Change Management and Hris

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In this case we would like to discuss the process of implementing a new HRIS system in the organization, and the possible areas of issues caused by this change and the alternative ways to increase the success of the implementation process. 1. Evaluation of the situation.

First of all, Julia Woodland was on the right track. She wanted to make significant changes. The steps she has taken show her experience and professionalism how to fix the mess in the HR department. Julia has divided the issues into two categories: immediate and long-term. The outsourcing of the recruitment at that point of time is a good idea. It allows getting the job done by outside party while implementing the changes inside of organization. She has concentrated on the project and has established the deadlines. However, she should have thought about the proper communication of the changes to other employees who are affected by the upcoming change. In addition, she should have invited the IT people and the representative from the financial department to the meetings with the new HRIS vendor to make sure the new HRIS would work and be effective for all affected departments. 2. Involvement of people.

Julia has a support of the executive which is important to have at first place. However, Julia could have gone extra mile which would have helped her to implement changes without resistance from other employees. First of all, she should have got together with her staff to discuss the changes. In addition, she should have enlisted the support from IT Director and the Finance Manager. All employees mentioned above are influenced by the change in the first place. On the contrary, the success of the change depends on their approval. According to Nadler’s congruence theory, the organizations are systems which will work only if there is congruence between the various organizational subsystems.1 Julia was in the hurry to met the deadlines and have lost the important step of the change process involving some but not all necessary people into the process. 3. The errors of Julia’s Woodland.

Ms. Woodland was very welcomed by her staff. They gave her the credit of trust. However, she did not pay it back. She started putting her new ideas into practice without communicating with her employees. In this case the people were lost about what is happening in the company and what the results are going to be for each individual. The “parade of candidates for new HR Representative Position”2 coming every day made people worry about their positions and influenced the sense of job security. This why the morale has decreased and people refused to support the upcoming changes. Julia’s overconfidence played a negative role and caused a danger of failure to the project. The successful projects should have a clearly identified project scope and strategy that outline key business requirements and project goals. This information should have been clearly outlined to the staff. It is hard for the employees who have done the job in the other way for long period of time to accept changes. Nobody wants to leave their comfort zone. This new HRIS project is not simply a new technology. It requires a change in organizational culture. The time, additional training and resources are required during the unfreezing stage to prepare employees for the new technology. If Julia paid attention to it, the change would have been bought in. 4. The cultural issues.

Culture of the organization is a set of rules and traditions which guide employees’ behavior. Although some leaders do not pay attention to it when implementing the change, it does have influence on the success. In our case Julia Woodland did not take the organizational culture into consideration. She did not realize that the financial department preferred to do financial reports in the way they had done it for many years as well as the HR staff did not understand the changes they were involved to and why they could not...
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