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HRM520006VA016-1188-001 - HUMAN RES. INFORMATION SYSTEMS
Assignment 4: Plan Summary Melissa Miller on Fri, Nov 30 2018, 9:27 PM
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1 Running head: PLAN SUMMARY 8 PLAN SUMMARY
Plan Summary Melissa Miller Professor: Dr. 1 DANA RICHMOND STRAYER
UNIVERSITY GLOBAL CAMPUS HRM 520: HUMAN RESOURCE
INFORMATION SYSTEMS DECEMBER 3, 2018
Contents Current Issues Facing the Larsson Property Management Company 3 Plan and
Analysis of the HRIS based on Issues Identified 3 Function HRIS Serves and how System
Word Count: 1,448
Attachment ID: 244349917
Assignment 3 Plan Summary.…
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1 Another student's paper
2 Another student's paper
3 Another student's paper
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5 https://www.albany.edu/business/Richard_Johnson.php
6 Another student's paper
7 Another student's paper
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will solve the Business Issue 3 Comparison of Three HRIS Vendors and
Recommendations 3 Oracle Human Resource Cloud 3 Bamboo HR 4 Workday Human
Capital Management 4 Recommendation 4 Implementation of the HRIS Using Kotter’s 8
Step Change Model 4 Project Management Roadmap and Associated Implementation
Costs 6 Proper Maintenance and Evaluation of HRIS System for Continuous
Improvement 6
Current Issues Facing the Larsson Property Management Company The Larson property
management group faced problems of record keeping. Over the years, the human
resources aspect of the firm has steadily increased. The upsurge in staff numbers has
precipitated a complex system of keeping and maintaining the database for the personne
attached to the firm (Kavanagh& Johnson, 2017). Larson property management has
implemented the legacy Human Resource Information System (HRIS) to facilitate the
process of wireless hiring. The organization has however identified user-friendly issues
with the HRIS. Also, it needs to be highly compatible with the rest of the hiring system at
Larson property and needs to be adaptable to the needs of the users.
Plan and Analysis of the HRIS based on Issues Identified Function HRIS Serves and how
System will solve the Business Issue The HRIS resolved the traditional processes of hirin
For the Larson property group, simplification of the HR processes will translate to better
strategic management decisions. The HRIS system provides an avenue of storing,
dissemination and dispensing employee data in a quick, effective and efficient manner.
With the current expansion programs involving the human resource at the Larson
Property Management, the HRIS will streamline the hiring operations. Also, the system i
essential to raise the efficiency of the hiring process, reduce the weight of financial
transactions, and manage organizational leadership if customized correctly. The HRIS
system will allow Larson Property Managers to access information about their employees
easily.
1 COMPARISON OF THREE HRIS VENDORS AND RECOMMENDATIONS
ORACLE HUMAN RESOURCE CLOUD IT IS A COMPLETE HUMAN
RESOURCE APPLICATION THAT HELPS THE ORGANIZATION IN
STRATEGIZING FOR THE BEST WORKFORCE EXPERIENCE (SELECTHUB,
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2018). THIS SOFTWARE INTEGRATES TECHNOLOGY WITH THE BEST
HUMAN RESOURCE PRACTICE. THIS SOFTWARE ALLOWS THE
ORGANIZATION TO FIND, DEVELOP, AND RETAIN THE BEST TALENT IN
THE LABOR POOL. THE COST OF THIS SYSTEM IS CUSTOMIZED
DEPENDING ON THE NATURE AND SIZE OF THE ORGANIZATION.
BAMBOO HR BAMBOO IS AN HR INFORMATION SYSTEM THAT IS
CREATED FOR BOTH SMALL AND MEDIUM-SIZED ORGANIZATIONS. THI
SYSTEM IS CONSTRUCTED WITH FEATURES INCLUDING AN APPLICANT
TRACKING SYSTEM AND PERFORMANCE MANAGEMENT CAPABILITIES.
THE SYSTEM PROVIDES THE EXECUTIVES WITH TIMELY AND
CUSTOMIZED REPORTS. IT ALSO ALLOWS THE EMPLOYEES TO
PERFORM SELF-SERVICE ACTIVITIES USING A CONVENIENT MOBILE
APPLICATION. THE SOFTWARE COMES IN TWO MAIN PACKAGES
(SELECTHUB, 2018). THAT IS THE BASIC PACKAGE AND THE
PROFESSIONAL PACKAGE (SELECTHUB, 2018). THE BASIC PACKAGE
COSTS $99 PER MONTH WHILE THE PROFESSIONAL PACKAGE COSTS
$299 PER MONTH. THERE ARE ALSO OTHER CHARGES INCLUSIVE SUCH
AS LICENSE FEES, MAINTENANCE AND INSTALLATION, AND
CUSTOMIZATION FEES WORKDAY HUMAN CAPITAL MANAGEMENT THIS
INFORMATION SYSTEM UNIFIES HUMAN RESOURCE AND TALENT INTO
SINGLE MANAGEMENT INTO A SINGLE SYSTEM-OF-RECORD. THE
POLICY DEFINES THE BETS HACKS FOR MANAGING GLOBAL MOBILE
AND DIVERSE HUMAN CAPITAL. THE COST OF THIS SYSTEM DEPENDS
ON THE NUMBER OF USERS, SIZE OF THE COMPANY AND MANY OTHER
FACTORS SUCH AS THE INDUSTRY THE BUSINESS OPERATES.
RECOMMENDATION THEREFORE, BAMBOO HR SYSTEM WILL BE MORE
CONVENIENT TO THIS ORGANIZATION BEARING IN MIND IT IS COST
EFFECTIVE AND ALIGNS TO THE ORGANIZATION’S NEEDS AND
PROJECTION AS FOR AS THE TALENT IS CONCERNED.
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Implementation of the HRIS Using Kotter’s 8-Step Change Model The process of
implementing the HRIS at Larsson Property Managers is a change process. To
successfully introduce the changes to the staff model, I would favor Kotter’s 8-Step mode
of change implementation. 2 THE FIRST STEP IS CREATING A SENSE OF
URGENCY AT THE ORGANIZATION. This is achieved through the identification of
potential crises or opportunities as a result of the growth of an organization. It is at this
stage that a catalyst for change is identified and established (“Kotter's 8 Step process to
successful change, ”2016). The second stage of change involves the formation of useful
coalitions. The coalition involved assembling people with the right attitude and capability
to drive the change model an organization seeks to incorporate (“Kotter's 8 Step process
to successful change, ”2016). Also, at this stage, enough strategies should be formulated t
facilitate the change process and make the introduction of the HRIS concept seamless an
without any form of technical glitches. The third step of Kotter’s 8-steps is to ensure that
vision of what the institution hopes to achieve is created and that all personnel at the
organization are alive to the expectation so of the company regarding the change process
(“Kotter's 8 Step process to successful change, ”2016). The next step involves the adoptio
of every opportunity to communicate the ideals of the change process. The onus is on the
management to demonstrate the new vision and strategies to each of the employees to
help them internalize the requirements of the change process. The Kotter’s 8-Step model
of change involves the adoption of clear communication strategies to make sure all
employees are in tandem with the goals the organization seeks to deliver.
The fifth step of Kotter’s eight-step model of change I would implement at the Larsson
Property Managers is empowering others to act on the proposed amendment. Also, I
would change the structures and cultures which seriously undermine the vision of change
I aim to implement at the business. 3 THE NEXT STEP INVOLVES PLANNING TO
CREATE SHORT-TERM WINS. To effectively achieve this purpose, I would reward
and recognize the employees at Larson Property who have shown willingness to embrace
the change (“Kotter's 8 Step process to successful change, ”2016). The stage also involves
planning for visible performance improvement. The seventh step I would borrow from
Kotter’s theory of change is consolidating improvements and producing still more change
(“Kotter's 8 Step process to successful change, ”2016). Enhancing the vision for step seve
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would comprise hiring the employees who are ready to embrace change and facilitate the
change process. Lastly, I would institutionalize the new approaches to the change model
to effectively incorporate the HRIS at the firm.
4 PROJECT MANAGEMENT ROADMAP AND ASSOCIATED
IMPLEMENTATION COSTS THE COST JUSTIFICATION STRATEGY USED
TO JUSTIFY THE COST OF THE HRIS IS THE ORGANIZATIONAL
ENHANCEMENT STRATEGY WHICH MAINLY FOCUSES ON THE BENEFITS
THAT WILL BE INCURRED BY THE ORGANIZATION. THE INTERESTS
INCLUDE IMPROVED EMPLOYEE PERFORMANCE, INCREASED STAFF
PRODUCTIVITY, REDUCED COSTS OF PERFORMANCE REVIEWS AND
PAPERWORK FROM $70,000 TO $30,000, REDUCED TIME COSTS ON
ADDRESSING THE NEEDS OF THE EMPLOYEES AND AN ESTIMATED 30%
INCREASE IN REVENUES (KAVANAGH& JOHNSON, 2017). THE
IMPLEMENTATION COSTS WILL AMOUNT TO APPROXIMATELY $40,600.
HOWEVER, THE COMPANY WILL INCREASE ITS PRODUCTIVITY AND
ENJOY A 30% INCREASE IN TAXES (KAVANAGH& JOHNSON, 2017). THE
SYSTEM IS THEREFORE JUSTIFIABLE TO COMMENCE AS THE FEES WILL
RECOVER THE COSTS OF IMPLEMENTATION.
PROPER MAINTENANCE AND EVALUATION OF HRIS SYSTEM FOR
CONTINUOUS IMPROVEMENT MAINTENANCE IS THE MOST CRUCIAL
PART OF THE HRIS IMPLEMENTATION. FAILURE TO MAINTAIN THE
SYSTEM LEADS TO SYSTEM FAILURE. THE COMPANY WILL PERFORM
MONTHLY, QUARTERLY, BIANNUAL, ANNUAL MAINTENANCE AS WELL
AS UNDERTAKING VENDOR MEETINGS AND CONFERENCES. THE
MONTHLY SUPPORT WILL INVOLVE APPLYING UPGRADES FROM THE
VENDOR AND FIXING BUGS (KAVANAGH& JOHNSON, 2017). THE
QUARTERLY MAINTENANCE WILL BE PERFORMED AFTER THREE
MONTHS TO REVIEW SECURITY ACCESS AND TUNE THE THIRD PARTY
OR IN-HOUSE PROFESSIONALS. BIANNUAL MAINTENANCE WILL BE
UNDERTAKEN AFTER EVERY SIX MONTHS TO ENSURE THAT THE
SYSTEM KEEPS UP WITH THE TECHNOLOGY TRENDS BY UPGRADING
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THE SYSTEM (KAVANAGH& JOHNSON, 2017). SIMILARLY, THE
ADDITIONAL FUNCTIONS, REPORTS, AND FEATURES WILL BE
ELIMINATED FROM THE SYSTEM. THE VENDOR CONFERENCES AND
MEETINGS WILL ENABLE THE COMPANY TO GAIN INFORMATION FROM
THE VENDOR.
5 REFERENCES KAVANAGH, M. 1 J., & JOHNSON, R. D. (Eds). (2017). 1
HUMAN RESOURCE INFORMATION SYSTEMS: BASICS, APPLICATIONS,
AND FUTURE DIRECTIONS. Sage Publications.
Martin, M. (2017). 1 FUNCTION AND BENEFITS OF HUMAN RESOURCE
INFORMATION SYSTEMS (HRIS). Retrieved from
https://www.cleverism.com/lexicon/human-resource-information-system-hris/.
Accessed on: 26th November, 2018.
6 “KOTTER'S 8 STEP PROCESS TO SUCCESSFUL CHANGE.”(2016). 7
RETRIEVED FROM HTTPS://WWW.EDUCATIONAL-BUSINESS-
ARTICLES.COM/8-STEP-PROCESS/. Accessed on: 26th November, 2018.
SelectHub, S. (2018). Software Selection Tool | Software Selection Management |
SelectHub. Retrieved from https://selecthub.com/. Accessed on: 26th November, 2018.
Running head: SYSTEM DEVELOPMENT LIFE CYCLE PHASE III DESIGNS 1
SYSTEM DEVELOPMENT LIFE CYCLE PHASE III DESIGNS 6
System Development Life Cycle Phase III Design
Melissa Miller
Professor: Dr. Dana Richmond
Strayer University
Global Campus
HRM 520: Human Resource Information Systems
November 5, 2018
Data versus Process perspectives
Organizations that seek to implement the Human resource information system should attempt to address it through both the data and the process perspectives. This is because each of the two perspectives focuses on a different but equally important aspect of the human resource information system. For instance, the data perspective focuses on the analysis of the kind of data the organization captures (Kavanagh & Johnson, 2017). Also, it focuses on the relationship between the data variables. Remember, the data perspective does not consider the manner and the place in which the data captured will be used. The major areas where the data perspective focuses on include the applicant’s knowledge, abilities, and skills during recruitment. It will also focus on the critical data to be captured such as the applicant’s name, address, academic credentials, working experience among others.
On the other hand, the process perspective focuses on the organization activities and how data and information flow within the different departments of the organization (Kavanagh & Johnson, 2017). For instance, the recruiting model viewed from this perspective will consider the business actives such as receiving applications, sorting the resumes in the bid to create an interview pool, scheduling interviews, and reporting candidates’ information to the respective legal bodies. In a nutshell, the two perspectives are essential since each represents a portion of the total HRIS but does not provide adequate information to the change team.
Addressing the System’s Needs
The change team will use this information in various ways in the bid to propel the intended change towards success. It should be noted that the second phase of the amendment requires a lot of information that is sieved to maintain relevance (CompareHRS, 2018). Some of the information that will be used in the analysis includes the system needs, some users it can support, its reliability, the nature of data it can capture, information display and dissemination among others. These data will guide the team in creating a memorandum of what the change will bring to the company (CompareHRS, 2018). It will also guide them in addressing the system needs and the best ways to mend any loophole in the analysis.
Logical Process Modeling
The principal business processes in the HR system will include the recruitment process, employee appraisal process, and payroll management process (CompareHRS, 2018). Each of these activities will have an individual process that will guide the information and data flow in every action. For instance, in the recruitment module, the events will include receiving applications from candidates, sorting the resumes to come up with an interview pool, scheduling the interviews, and reporting candidates’ information for legal purpose (Laudon & Laudon, 2016)s. Here, the data will flow from the point application are received to throughout the process up to the last step respectively, as mentioned in the previous statement. The information will be disseminated in each department since the three methods are integrated
Physical design
|
|
|
|
|
Human resource manager |
|
Hiring process
i. Receiving Applications, ii. Sorting the Resumes, iii. Scheduling Interviews, iv. Reporting Candidates’ Information
|
|
Compensation
|
|
Employee appraisal
|
|
Health and safety
|
The diagram above represents the physical design of the new HR system. Information will be exchanged across the department of human resource. The primary focus of this human resource information system is about the process of hiring. Therefore, the primary focus of this physical design is on this process. The reasoning behind the plan is that the human resource department activities are all linked to each other in one way or the other. Therefore, the four major activities including hiring process, compensation process, employee appraisal, and health and safety activities have a strong linkage between each other (Kavanagh & Johnson, 2017). However, the first process is hiring, then followed by compensation, employee appraisal, and health and safety in that order. All these sub-departments must all report to the human resource manager.
HRIS Vendor
Oracle Human Resource Cloud
It is a complete human resource application that helps the organization in strategizing for the best workforce experience (SelectHub, 2018). This software integrates technology with the best human resource practice. This software allows the organization to find, develop, and retain the best talent in the labor pool. The cost of this system is customized depending on the nature and size of the organization.
Bamboo HR
This is an HR information system that is created for both small and medium-sized organizations. This system is constructed with features including an applicant tracking system and performance management capabilities. The system provides the executives with timely and customized reports. It also allows the employees to perform self-service activities using a convenient mobile application. The software comes in two main packages. That is the basic package and the professional package. The basic package costs $99 per month while the professional package costs $299 per month (SelectHub, 2018). There are also other charges inclusive such as license fees, maintenance and installation, and customization fees
Workday Human Capital Management
This information system unifies human resource and talent into single management into a single system-of-record. The policy defines the bets hacks for managing global mobile and diverse human capital. The cost of this system depends on the number of users, size of the company and many other factors such as the industry the business operates.
Therefore, Bamboo HR system will be more convenient to this organization bearing in mind it is cost effective and aligns to the organization’s needs and projection as for as the talent is concerned.
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice. New York, US: Kogan Page Publishers.
CompareHRS. (2018). CompareHRS. Retrieved from HRIS Overview: https://www.comparehris.com/hris-overview/
Kavanagh, J. M., & Johnson, R. D. (2017). Human Resource Information Systems (4 ed.). New York, NY: Sage Publishers.
Kavanagh, M. J., & Johnson, R. D. (2017). Human resource information systems: Basics, applications, and future directions. Thousand Oaks, California: Sage Publications.
Laudon, K. C., & Laudon, J. P. (2016). Management information system. New Delhi, India: Pearson Education India.
SelectHub. (2018). SelectHub. Retrieved from Compare HR Software: https://selecthub.com/hr-management-software/
Running head: SYSTEM DELVELOPMENT LIFE CYCLE PHASES IV & IMPLEMENTATION AND MAINTENANCE 1
SYSTEM DELVELOPMENT LIFE CYCLE PHASES IV & IMPLEMENTATION AND MAINTENANCE 6
System Development Life Cycle: Phases IV & V – Implementation and Maintenance
Melissa Miller
Professor: Dr. Dana Richmond
Strayer University
Global Campus
HRM 520: Human Resource Information Systems
November 19, 2018
All businesses look forward to a successful HR system implementation. However, specific issues lead to the failure of the system. The primary cause of system implementation failure is a lack of clear objectives at the beginning of the implementation process (Kavanagh, 1990). Organizations should ensure that critical business processes such as financial benefits and deadlines are well defined to give direction to the HR system. Another factor contributing to the failure of system implementation involves poor planning and management. Some organizations make unrealistic project management plans that overestimate the organization’s capabilities. Businesses should make rational series of processes to identify the gaps that may lead to implementation failure.
Change Management
Change is inevitable in any business entity. Failure to manage the changes may result in overall business failure. Business should apply change models that to ensure useful and beneficial changes. Some of the change management models include Lewin’s change management model that involves unfreezing the current business process, changing into another method and refreezing which entails implementing the business new business process (Levasseur, 2001). Another change model is Kotter’s theory. The theory involves a series of eight steps that should be undertaken when implementing a change. The steps include creating urgency, building a guiding team, developing goals, communicating the by-ins, eliminating barriers, developing short-term wins, supporting acceleration and ensuring the changes are inflicted.
Another change model is The McKinsey 7-S model. This model involves examining the crucial aspects of an organization. The elements include strategy, style, staff, skills, shared values, systems, and structure (Kaplan, 2005). The most effective change model is the McKinsey 7-S model. The model enables organizations to quickly identify the weaknesses that need more attention during the process of implementing change. The steps included ensuring the effectiveness of the model comprises:
1. Examining the strategy
2. Assessing the organization structure
3. Analyzing the systems
4. Documenting the shared values
5. Evaluate the leadership and management styles
6. Evaluating the staffing
7. Evaluating the skills of the employees.
HRIS Implementation
The implementation period for the HRIS takes approximately eight weeks to reach the go-live phase. The activities undertaken before the go-live phase include:
1. Research and discovery- This activity involves numerous study and developments. The research and discovery activities occur within one to two weeks. The main participants in this stage are the human resource professionals and the top managers. The senior managers audit all business processes to keep them in check whereas the human resource professionals decide on automating the desired operations.
2. Installation- this activity takes a few days to be complete. It mainly involves the installation of technological features. The main participants in the installation activity are the IT professionals as they are skilled in performing the installation processes.
3. Data conversion- the conversion processes takes a maximum of two weeks to be completed. The completion period depends on the compatibility of the new system with the old system and the amount of data to be transferred manually. The participants in this stage may include selected employees and managers who are eligible for transferring the relevant information manually.
4. Configuration, review, and testing- during or after the data conversion activities are complete, the configuration process for the HRIS dashboard commences to accommodate the employees’ and the company’s needs. After the configuration process, selected managers, employees and human resource officials test the HRIS. Configuration review and testing activities may take one week based on the time taken to acquire feedback from the participants.
5. Employee training- training may consume some weeks depending on the immensity of the changes in the company and the capability of employees to learn. All employees participate in the training activities (Kavanagh, 1990).
Cost-Benefit Analysis
HRIS Cost-Benefit Analysis Matrix of Bamboo HR
|
|
|
Direct |
Indirect |
|
Benefits |
Increased Revenues |
Improved management performance Increased staff productivity |
Motivation of employees Revenues increase by 30% |
|
|
Reduced costs |
Cost of paperwork on performance management reduce from $70,000 to $30,000 Loss of performance reviews |
Less time used in reviewing performance Less time used in addressing employees’ needs |
|
Costs |
Implementation Costs $40,600 |
Installation fee $30,000 Training costs $5,000 Software License $2,000 Monthly fees $299 |
Reduced productivity during system installation |
The cost justification strategy used to justify the cost of the HRIS is the organizational enhancement strategy which mainly focuses on the benefits that will be incurred by the organization. The interests include improved employee performance, increased staff productivity, reduced costs of performance reviews and paperwork from $70,000 to $30,000, reduced time costs on addressing the needs of the employees and an estimated 30% increase in revenues. The implementation costs will amount to approximately $40,600. However, the company will increase its productivity and enjoy a 30% increase in taxes. The system is therefore justifiable to commence as the fees will recover the costs of implementation.
Maintenance is the most crucial part of the HRIS implementation. Failure to maintain the system leads to system failure. The company will perform monthly, quarterly, biannual, annual maintenance as well as undertaking vendor meetings and conferences (Kavanagh, 1990).
The monthly maintenance will involve applying upgrades from the vendor and fixing bugs. The quarterly maintenance will be performed after three months to review security access and tune the third party or in-house professionals. Biannual maintenance will be undertaken after every six months to ensure that the system keeps up with the technology trends by upgrading the system. Similarly, the additional functions, reports, and features will be eliminated from the system. The vendor conferences and meetings will enable the company to gain information from the vendor.
References
Kaplan, R. S. (2005). How the balanced scorecard complements the McKinsey 7-S model. Strategy & leadership, 33(3), 41-46.
Kavanagh, M. J., Gueutal, H. G., & Tannenbaum, S. (1990). The human resource information system. Development and Application, Boston: PWS-Kent.
Levasseur, R. E. (2001). People skills: Change management tools—Lewin's change model. Interfaces, 31(4), 71-73.
Running head: LEGACY HRIS 1
LEGACY HRIS 5
Legacy HRIS
Melissa Miller
Strayer University
Global Campus
HRM 520: Human Resource Information Systems
October 22, 2018
Legacy HRIS
Introduction and Plan
The increase in the size of an organization calls for an increase in resources. In the case of Larson property Management Company, the increase in size required the expansion of the human resources. Consequently, the increase in human resources posed a problem especially in record keeping for the human resource processes. The firm, therefore, was therefore forced to adopt the HRIS system that to perform most of the prominent human resource activities. Larson Property management company having implemented the legacy HRIS system have realized some shortcomings in the System that need to be checked as soon as possible to improve the efficiency and effectiveness of the human resource functions in the organization. The legacy HRIS needs to be replaced with a sophisticated applicant tracking system (ATS) with its primary aim being to provide a paperless hiring process.
However, the ATS system must include all the stages of the recruitment process. It must be able to convert all the physical work transferred to it. The system should consist of organizational aspects like planning, recruiting, managing, training, and evaluation (Laudon & Laudon, 2016). Additionally, the inputs had to be fed to the system and maintained in the system (Laudon & Laudon, 2016). The new system will ensure that the data and the process have trivial statues in the design
Analysis
System Needs
The organization is in dire need of the change and therefore the implementation should be done as quickly and as prudently as possible (Kavanagh & Johnson, 2017). The new system needs to be user-friendly. That is, it must be both compatible with the previous methods and highly adaptable to the users. The system must be able to transform most of the paperwork into electronic data (Armstrong & Taylor, 2014). The system must be able to track the candidate’s progress through the overall hiring process and providing automated reports. The system is needed to have highly fast internet workability whereby it will be used to post job posts via the organization’s website. These features were either not available in the previous HRIS system or were not as effective as required.
Team Members
To accomplish the new change, a team comprising of human resource professionals, IT experts, and employee leaders from each level will be formed. The human resource professionals will be instrumental since they will design the whole process of hiring. This is because the entire system will primarily affect their department. Besides, the IT professionals will be critical in the design regarding system security, usability, and efficiency. The employee representatives in each level of management will give their contribution to the specific needs of the system since they will in most times be using the systems.
Data Collection
Data will be collected using questionnaires from the employees and other stakeholders of the organization. The change management team will give both closed-ended and open-ended questionnaire to the primary stakeholders who will provide their views on what should be changed.
Essential Questions
i. The following are some of the questions that will be asked to end users via the questionnaires.
ii. What is your view on the new system regarding access to information?
iii. Which aspects of the new system do you like or don’t like? Give the reason.
iv. Does the system support the organization's workflows and processes without forcing you to change?
v. Does the system provide security and confidentiality of information?
vi. Does the system align with the human resource strategy and the overall business strategy?
In conclusion, the new system should be adopted since it first, aligns with the human resource strategy and the overall business strategy of transforming paper-based records to electronic records. Secondly, the system will lead to efficiency in the human resource system since the process of hiring an employee evaluation will be done swiftly.
References
Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. London, UK: Kogan Page Publishers.
Kavanagh, M. J., & Johnson, R. D. (2017). Human Resource Information Systems: Basics, Applications, and Future Directions. Thousand Oaks, California: Sage Publications.
Laudon, K. C., & Laudon, J. P. (2016). Management Information System. New Delhi, India: Pearson Education India.
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