DIMHRS and HRIS systems in Department of Defense human resources transformation

¶ … Department of Defense (DOD) has been using the HRIS Human Resources Information System which is a "..."software or online solution for the data entry, data tracking and information needs of the Human Resources, payroll, management and accounting functions within a business." (Heathfield, 2009) The Department of Defense (DOD) is "transforming the services to face current and future challenges." This is because recent studies have indicated a need for DOD to integrate its forces to better serve the requirements of the nation. However, there is a challenge as noted in the work of Koch (2009) who states that DIMHRS with all its potential has not been implemented in a timely manner and this has created other complications and specifically in the work of Koch (2009) noted are Navy applications that are presently on hold until DIMHRS has been fully implemented. Funding cuts are stated to have resulted in impairing "readiness and retention" as well as impact the ability to "support migration to the DIMHRS" and specifically from the view of the Navy to "develop Navy-unique functionality that will not exist in the DIMHRS." (Koch, 2009)

DIMHRS VS HRIS

Introduction

The Department of Defense (DOD) has been using the HRIS Human Resources Information System which is a "..."software or online solution for the data entry, data tracking and information needs of the Human Resources, payroll, management and accounting functions within a business." (Heathfield, 2009) Typical provisions of HRIS include:

(1) Management of all employee information;

(2) Reporting and analysis of employee information;

(3) Company-related documents such as employee handbooks, emergency evacuation procedures, and safety guidelines;

(4) Benefits administration including enrollment, status changes, and personal information updating;

(5) Complete integration with payroll and other company financial software and accounting systems; and (6) Applicant and resume management. (Heathfield, 2009) This system however, has been revamped as this work will demonstrate.

I. Consolidation of the Department of Defense Human Resources System

The work of Ladra (2005) entitled: "Personnel Transformation -- Consolidation of the Department of Defense Human Resources System Into a Joint system" states that the Department of Defense (DOD) is "...transforming the services to face current and future challenges." This is because recent studies have indicated a need for DOD to integrate its forces to better serve the requirements of the nation." (Ladra, 2005)

II. Services to be Combined

The current DOD system was stated in the work of Ladra (2005) to be "disjointed in its efforts to accomplish similar missions" therefore services will be combined in areas that are similar for the purposes as follows:

(1) Leveraging technology;

(2) Reduction of unnecessary redundancy;

(3) Enhancement of cohesion; and (4) Conservation of resources. (Ladra, 2005)

It is stated as well that integration can be increased and transformation supported through combining the Army, Air Force, Navy and Marine Corps Human Resource Systems into a joint system "comprising military, DOD civilians and contractors to operate more efficiency" in meeting strategic requirements. (Ladra, 2005)

III. Defense Integrated Military Human Resources System (DIMHRS)

Ladra (2005) states that the Secretary of Defense "convened the 1995 Defense Science Task Force on Military Personnel Information Management to provide advice on the best strategy to support military personnel and pay functions and resulting was an "integrated and automated system which would fix shortfalls, and reduce excessive development and maintenance costs within DOD.

Included in the reserve components are the following capabilities:

(1) Accurate and timely data on personnel assets;

(2) Standard data for comparison across services and components;

(3) Proper tracking of reservists for pay and service credit;

(4) Tracking of all military personnel into and around the theater; and (5) Integrated personnel and pay functions. (Ladra, 2005)

III. Potential Effectiveness of DIMHRS

The DIMHRS system has the potential to be a highly synchronized and optimized system and as well as the potential to streamline DOD human resource functions across all branches of the military service. However, there is a challenge as noted in the work of Koch (2009) who states that DIMHRS with all its potential has not been implemented in a timely manner and this has created other complications and specifically in the work of Koch (2009) noted are Navy applications that are presently on hold until DIMHRS has been fully implemented.

Funding cuts are stated to have resulted in impairing "readiness and retention" as well as impact the ability to "support migration to the DIMHRS" and specifically from the view of the Navy to "develop Navy-unique functionality that will not exist in the DIMHRS." (Koch, 2009)

Summary and Conclusion

There do appear to be issues with the DIMHRS system that have been yet to be completely ironed out and implementation is slower than was estimated in early 2009. Funding cuts have further delayed the implementation of the DIMHRS system.