Riordan Manufacturing HR System

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Mr. Hugh McCauley, the COO of Riordan Manufacturing, Inc. has submitted a service request SR-rm-004. This request is to analyze the current Human Resources system and to integrate the existing variety of tools used today into a single integrated application at all plant locations. Mr. McCauley would like to take advantage of a more sophisticated, state-of-the-art, information technology system for the Human Resources department. The IT team will examine the current information system and the possible design and development of a single integrated application that meets or exceeds Riordan Manufacturing’s expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned IT infrastructure, and is inexpensive to maintain and cost-effective to enhance. The outcome and analysis of this assessment, along with recommendations and each phase of the System Development Life Cycle (SDLC) will be identified in this report.

Current Human Resources Information System
The company’s HRIS system was installed in 1992. It is a part of the financial systems package and keeps track of the following employee information: •Personal information (such as name, address, marital status, birth date, etc.) •Pay rate

Personal exemptions for tax purposes
Hire date
Seniority date (which is sometimes different than the hire date) •Organizational information (department for budget purposes, manager’s name, etc.) •Vacation hours (for non-exempt employees)

Changes to this information are submitted in writing (on special forms) by the employee’s manager and are entered into the system by the payroll clerk. Training and development records are kept in an Excel worksheet by the training and development specialist. Each recruiter maintains applicant information for open positions. Résumés are filed in a central storage area, and an Excel spreadsheet is used to track the status of applicants. Workers’ compensation is managed by a third-party provider, which keeps its own records. Employee files are kept by individual managers; there is no central employee file area. Managers are also responsible for tracking FMLA absences and any requests for accommodation under the ADA. The compensation manager keeps an Excel spreadsheet with the results of job analyses, salary surveys and individual compensation decisions. Employee relations specialists track information about complaints, grievances, harassment complaints, etc. in locked files in their offices.

Proposed Information Gathering Techniques and Design Methods
The analyses phase of the SDLC requires a clear understanding of the Human Resources business functions. To gain a clear understanding, we must first identify and document the physical processes and activities of the existing system at all Riordan Manufacturing locations. This will be accomplished by using traditional requirements elicitation techniques, i.e., holding interviews, observing users of the current system, from observing users and having discussion sessions with subject matter experts and process owners. Project members from the IT department as well as project analysts will attend these discussions so they can gather facts, opinions, speculate and observe body language, emotions and other signs of what people want and how they assess current systems. A review of existing reports, forms and procedure descriptions will also be conducted as a fact finding activity. Observation of the current processes will also be conducted by the analysts and IT members so that they get a clear understanding of exactly what takes place in the business process. In addition to the traditional requirements elicitation techniques to gather information and data, the IT members will also hold Joint Application Design/Development, or JAD sessions to ensure that information is gathered from all affected parties, and that requirements that are received in outcome are...
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