After reviewing this formatted article in paragraph form, answer these questions without sounding like an AI-generated response.

BPR seems like a concept that would fit more with the strategic leaders of a company. That used to be true. Now that HRM is part of this strategic partnership, we too must apply these critical thinking skills to insure our own processes are consistently efficient. Before applying BPR to HRM, let's first understand the basics of re-engineering processes. BPR aims to redesign current business processes, including organizational hierarchies and any system(s) linked to that process, towards improving performance. Triggers to these redesigns could include technology implementation or change, business performance (financial, production, etc.), reduction of market share, or other internal or external opportunities. BPR does not specifically link to technology change. It is the process of examining potential improvements to the business. BPR looks to find the best practices for the company. For example, let's say that our company's financial performance has steadily declined over the year's second quarter; revenue targets are not being met. With HRM's monitoring of staffing, it was discovered that the sales organization has high turnover and the compensation structure for the salespeople has resulted in this turnover. BPR strategies would be applied to assess the current compensation structure, benchmark like industry compensation structures, and determine where and how our company's compensation plan can be improved to retain salespeople while still meeting margin. This same process can be applied to HRM. BPR is not only a reactionary process, but through proactive monitoring, can continually fine tune business processes.

As we have reviewed, many HRM departments have and continue to automate their HRM functions. Some companies and HRM departments are unsure why or evenwhento automate. Those HRM departments with basic automation tools now want to understand how to make these decisions. HRM wants to implement new technology, but how do we do that? The first step in business process re-engineering is to develop a business case which justifies making a change, in this instance, a technological change. For example, automating the tracking of applicants and applications. The business case should include not only fiscal information but also process efficiencies.

Business Process Re-Engineering (BPR) is a valuable tool to help organizations assess the probability of process change. Explain why BPR may be an important concept for HRM professionals who are introducing new technology ?

Discuss how you would apply the BPR process to an HRM office with only an employee database and no other automated HRM functions ?