Dr Shah Miah HRIS Implementation and Change Management
Jul 14, 2015
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
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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: KEY ACTIVITIES
Management sponsorship
Process mapping
Software implementation
Customization
Change management
Go live!
Project evaluation
Potential pitfalls
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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!
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
“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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson - Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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
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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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
LEADERSHIP
Lack of executive support
Project managers lacking in leadership skills
Team of individuals committed to change
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
PLANNING
Clearly identified scope and strategy
Adequate funding
Adequate staff to manage the project
Time requirements estimated properly
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
PRACTICAL APPROACHES TO IMPLEMENTATION
All at once implementation
Phased implementation
Run old systems in parallel
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Michael J. Kavanagh, Mohan Thite, and Richard D. Johnson -Human Resource Information Systems: Basics, Applications, and Future Directions, 2e © 2012 SAGE Publications, Inc.
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
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
Basic purposes to fulfil
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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)
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
Forced Upgrades Myth: Niche SaaS vendors deliver innovation with
vendor-managed upgrades
Reality: Forced upgrades can result in additional costs and complexity
Issues
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.
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
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.