HRIS Implementation and Change Management

Dr Shah Miah

HRIS Implementation and Change Management

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


PLANNING SYSTEM IMPLEMENTATION: KEY ACTIVITIES

Management sponsorship

Process mapping

Software implementation

Customization

Change management

Go live!

Project evaluation

Potential pitfalls

3


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


“GO LIVE!”

Option 1: immediate conversion

Option 2: parallel conversion

For both options: critical to have support for training and software in place.

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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

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

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LEADERSHIP

Lack of executive support

Project managers lacking in leadership skills

Team of individuals committed to change

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PLANNING

Clearly identified scope and strategy

Adequate funding

Adequate staff to manage the project

Time requirements estimated properly

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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


COMMUNICATION

Makes the difference between success and failure

Getting people “unstuck” is A huge communication challenge

Ideally, people participate from beginning to end

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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”

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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

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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

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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

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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

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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

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PRACTICAL APPROACHES TO IMPLEMENTATION

All at once implementation

Phased implementation

Run old systems in parallel

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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

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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

http://www.theaustralian.com.au/australian-it/states-health-payroll-change-was-adopted-untested/story-e6frgakx-1225888223958

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 HRRef: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.

“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.

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


Basic purposes to fulfil


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)


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


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

Integration Myth: Niche SaaS vendors offer seamless integration

Reality: Only SaaS solutions built on open, 100% commercially available middleware can deliver seamless integration

Issues


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


Forced Upgrades Myth: Niche SaaS vendors deliver innovation with

vendor-managed upgrades

Reality: Forced upgrades can result in additional costs and complexity

Issues


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


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


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


HRIS Implementation and Change Management

Business

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