HRIS Implementation and Change Management
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The document discusses the implementation of Human Resource Information Systems (HRIS) and the crucial elements of effective change management, including leadership, communication, and training. Key challenges include resistance to change, inadequate planning, and potential system failures, emphasizing the importance of user acceptance and ongoing support. Additionally, it highlights the transition to cloud-based HR solutions, addressing common myths and issues around security, customization, and integration.
HRIS Implementation and Change Management
- 1. Dr Shah Miah HRIS Implementation and Change Management
- 2. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PLANNING SYSTEM IMPLEMENTATION: ROLES Project manager Steering committee/ project charter Implementation team Project scope Management sponsorship 2
- 3. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PLANNING SYSTEM IMPLEMENTATION: KEY ACTIVITIES Management sponsorship Process mapping Software implementation Customization Change management Go live! Project evaluation Potential pitfalls 3
- 4. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PROJECT MANAGER OPTIONS Hire A consultant to be the project manager. Hire a full-time project manager who has presumably been certified by the project management institute. Select someone who is involved in the project and temporarily move him or her into a project management role. Pros and cons of each option! 4
- 5. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. “GO LIVE!” Option 1: immediate conversion Option 2: parallel conversion For both options: critical to have support for training and software in place. 5
- 6. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. POTENTIAL PITFALLS Poor planning Incomplete steering committee or steering committee without top management support Implementation team problems or incomplete implementation team Failure to assess the politics of the organization adequately Insufficient process mapping Scope creep Poor implementation of or insufficient change management 6
- 7. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. REASONS FOR SYSTEMS FAILURE Leadership Planning Change Management Communication Training 7
- 8. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. LEADERSHIP Lack of executive support Project managers lacking in leadership skills Team of individuals committed to change 8
- 9. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PLANNING Clearly identified scope and strategy Adequate funding Adequate staff to manage the project Time requirements estimated properly 9
- 10. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. CHANGE MANAGEMENT Ongoing challenge for HR leaders and organizations A review of the research literature on change suggests that A large percentage of change efforts end in discouraging results. Experts suggest that the figure may be as high as 70% (mourier & smith, 2001; pascale & millemann, 1997) Considerable room for improvement 10
- 11. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. COMMUNICATION Makes the difference between success and failure Getting people “unstuck” is A huge communication challenge Ideally, people participate from beginning to end 11
- 12. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. TRAINING Ongoing, effective training is essential Training plan in the beginning with full training just before system will be used Advanced training in phases Involve “power users” 12
- 13. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. CULTURAL ISSUES IN HRIS IMPLEMENTATION Can be helpful or harmful to the change efforts. Defined as a complex set of shared beliefs, guiding values, behavioral norms, and basic assumptions acquired over time that shape our thinking and behavior Need to understand the organization’s cultural profile 13
- 14. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PROCESS REENGINEERING Need to view technology as an opportunity to reengineer processes -- not just automate existing processes One of the greatest drivers and greatest challenge 14
- 15. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. RESISTANCE TO CHANGE Groups and individuals resist change Loss of control over their lives. Leads to uncertainty about their future Need effective two-way communication Comfort level with current organizational performance 15
- 16. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. RESISTANCE TO CHANGE Employee burnout and cynicism from series of failed change initiatives Should be anticipated and addressed Proactive, continuous communication and effective, ongoing training 16
- 17. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. USER ACCEPTANCE Ultimately, acceptance represents project success Understand users Involve end users Involve resistant users Institute phased implementation plan Offer rewards to encourage user participation in new system 17
- 18. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. PRACTICAL APPROACHES TO IMPLEMENTATION All at once implementation Phased implementation Run old systems in parallel 18
- 19. Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc. POST IMPLEMENTATION AND MAINTENANCE Post implementation Ongoing revisions and improvements to the system Maintenance Should not be forgotten Establish A help desk Address data security and privacy Measure user satisfaction and acceptance Ongoing training 19
- 20. ERP - means of cutting costs Substantial investment Resistance High risk, hidden costs and often disappointing results Queensland Health http://www.theaustralian.com.au/australian-it/states-health- payroll-change-was-adopted-untested/story-e6frgakx-1225888223958 ERP
- 21. Organizations face a number of challenges when moving their HR applications into the cloud Global employers require cloud solutions that support 1. compliance with employee and data privacy regulations in foreign countries 2. deliver multicurrency functionality for processes such as performance and compensation management. Example of Cloud based HR Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 22. “CFOs have high hopes for cloud computing, even though they don’t appear to know much about it.” –Cloud Computing: Sounds Great! (But What Is It?), CFO Magazine, March 20113 Cloud computing Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 23. HCM applications ( as Software as a Service) that can be deployed easily and securely across any environment, from private and public clouds, to hybrid, on-demand, or on-premise environments It (for example Oracle Fusion HCM or SAP HCM) helps redefine the business of HR, with applications that deliver a next-generation user experience, built-in business intelligence, networking and collaboration capabilities Cloud based HR Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 24. Basic purposes to fulfil Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 25. Oracle Fusion HCM is also redefining the business of HR, Oracle Fusion Network at Work, Oracle Fusion Talent Review, and Oracle Fusion Workforce Predictions. Fusion HCM modules are fully integrated, with a consistent user interface and an open, standards- based platform that meets the usability demands of your employees, and the technology requirements of your IT organization Oracle Fusion Human Capital Management (HCM) Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 27. HR in the Cloud: The Freedom to Choose “SaaS is simply a deployment model. This delivery method is not one-size-fits all. It’s important to take a pragmatic view of SaaS in your IT landscape and understand the potential trade-offs of SaaS versus on-premises solutions.” – Tom Malone, “The Top 5 Myths about SaaS”, HR Technology Magazine7 HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos “Co-tenancy is hard…There were some dark days as we struggled with the sheer size of the tasks we’d taken on, and some of the differences between how Amazon’s cloud operates vs. our own data centers.”– John Ciancutti, Vice President of Engineering, Netflix, Inc.10 Expected benefits Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 28. Security and Data Privacy Myth: Niche SaaS vendors offer “world-class” data security and privacy Reality: World-class data security and privacy should mean that your SaaS solutions leverage a common security model based on best-in-class database, identity, and security management solutions; and are hosted at ISO-certified, award-winning data centers Implementation Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper. In
- 29. Integration Myth: Niche SaaS vendors offer seamless integration Reality: Only SaaS solutions built on open, 100% commercially available middleware can deliver seamless integration Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 30. Lack of Customization Myth: Niche SaaS vendors offer business-driven configurability Reality: SaaS solutions should be built on Web services and deliver standard integrations, to allow customers to easily configure, extend, and integrate their applications as needed without costly customizations Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 31. Forced Upgrades Myth: Niche SaaS vendors deliver innovation with vendor-managed upgrades Reality: Forced upgrades can result in additional costs and complexity Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 32. Performance and Reliability Myth: Niche SaaS vendors offer a high-performance, sustainable IT infrastructure Reality: Customers will increasingly be responsible for managing the performance of their SaaS applications, so look for a SaaS vendor that delivers enterprise- grade performance and world-class application performance management tools Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 33. Lack of Global Functionality Myth: Niche SaaS vendors offer global capabilities Reality: Look for a SaaS vendor that can support complex global and local scenarios, and can easily integrate with third-party pay and benefits systems Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
- 34. Vendor Management Myth: Niche SaaS solutions reduce IT cost and complexity Reality: The limited product footprints of most niche SaaS vendors means more cost and complexity Issues Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.