Due Week 9 and worth 280 pointsAt this stage, you have a solid understanding of the problem the company is facing and you have provided a solution for your client. Now, you want Larson Property Manage

HRIS IMPLEMENTATION

HRIS Implementation

Asianna Johnson

Human Res. Information Systems

Dr. Chuks Agada

05/25/2020

Change Management

System implementation is the process of defining nature or how the system should be developed, which is the physical design of the system (Hayes, 2018). This process also involves ensuring that the system is operational and effectively used in the organization and finally ensure that the system meets the quality standards through the quality assurance process. System implementation is usually accompanied by change management. There are various change management models, such as Lewin’s change management model, which involves unfreezing the old procedures with an organization and emphasizes the need for people to understand what drives the change. McKinsey 7S model emphasizes the issues of assessing each component of an organization before implementing the change. Kotter’s 8 Step change model primarily focuses on the people affected by the change rather than the change itself. Kubler Ross change curve is the other change management model that focuses on the feeling the employees have to deal with during and after the change and to coach the manager on how to address these feelings. The primary goals of all the models are ensuring the new systems are successfully implemented and mitigate negative impacts during the implementation of the system.

In the HRIS implementation, I will use Lewin’s model of change management. This model was created in the 1940s by Kurt Lewin, a psychologist who had a primary aim of helping the leaders in understanding and facilitating transition in a specific organization. The change manager will play a significant role in all the three steps of HRIS implementation and ensuring the project meets its initial objectives. The manager responsible for the change management communicates intending to create the perception that the change is required in the organization. The change manager is the essential employee in the change management and ensures the change is implemented successfully and eliminates possible resistance (Hussain et al. 2018). The leader begins with unfreezing the traditional way of doing things by using a compelling message that encourages employees to change the status quo. The second step involves focusing on the actual change by communicating to eliminate rumors and involve employees in the change process. The final step in this model involves refreezing by integrating the transition process in the organization culture while developing ways to sustain the change in the long-term. The three steps will ensure the HRIS has successfully implemented ad maintained in the long-term.

Cost-Benefit Analysis

The cost-benefit analysis is one of the essential activities before system implementation. Before implementing any system or undertaking any project in an organization, a prudent manager will always perfume a cost-benefit analysis (Boardman et al. 2017). It is a process that helps in analyzing and making accurate decisions. It involves summing up the benefits of the HRIS implementation in an organization and then subtracting the entire cost associated with it. The outcome from the cost-benefit analysis helps in determining whether the implementation of the HRIS will be economically feasible or if the company should pursue other projects. Most of the time, the analysis will also factor in the opportunity costs during the decision making. Opportunity costs provide alternative benefits an organization could have realized on choosing one alternative over the others. Generally, the opportunity cost is the missed opportunity as a result of a specific decision or choice.

Cost-Benefit Analysis Matrix for the HRIS

Cost Justification of implementation of HRIS is one of the most common challenges for managers and decision-makers in an organization. The managers must determine whether the benefit is worth the cost (Boardman et al. 2017). Cost justification is sometimes challenging since some items in the implementation of HRIS can be quantified while others may not. The following chart displays the general benefits and costs associated with the implementation of the HRIS.

The normal cost of an HRIS system implementation is, for example, $6,125 for every user for about five years or $100 for every user each month. For big companies, this cost of implementation may increase to $8,750 for five years. Assume that $600 is lost each week for infective HR department performance. Suppose under the normal circumstances, maintenance HRIS will be required after every 12 months and that each maintenance activity will require $6000, which includes the burden for overhead costs. Implementation of HRIS in the organization will yield maintenance cost-benefit of about $310,000 per year.

Evaluating and Maintaining the HRIS

The HRIS system is a complex collection of elements that interacts with each other in their organization. Therefore, continuous evaluation and improvement are essential to ensure the business fully benefits from the implementation of the system. To make the implementation process more comfortable, creating a roadmap and timelines for evaluation and maintenance is essential. There will also be a need to create a strategic team responsible for the entire implementation, evaluation, and maintenance. It is also important to always keep the HRIS goals in mind. The listing also the goals for the HRIS projects w8ill ensure we delve into the software with the desired features in the long-run. Interfacing the HRIS with other systems within the organization will ensure that the organization's traditional systems are successfully implemented without a negative impact on the overall company(Barisic, Klopotan & Miloloža, 2019). After three months of implementing the new system, an evaluation will be crucial to determine the areas that require improvements.

References

Barisic, A. F., Klopotan, I., & Miloloža, I. (2019). Human Resources Management: Current Issues. Available at SSRN 3491764.

Boardman, A. E., Greenberg, D. H., Vining, A. R., & Weimer, D. L. (2017). Cost-benefit analysis: concepts and practice. Cambridge University Press.

Hayes, J. (2018). The theory and practice of change management. Palgrave.

Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin's change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.