals, as well as to generate annual performance evaluation reports. Through this process, supervisors or the management will be able to link performance with career development, development requirements and selection of award recipients for excellent service within the organisation. 6.
This module identifies short-term human resource requirements, applications for positions and filling of vacancies through the process of recruitment, transfer and secondment. It also aims to ensure that every officer placed in a certain location is ready to perform the prescribed duties. 7.
This module prepares competency development programmes for officers in line with organisational goals, and enables officers and supervisors to apply to attend the relevant competency development programmes. Additionally, officers will be able to apply for short- and long-term in-service training (diploma, master’s, PhD), either with or without scholarships. 8.
Employee Communication and Behavioural Management Module
This module enhances cooperation and harmonious relations between the management and employees through the process of reporting, monitoring and resolution of issues. Moreover, this module makes it possible to manage counselling and employee disciplinary activities. 9.
This module provides a comprehensive process to manage the exit of officers from government service through compulsory retirement, early retirement, resignation, death, dismissal, and so on. It also enables officers to prepare task handover notes and exit interviews before leaving the service. 21
10. Remuneration, Benefit and Reward Module This module helps administer remuneration records of officers for preparing salaries following placements, leave (half pay, no pay), promotion, competency level evaluation and change of service scheme. In addition, it administers the records of benefits enjoyed by the officers such as loans, medical benefit, claims and personal advances, scholarships and annual allowances. 11. Strategy Formulation and Review Module This module helps human resource managers in formulating and evaluating the effectiveness of the organisation’s human resource policies, procedures and strategies for continuous improvement. It is also useful for long-term manpower planning, organisational development, tactical planning, storage of information on employment norms, task assessment processes and assessment of manpower use. 12. Information Service Module The HRMIS also provides users with information through six sub-modules comprising the Government Directory, Knowledge Base, Statistical Report, Executive Information System, Decision Support System and Web Publishing. The Government Directory submodule provides information on officers’ names, office telephone numbers and organisational units. The Knowledge Base sub-module contains a repository of knowledge on policies, procedures and best practices of human resource management relevant to the Malaysian public service. The Web Publishing sub-module provides online information on human resource management policies and procedures. The Statistical Report, Executive Information System and Decision Support System sub-modules serve as business intelligence to the senior management in decision-making. 13. Security Administration Module The HRMIS Security sub-module fully controls access to all modules and coordinates all functions of the HRMIS. The Workflow sub-module allows workflow administrators to maintain the inter-relationship between HRM processes in the modules and submodules.
HRMIS APPLICATION FEATURES The HRMIS application features can be described as follows: 1.
Public sector human resource management is driven by the built-in applications of HRMIS. This means that the updating of data in the HRMIS database is done directly through ongoing transaction processes. 2.
Inter-Relationship of Three Data Components
The use of data in HRMIS is based on three components comprising personal data, establishment data and transaction data. Each of the human resource management processes utilises both the establishment data and personal data as the basis for carrying out a transaction. The updating of the database is based on these transactions. 3.
Through the self-service facilities available, officers will be able to do the following: • Update personal records; • Apply for and check annual leave; • Submit claims; • Monitor work performance; • Apply for appropriate courses; • Conduct competency assessment; • Apply for transfer; and • Apply for counselling. 4.
The HRMIS is a web-based application and can be accessed via the internet. However, government security policy requires all applications under the Electronic Government Project to use the EG*Net network. 5.
Integration of Human Resource Functions
The human resource management functions have been integrated to take advantage of the concept of ‘single entry, multiple users’ so that data and information from a module can be used by other modules.
The human resource management policies enforced through circulars and regulations are stored in the Web Publishing and Knowledge Base sub-modules and can be shared by users to increase their knowledge and skills regarding the policies as well as to keep abreast of current developments. 7.
In-Built Human Resource Business Policies and Regulations
The human resource management business policies and regulations are incorporated in the HRMIS application. Its advantages are as follows: • Verification process is performed at point of entry; • Automatic checking of qualification of officers; and • Reduced recurring reviews by human resource managers and administrators. 8.
Security and Workflow
The HRMIS application design and technical architecture assure the integrity of information and security access, where upon any additions, amendments or repeals of data cannot be done without the permission of the authorising party. In addition, human resource management processes are simplified by the setting up of workflow according to the roles and responsibilities of the officers. BENEFITS OF HRMIS APPLICATION The benefits of the HRMIS application can be viewed from the perspective of the organisation, human resource management and employees. The benefits to the organisation are summarised as follows: • Human resource activities will be carried out more easily and simply with a real time and online human resource information system; • Uniform human resource policies and procedures as well as the consolidation of human resource information in the centralised data bank will facilitate the use of this system by all agencies; • Productivity will be enhanced through faster processing, better work environment, reduction of errors and work overlap, simple operating system and automation of certain activities; • An integrated human resource information system allows the sharing of information in a quick and accurate manner, and better communication among the agencies involved; and
• Less productive human resource activities can be reduced and more attention can be given to more productive work such as analysing and planning work which will subsequently improve decision-making, implementation and monitoring.
The benefits to human resource management include: • Integration of the overall human resource functions provides for integrated, accurate, fast and reliable human resource information; • Human resource management is simplified through the use of technology; • Increased productivity through greater automation of certain human resource processes; • Utilisation of uniform human resource policies and procedures; • The human resource management functions of the HRMIS application take into account process improvement elements and workflow to enable human resource managers to play a more strategic role; • Processing time, particularly of operational functions, becomes faster and more efficient through the use of the latest ICT; • Basic information on human resource management such as service schemes, policies, circulars and guidelines that are consistent will ensure uniform human resource management implementation; and • Centralised collection of information will facilitate analysis and generation of statistical reports relating to human resource management. The benefits to the employees include: • Facilitation of communication between employers and employees; • Entry of basic information and service profiles of personnel need not be repeated; • Reduced manual and overlapping activities; • Users will be able to check the status of each transaction made through the HRMIS application; • Increased satisfaction, motivation and productivity; and • User-friendly and flexible system. SUMMARY The products developed in HRMIS application are based on the Public Sector Human Resource Management To-Be Model formulated for use by all agencies. There are ten key functions of public sector human resource management. Each function is implemented based on the set philosophy which will ensure that human resource management is more efficient, relevant and responsive to current challenges.
To complete the whole process of public sector human resource management, this application contains 11 core modules comprising 39 sub-modules and two support modules with eight sub-modules. These modules have been divided according to the needs and importance of each in accordance with the contract agreement. The breakdown of modules has helped in the smooth implementation of the HRMIS application.
Chapter 3 PROJECT DEVELOPMENT PHASE
PROJECT ORGANISATION The HRMIS project was launched on 12 April 1999. The PSD, as the lead agency, set up a HRMIS Project Management Office, which not only formed a team responsible for the seven major components of the project, but also acted as a mirror organisation to the team of consultants. Its main objective was to ensure the effective transfer of technology from the suppliers to the Government. The main components of the project were Process Improvement, Change Management, Training and Education Management, System Development, Installation Management and Project Management Office. The organisational structure of the consultants is shown in Figure 4, while the Government team is shown in Figure 5.
Figure 4: HRMIS Project Organisational Structure, 1999 GOVERNMENT
PROJECT STEERING COMMITTEE GOVERNMENT PROJECT DIRECTOR
PROJECT SUPPORT GROUPS
GOVERNMENT PROJECT MANAGER
MRCB MULTIMEDIA CONSORTIUM SDN. BHD.
PROJECT OFFICE MANAGER
PROJECT DIRECTOR RISK MANAGEMENT COORDINATOR PROJECT JOINTMANAGER
BIP/CM JOINT TEAM LEADER
INSTALLATION TEAM LEADER
Business Improvement Process
OPERATIONS & SUPPORT TEAM LEADER
IT Security Documentation Control Quality Assurance
TRAINING & MANAGEMENT TEAM LEADER
Knowledge Base GROUP LEADER
Figure 5: Government HRMIS Project Team Organisational Structure, 2001-2007 PROJECT STEERING COMMITTEE
MAMPU PROJECT SUPPORT TEAM
DEPUTY DIRECTOR MANAGEMENT
PROJECT MANAGEMENT OFFICE
PROCESS IMPROVEMENT TEAM
DEPUTY DIRECTOR TECHNICAL
CHANGE MANAGEMENT TEAM
SYSTEM DEVELOPMENT TEAM
PRODUCT VERIFICATION TEAM
WEB PUBLISHING/ KNOWLEDGE BASE TEAM
TRAINING & EDUCATION TEAM
INSTALLATION MANAGEMENT TEAM
DATA MIGRATION/ INTEGRATION TEAM
PROJECT IMPLEMENTATION PERIOD The original HRMIS Agreement Contract stipulated that the implementation period would cover 42 months, with phase one covering 24 months and phase two 18 months. The first phase included the business improvement process (BIP) and system development. There were four stages of delivery and Provisional Acceptance Tests to be made in the 7th, 12th, 15th and 18th months. Subsequently, the government carried out the first Final Acceptance Test (FA1) in the 24th month for a month from the date of delivery. The second phase involved the implementation of the application at all public sector agencies and any improvement to the application was to be carried out in the event of errors occurring during the development of the system. The fifth Provisional Acceptance Test was to be carried out in the 30 th month and the sixth in the 36th month. The Final Acceptance Test was to be carried out in the 42nd month. This is shown in Figure 6. Figure 6: Project Implementation Schedule (Original Agreement Contract)
End Phase 1
End Phase 2 Performance Bond (End) End HRMIS Warranty
pa bip lad1
Legend: PA BIP PA# FA1 FA2 LAD# IR#
: : : : : :
pa5 & pa6
Provisional Acceptance For Business Improvement Process Milestone Provisional Acceptance Phase 1 Final Acceptance Milestone (Duration = 1 month) Phase 2 Final Acceptance Milestone (Duration = 3 month) Liquidated Damages Points Milestone (Rate: RM4,000 per day) Implementation Review Milestone
Note: PA BIP : *PA5 & PA6 will occur between months 24-42 depending on the delivery and complete installation of the Hardware/Software
The HRMIS is an application system that covers all aspects of human resource management. The delivery of the application system according to the management and operational functions as stipulated in the original agreement contract was difficult to comply with. This was due to the difficulties of developing a module that separated the operation and management functions. It would have been simpler and more practical to develop a complete module that contained both of these functions. As such, to facilitate project development and management, all deliveries under the system development were restructured according to four packages as shown in Figure 7. Figure 7: Application Development Schedule after Amendment of Agreement Contract Feb 01
PACKAGE 1 • Establishment • Personal Data • Data Production
PACKAGE 2 • Government Directory • Competency Assessment • Performance Management • Career Management • Resourcing
FINAL ACCEPTANCE TEST 1
PACKAGE 3 • Development • ECDM • Separation
PACKAGE 4 • Remuneration, Benefit & Reward • Strategy Formulation & Review • EIS/DSS • Workflow • Security Legend: Analysis & Design • ECDM: Employee Communication and Discipline Management
Application Development • EIS: Executive Information System
Product Verification • PAT: Provisional Acceptance Test
• DSS: Decision Support System
During the time the business improvement process (BIP) study was conducted, the public sector human resource management was still using the New Remuneration System (ssb). As such, the development of the HRMIS application system then was based on the processes of the NRS. In 2002, the government introduced the Malaysian Remuneration System (ssm). With its implementation, all processes that had been decided prior to this had to be revised and improved in line with the MRS. The process of further review
and adjustment required time and additional cost. Subsequently, the HRMIS Application System Improvement Agreement, restructured according to the requirements of the MRS, was duly signed. PROJECT DEVELOPMENT PLAN According to the HRMIS Agreement Contract, the first action to be undertaken by the consultants was the preparation of the implementation plan for each project component. These plans required prior approval from the Government before subsequent action could be taken. The approved major project plans are as follows: • Business Improvement Process Plan; • Change Management Plan; • Training and Education Management Plan; • System Development Plan; • Installation Management Plan; • Project Management Plan; and • Transfer of Technology Plan. HRMIS PROJECT WORK SCOPE The details of the scope of work for each of the above-mentioned components are described in the following sub-topics. 1.
Business Improvement Process (BIP)
The Business Improvement Plan Report was approved by the Government on 2 September 2000. It described the plans and approaches for each activity as well as the detailed framework for all BIP activities. The BIP plan consisted of four main activities, namely current human resource process analysis, human resource to-be concept design, human resource to-be detailed design, and implementation plans. At this stage, the scope of the BIP study involved only ten pilot agencies identified in the HRMIS Agreement Contract. Given that HRMIS is a software development project, the methodology for the development of the system was the Rational Unified Process (RUP). The RUP was a model that utilised an object-oriented approach to the process. It provided a systematic approach to determine the duties and responsibilities in the development of the organisation, with the aim of producing high quality application software that fulfilled user requirements,
on schedule and within a strictly regulated budget. The RUP consisted of six main workflows, two of which were the Business Model and Requirements specifically for the service improvement process of the project. For this purpose, the project used the Business Process Improvement Methodology (BPIM) to complete the business model and RUP requirements. The approach used by the BIP Team was based on the BIP Methodology Model shown in Figure 8. This model was adapted during the BIP study. Figure 8: BIP Methodology Model PHASE I What are our objectives?
PHASE II How did we do?
PHASE V How can we continue to make improvements?
EVALUATING THE P
PHASE IV How do we know that we have improved?
VING THE PROCESS
PHASE III How can we improve?
The continuous improvement model can be explained through five questions, starting with project organisation and concluding with implementation planning or implementation phase. The following are steps contained in each phase to ensure a comprehensive and innovative approach of HRMIS: • In the first phase, project organisation ensured that all planning, administration and required resources were ready before the start of the BIP phase. This phase included aspects of early preparation, planning and determination of quality; • The second phase involved opportunity assessment whereby the human resource functions in the public sector were re-evaluated. This study was conducted
by assessing the human resource environment and identifying the key issues and challenges faced by the pilot agencies. It also identified opportunities for improvement, potential barriers and enablers for the development of the HRMIS; • The third phase covered objectives of the Concept Design, which was to provide documentation and the proposed conceptual design for the HRMIS to-be detailed design. Input to this phase was derived from the opportunity assessment and research that had been conducted; • In the fourth phase, which comprised the Detailed Design, the process provided documentation and proposal for the to-be human resource management process detailed design; and • Finally, the fifth phase, which was the implementation or roll-out phase, involved all experts from the BIP, application development and installation, training, and change management. The main objective of the BIP team during this phase was to provide documentation for the roll-out implementation plan.
In the early stage of the BIP, the main focus was to prepare and approve the plan prepared by the consultants. However, there was a delay in preparing the Operational Process Vision Report (OPVR) by the consultants as information on the as-is status required by the Government could not be complied with. The report was finally approved on 25 May 2000 together with the Project Recovery and Realignment Plan. On 27 June 2000, a comprehensive Conceptual Design Report containing the HRMIS to-be design concept was completed. After conducting a gap analysis, the consultants submitted a detailed design report to the Government. The report contained all aspects of Human Resource Management-To-Be, including human resource process flow, roles and responsibilities which had been reviewed. It took into account existing workflow processes, the vision and objectives of public service human resource, best practices, the vision and objectives of the HRMIS and KPIs. The report also recommended changes and action to be taken to ensure the success of the process-to-be. Finally, the consultants submitted a BIP Implementation Planning Report which outlined all aspects of implementation of the HRMIS, success factors and implementation strategies to be taken. It also contained a framework plan for implementation planning and performance measurement.
The milestones of the BIP phase are shown in Figure 9. Figure 9: Milestone Schedule of the BIP Phase PAT BIP Plan
The BIP Plan was approved on 2 September 1999
The As-Is Report was approved on 25 May 2000
The Concept Design Report was approved on 27 June 2000
The Detailed Design Report was approved on 5 September 2000
The Implementation Plan was approved on 9 October 2000
The BIP study enhanced understanding of current human resource management requirements and the necessary improvements in the future. At the same time, it enabled the government to determine the benchmark of human resource management based on both best practices as well as top international organisation. Results from the BIP study also helped determine the strategic direction of human resource management based on the following vision: • Public sector leaders will be recognised as benchmarkers in the international arena; • Life-long learning to acquire knowledge and skills; • Employees who are well-informed, skilled, proactive, credible and effective; • Use of appropriate technology to increase productivity; • Transparency; • Customer-orientation; and • Strategic alliance. Based on the new perspective of human resource management mentioned above, the BIP study was used to determine a system design that linked vision and organisational behaviour. The features of a system design that took into account human resource management improvement are shown in Figure 10.
Figure 10: System Design Feature with Human Resource Management Improvement Consideration DESIGN FEATURES
BEHAVIOUR Focus on the customer
The BIP phase is important in the development of HRMIS application as it determine the direction and design of the application system that to be developed. The HRMIS framework is described in Figure 11. Figure 11: HRMIS Framework input to detailed design
‘As-Is’ Assessment Report operating model HRMIS Objectives Strategy Articulation (Visioning Workshop)
Best Practice (Research)
support infrastructure Organisation & People
HR Vision HR Strategic Direction Key Design Principles
Process Elements Functional Elements Information Elements
Key Performance Indicators HR Roles and Responsibilities HR Organisation HR Competencies
HRMIS Technical Architecture
Technical architecture is the technical guidelines for the development and installation of the HRMIS. It includes the application system and data centre development to support the implementation of HRMIS. The HRMIS Technical Architecture Concept includes: 35
• • • •
Microsoft Distributed Internet Architecture; N-tier Architecture; Online Transaction Processing Information Flow; Online Analytical Processing Information Flow Enterprise Database Architecture; and • Infrastructure Architecture.
The government approved the concept on 27 October 2000. Following the approval of the Systems Development - Architecture Report on 19 July 2001, the fully completed technical architecture report was adopted. The main features of the technical architecture design are shown in Figure 12. Figure 12: HRMIS Technical Architecture
Web Server 5 Firewall C2
Web Server 4 Web Server 1
Web Server 2 Web Server
Web Server 3 Integration Reporting Server
Reporting Database Server System Management Server
Firewall C 11
Domain Controller MOM Controller
vlan B Web Publishing
Knowledge Base(Appl) vlan a
Knowledge Base(DB) Knowledge Base(Web)
Staging Data Conversion Staging vlan c Production SQL reporting
Business Continuity Facility Environment
The main features of the proposed technical design underwent a series of discussions with the Government HRMIS Project Team before they were accepted. This is to ensure that the technical infrastructure of HRMIS would be able to support a world-class system as described in the HR To-Be Detailed Design Report. The rationale to this is that HRMIS would be the only public sector human resource management system to be used throughout the country with users numbering over one million in 720 agencies. This gives an idea of the high access volume at any one time when human resource processes are fully operated online. 3.
HRMIS Application System Development
The development of HRMIS application system started when the HR To-Be Detailed Design under the BIP study was approved. The HRMIS system development included three main aspects: application system development, integration and data conversion. In total, there were seven system development plans where the main deliveries, development schedule, required resources, transfer of technology, risks and resolution methodologies were described. The detail description of the application system development activities were as in the following seven documentation plans: • Application Development Plan; • Knowledge Base Plan; • Web Publishing Plan;PAT • Integration Plan; • Data Conversion Plan; • Executive Information System/Decision Support System Plan; and • HR Data Dictionary Plan. The HRMIS development utilised the RUP approach and methodology which had six core workflows as shown in Figure 13.
Figure 13: RUP Development System Methodology
esign s&D Im
The six workflows using the RUP methodology are described in Schedule 4.
Schedule 4: Development Process Workflow of RUP-Based System Core Workflow Business Modelling
• • •
• • • • •
Objectives To understand the current structure and dynamics of the organisation; To ensure that the customer, user and developer have a similar understanding of the organisation; and To identify the needs of current information technology systems that support human resource functions within the organisation. To obtain agreement of customers and users on what needs to be implemented by the system; To provide the developer a better understanding of the requirements of the system; To identify the extent and limits of the system; To provide a basis for planning the scope of work for system development cycles; and To describe the user-interface for the ‘To-Be’ system. 38
Core Workflow Analysis and Design
• • • • • • • • •
• • • •
Objectives To convert customer and user needs into the system design; in the context of HRMIS, it is the ‘To-Be’ design; To chart the development progress of the system; and To ensure that the design corresponds to the execution environment. To describe the organisation of the programme code; To develop programmes/components for the HRMIS module; To test the programme/component being developed, also known as unit testing; To integrate programmes developed by the programmer separately in a working system; To verify interaction between programmes and modules; and To verify the proper integration of all software components. To verify interaction between programmes and modules; To verify the proper integration of all software components; To verify all requirements have been implemented correctly; and To ensure deficiencies/errors have been corrected before arraying software entry. To publish the product, and carry out product installation.
System development activities began with the determination and verification of User Requirements. This process was done by translating all human resource functions and processes agreed in the Human Resource Management To-Be Detailed Design document. It is according to the module in the form of detail user requirements as documented in the User Requirement Report. Each user requirements document delivery was reviewed and agreed upon before it could be used as reference for analysis and design of the system. In the context of HRMIS, the User Requirement Report document for all modules and sub-modules underwent a review and verification process by the government team before adoption.
Key Principles of HRMIS Design
HRMIS application is based on 11 key design principles: • Self-service; • Flexibility in human resource movement; • Customer-orientation; • Standards; • Facility to obtain information; • Decentralised human resource processes; • Role of strategic human resources; • Continuous improvement; • Driven by technology; • Process effectiveness; and • Competency.
According to the original HRMIS Agreement contract, the HRMIS application system development delivery is divided into two, comprising management function and operational function. However, separating the two functions in the development of a module is more difficult than in the overall development of a module that contains both these functions. Taking this into consideration, the government agreed that the delivery structure and modules development approach be amended to a package-based delivery where a comprehensive module delivery includes both these functions. This change has required amendments to the HRMIS Agreement contract. To ensure the developed system quality level remain under control, and that maintenance can be done with ease in the future, standards to be abided by programmers and system analysts were introduced to ensure consistency of application system development, namely: • Documentation Standard as a guideline for the preparation of project documents, which is inclusive of system development document, such as User Requirement Report, Analysis and Design Report, Human Resource Data Dictionary, Module Implementation Plan and Module Implementation Report; • User Interface Standard as a guideline for developers to design clear screens from modules, functions, processes and HRMIS images; • Manual Standard as a guideline in developing manual documents;
• Coding Standard as a guideline for the programmer in developing programmes; • Naming Standard as a guideline in setting names such as filenames and data elements used in programming; and • Requirement standard, which outlines the content and format of the user requirement report documents.
The Developer’s Handbook, which collects all the standards in a single document, was also issued for reference by system developers. •
Enterprise Database Architecture, which consists of three main components, was adopted to support information gathering and the public sector human resource business transaction. The Online Transaction Processing (OLTP) component, which consists of a data enterprise collection centre, supports the human resource business operations. The Online Analytical Processing (OLAP), which consists of data marts and data warehouses, supports business intelligence. The Operational Data Store (ODS) component consists of infinite universal data repository that supports data management, data quality assurance and data production, either transmitted to other systems or received from other sources. The relationship between the three components is shown in Figure 14. Figure 14: Enterprise Database Architecture OLTP Data Support Operation
OLTP Data produce intelligents
Dimensional Data ENTERPRISE DATA MANAGEMENT
Enterprise Data Base Feed
Application Data Base
Data Warehouse Load
Operational Data Store
Functionally Dependent Data
Dimensional Data Feed
3rd Party Data
Value Added Data
External Feeds Variable Data
Since the hrmis implementation, its database engine has undergone changes in line with technological changes from SQL Server 7.0 to Microsoft SQL Server 2000, then followed by Microsoft SQL 2003, as in line with changes in the operating software from Windows NT to Windows 2000, then Windows 2003. The technology change is shown in Figure 15, with a comparison of operating software shown in Schedule 5. Figure 15: Operating Systems and Database Engines Technological Changes 2002-2005
Database Engine Software SQL Server 6.0 / SQL Server 6.5 / SQL Server 7.0
MIcrosift SQL Server 2000
MIcrosift SQL Server 2005
Data Conversion Tools (DC tools) is part of the HRMIS system development activities. It was developed to facilitate and expedite the updating of data in the HRMIS database through the conversion of existing digital data in any legacy system into the HRMIS application. DC tools contain a collection of computer programmes for digital data reading from a specified format or legacy database system of an agency, which converts data automatically from the database of a legacy system into the HRMIS database.
Schedule 5: Technology Changes of Operating Software Software Version: Windows NT 4.0 Release Date: 29 July 1996 Hardware: Workstation, server, server enterprise edition, terminal server, embedded Database Engine: SQL Server 6.0 / SQL Server 6.5 / SQL Server 7.0 Server Specifications: CPU - 386, 25 MHz, RAM - 8 MB, Free disk space - 90 MB Software Version: Windows 2000 Release Date: 17 February 2000 Hardware: Professional, server, advanced server, data centre server Database Engine: Microsoft SQL Server 2000 Server Specifications: CPU (Processor) - Dual Core Itanium 2 - 64-bit processor, RAM - 16GB (4 x 4 GB) standard memory, 2 physical processors Software Version: Windows 2003 Release Date: 24 April 2003 Hardware: Standard, enterprise, data centre, web, storage, small business server, compute cluster Database Engine: Microsoft SQL Server 2005 Server Specifications: CPU (Processor) - Dual Core Itanium 2 - 64-bit processor, RAM - 16GB (4 x 4 GB) standard memory, 8 physical processors, attached storage EMC Data conversion activities using DC tools were implemented in 2001 through the preparation activity of HRMIS base data on ten pilot agencies. The development of DC tools started in 2000, with the latest version being DC Tools V3.3. Improvement of the DC tools is consistent with Data Conversion strategies. The Data Conversion strategy is illustrated in Figure 16.
Figure 16: Data Conversion Strategy FORMAT: • Excel • Clarion • Oracle • Others
Build Basic Data (BU/BA/AP) (Excel Format)
HRMIS/AG Format (Excel Format)
LEVEL 1 SQL establishment
4 Information updates/ verification from NRD
Information updates from SISMAP/ SISPEN/ Legacy System based on IC number in HRMIS
6 RECORD COMPLETION
The principal activities of Data Conversion using DC tools are: • HRMIS base data entry (BU-BA-AP), which consists of organisational activity (BA), organisational unit (BU), actual position (AP) and competency owners. This activity allows an officer to login into HRMIS using the identity card number as identification; • Conversion of Department Personnel Management System (SISPEN) and Personnel Information System (SISMAP) into the HRMIS database; • Conversion of remuneration information from the Accountant General’s Department (AG), which contains payroll information of competency owners such as salary grade, salary points, salary number, basic salary, allowances and salary deductions for the implementation of Salary and Remuneration Management Module in the HRMIS database; • Conversion of Annual Performance Evaluation Report scores; • Conversion of personal information, service profile and service history from the common system in the PSD; and • Entry of 13 items of basic information of officers from the National Registration Department (NRD) into the HRMIS database. The HRMIS Data Conversion procedure encompasses the following: • Developing a conversion programme in the DC Tools based on the legacy system to be converted; 44
• Copying data from legacy systems such as SISMAP, Personnel System (SISJAW), SISPEN, etc.; • Performing data cleaning on the legacy system, if required; • Implementing the conversion of data into a staging database using DC Tools; • Performing reviews and verification of data in the staging database using DC Tools to ensure the integrity of the converted data; • Executing and processing data in the staging database into the HRMIS database using DC Tools; • Generating reports before and after conversion to ensure that data has been successfully converted; and • Checking the validity of data that has been converted into the HRMIS database. HRMIS Integration with Legacy System
The development of integration tools is one of the scopes identified in the development of the HRMIS project. Activities that need to be carried out include: • Conducting a study on the legacy system; • Identifying the flow of information; • Identifying the requirements of information integration; • Recommending the method of integration; • Preparing Data Conversion scripts for integration purpose; • Conducting integration tests; • Carrying out parallel execution; and • Implementing a full integration. According to the HRMIS Agreement Contract, the systems identified for integration with the HRMIS application include the following: • Payroll System & Planning and Budget Control System (eSPKB); • Training System (SILA); • Pension System (POWER); • Personnel System (SISPEN); • Employment System (SISJAW); • Attendance System (WBB); • Recognition System (SISRAF); • Housing Loan System;
• • • • • • • • • •
National Registration System; Royal Malaysian Police (PDRM) Personnel System; Malaysian Arm Force (ATM) Personnel System; Labour Market Information System (LMIS); Legacy system relating to the Malaysian Public Service Commission; Legacy system relating to the Employees Provident Fund (KWSP); Legacy system relating to Social Security Organisation (PERKESO); Legacy system relating to the Inland Revenue Board (LHDN); Legacy system relating to INTAN; and Legacy system relating to public institutes of higher learning (IPTA).
The project was extended to include the development of integrated applications in the agencies identified. Of the 38 legacy systems identified, 17 were dropped, and five other legacy systems were included to make a total of 26 interface integrated applications to be developed to establish an information sharing mechanism between HRMIS and legacy systems. This allows the human resource processes and transactions involving both applications to be continued and completed. The list of legacy systems that require integration with HRMIS is shown in Schedule 6. The HRMIS integrated interface development with legacy systems of agencies began on 7 April 2004. The integration implementation schedule is shown in Figure 17. Figure 17: Implementation of HRMIS Integration with Legacy System Schedule 12 April 1999
7 April 2004
HRMIS Project Starts
Integration Project Starts
6 October 2004
Expected completion of Integration Project
30 May 2005
Completion of Integration Project
Schedule 6: List of Legacy Systems Agency
1. Training Information System (TIS) 2. Pension Online Workflow Environment System (POWER) 3. INTAN Training Information & Management System (i-TIMS)
Selangor State Development Corporation
4. Payroll System 5. Loan System
Kuala Lumpur City Hall (DBKL)
6. SAP (Financial Information System) 7. Examination and Induction Management System (EIMS)
Majlis Amanah Rakyat (MARA)
8. Vehicle Financing System 9. Vehicle Loan System 10. Computer Financing System 11. Computer Loan System 12. Home Financing System 13. Housing Loan System 14. Second Property Financing System 15. Staff Advance System 16. Payroll and Personnel System
Ministry of Health
17. Total Hospital Information System (THIS) – Selayang Hospital 18. Total Hospital Information System (THIS) – Putrajaya Hospital
Department of Sarawak Chief Minister (JKMNS)
19. Payroll System 20. State Integrated Financial, Budgetary and Accounting System (SIFBAS)
Public Service Commission
21. Ongoing Recruitment System (SMSM) 22. Service, Promotion, Disciplinary Monitoring (SPDM)
Housing Loan Division/Treasury
23. Housing Loan System (SPP)
Accountant General’s Department
24. EG-AG Project. Planning and Budget Control System (espkb)
National Registration Department
25. National Population Record Information System (siren)
The HRMIS Integration Development with legacy systems is based on the Cross Flagship Integration (CFI) framework developed by the Multimedia Development Corporation (MDC). It fulfils the standards and specifications for data integration such as the guidelines set forth in the Malaysian Government Interoperability Framework (MyGIF) documents issued by MAMPU. The HRMIS integration infrastructure with legacy systems that was developed is shown in Figure 18. Figure 18: HRMIS Integration with Legacy System Infrastructure