Change Management and Hris
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
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
Bibliography: Atlantis Technologies. “Benefits of Reengineering a Legacy System” http://www.atlantistechgroup.com/Resources/Migration/Benefits.htm Cawsey, Tupper, Deszca, Gene. Toolkit for Organizational Change. Wilfrid Laurier University. Thousand Oaks, California, United States of America: Sage Publication, Inc., 2009. Kavanagh, Michael J., Thite, Mohan. Human Resources Information Systems: Basics, Applications, and Future Directions. Thousand Oaks, California, United States of America: Sage Publication, Inc., 2009 Saks, Alan. Managing Performance through Training and Development. Fifth Edition. United States of America: Nelson Education Ltd: 2010 Zatz, David. “Employee Surveys: a Tool for Change”. Toolpack Information. Toolpack Consulting, LLC. http://www.toolpack.info/articles/surveys-for-change.html