Can you help me with homework? Due Monday, November 21,2022

Pamela Hines

Dr. Latrice Love

Human Resource Information Systems

November 21, 2022

System Development Life Cycle – Implementation and Maintenance

Change Management

Change management processes are frequently hindered by numerous obstacles that might lead to system failure. There are various potential causes for system implementation failure. First is the absence of well-defined goals and targets for the system's implementation (Alami, 2016). For example, this may be the result of an organization setting goals that are impossible to measure, cannot be identified, or are very general in nature. Inadequate planning can also lead to system breakdowns. Poor planning before beginning a project can lead to an inappropriate allocation of resources, which can then result in the loss of jobs if personnel are unable to complete the task as promised. Another cause of unsuccessful implementation is insufficient preparation of key employees for their roles in the rollout. Training in this area should follow the best practices. In some instances, management may select the incorrect system or vendor (Alami, 2016). In this case, the system in consideration may be excessively costly, or the supplier may lack the ability to train employees, which might produce an implementation failure. As a result, establishments are challenged with making sound decisions about the selection of a system and its execution.

There are many different models for the implementation of change that can serve as guides for businesses that want to successfully nurture change. The “ADKAR, Kotter's Eight-Step Model, and Lewin's Change Management Model are three of the change management models that are used frequently” (Cameron & Green, 2019). Unfreezing, transitioning, and refreezing are the three steps of making system changes, as outlined by Lewin's Change Management Model. Employees' natural aversion to change is addressed in the unfreeze phase. Specifically, the model stipulates those businesses must be ready to address change-related pushback and other concerns that may arise. After the change has been started, the transition period is where proper reassurance and leadership are essential to its successful execution. After the system has been effectively applied, the organization "refreezes," or resumes normal operations in accordance with the new policies. Conversely, the ADKAR framework is focused on outcomes. Every member of a company can share in the benefits of the system's deployment under this model. The primary function of this instrument is to assist management in locating problematic areas in the change management procedure. Lastly, there is the eight-stage Kotter model, which highlights key ideas related to change implementation at each stage (Cameron & Green, 2019). Kotter's eight-step approach will be used in this project.

The new system will be implemented based on this model. Following the guidelines of the selected model, this implementation will consist of eight separate steps. The first step is to convince people that a change is necessary and to rally support for the new system among the workforce. The next step is for management to establish a coalition or group to serve as the catalyst for the transformation. This is where a group of people who are qualified to lead the HRIS rollout will get together. The next step is to develop an overarching plan of action and vision statement to serve as beacons for the daily activities and ensure that the objectives can be quantified. In the fourth phase, information about the concept is disseminated and employees are given more control over the process. Thus, it is imperative that these challenges to the system's execution be removed (Cameron & Green, 2019). The next step is to design periodic short-term successes that may be used to inspire the team. I have found that building on these triumphs assists in furthering progress and deploying the system with more ease and efficiency. Lastly, an organizational culture that supports and accepts change will be established to make it easier for the institution's successors to make necessary changes rapidly (Alami, 2016). In this procedure, the Kotter model is chosen over the others since it provides a step-by-step approach that can be easily followed and executed.   Secondly, the paradigm encourages people in a company to be more open to change, which is a factor that can contribute to the failure or success of an HRIS system installation.

HRIS Implementation

Before putting any system into operation, there are a few things that need to be done in order to assure that the system will be put into operation successfully (Dey & Saha, 2020). As part of this endeavour, one of the actions involved is creating a proposal on the execution of the project, which will take around one month. Following this, the proposal will be given to the project stakeholders throughout the following month to receive their approval. During this phase, the task will be focused on formulating plans, setting goals, and identifying any concerns that need to be addressed in order to ensure the continued success of the system. Following approval, it is essential to choose the company that will be in charge of installing the HRIS. Under feasible conditions, the choosing of an installation firm would take around two weeks, to allow for the evaluation of the company to see if it is competent and feasible of implementation and staff training. In this light, the next step prior to deploying the HRIS system is the implementation of the movement and human labor, which will occur simultaneously with the training of the staff on the network, resulting in a one-month timeframe. One month will be allocated for the final activity, which entails testing processes and training for the human resources division. These tasks will take around four months to complete.

The responsibilities indicated below will be carried out by members of the team who have been assigned specific tasks. There will be four major contributors to this effort: the executive sponsor, software curator, affected workers, and the internal advocate. Staff members who will be affected are those who will be using the new system in their daily tasks (Dey & Saha, 2020). Their job is to make sure the new system is well-taught, widely distributed, and widely adopted. The software curator's role will be to mediate communications between the company and the new system's provider. As part of his role, he would be responsible for updating different processes and troubleshooting to reflect the new system's features and ensuring that everyone involved is aware of any changes. Those with strong leadership and interpersonal abilities will become the "internal champions" tasked with promoting the new system's adoption among the workforce (Srivastava, Bajaj, & Dev, 2021). Lastly, the HRIS deployment needs an executive sponsor from upper management to help smooth over any internal bumps in the road that may arise.

Cost-Benefit Analysis

The Cost-Benefit Analysis Matrix for this HRIS execution is as follows;

Organizational and risk avoidance are utilized to make the argument for the HRIS price tag. In terms of improving the overall business, the primary motivation behind adopting an HRIS system is to raise earnings while decreasing the astronomically high running costs that are currently in play. If implemented properly, a human resource information system (HRIS) can increase productivity and provide benefits to both employers and workers (Kavanagh & Johnson, 2017). According to the given matrix, the HRIS system's advantages much outweigh its disadvantages, and the company ultimately saves money that can be utilized toward other projects. There is a high probability of a positive return on investment, as shown by this matrix (ROI).

Maintenance

The organization must develop a strategy on the maintenance, evaluation, and continual improvement of the HRIS system to be executed to provide optimum benefits (Kavanagh & Johnson, 2017). To begin, HRIS will go through maintenance operations once a month to install any available upgrades and address any faults in the configuration or coding system. The company will form an HRIS leadership team that will take a broad-based approach to learning how to evaluate and review existing systems and how they might be enhanced (Dey & Saha, 2020).

To maintain the HRIS system, procedures like data gathering and information technology infrastructure will be evaluated and improved on a regular basis. The development of sound workforce regulations can also encourage ongoing improvement of HRIS systems, since everyone strives toward measurable objectives that are shared by all parties. Meetings should be held every three months to promote data analysis and serve as a forum for management to make data-supported choices on how to enhance the system. Finally, technical assistance will be made available and staff members will be trained in order to ensure the HRIS system's durability and ongoing improvement.

References

Alami, A. (2016). Why do information technology projects fail?. Procedia Computer Science, 100, 62-71.

Cameron, E., & Green, M. (2019).  Making sense of change management: A complete guide to the models, tools and techniques of organizational change. Kogan Page Publishers.

Dey, T., & Saha, T. (2020). Implementation of HRIS by Hospitals in Bangladesh: An Analysis using the UTAUT Model.  International Research Journal of Engineering and Technology,  7(1), 1920-1927.

Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.

Srivastava, S., Bajaj, B., & Dev, S. (2021). Human Resource Information System Adoption and Implementation Factors.  Research Anthology on Human Resource Practices for the Modern Workforce, 93.