INDEPENDENT UNIVERSITY, BANGLADESH

Human Resource Management

HRM430 - Human Resource Information System
Section: 01
Submitted To: Dr. Ikramul Hasan
Department of Human Resource
School of Business
Date of Submission: 12th July 2021

Name of Group Member ID Number

Nafees Hasan Chowdhury 1830143
Afroza Anika 1821033
Tahsin Sara Kabir 1610500
Rabaya Bashri Rinkey 1620388
Maria Sharmin Ratri 1711344

Topic: Case Study Vignette Revisited

Contents
Case Summary............................................................................................................................................... 3
New Information for the Case: Part 1 ........................................................................................................... 5
New Information for the Case: Part 2 ........................................................................................................... 7
New Information for the Case: Part 3 ......................................................................................................... 10
New Information for the Case: Part 4 ......................................................................................................... 11
 Case Summary

Some of the strategic goals must be met for an organization to prosper in a competitive climate.
Furthermore, if the board of directors exchanged information, they would be able to deploy and
develop tactics more quickly to meet their goals while adopting a new operational system. As a
result, the case study seeks to examine some of these issues with the senior vice president (SVP)
of human resources, investigate the project's effects on people and departments, and identify the
data I would like to collect. Likewise, the article will identify and describe the benefits and
drawbacks of funding computer hardware and internal network housing, as well as various
customers who are reasonable members of the implementation team. Privacy, security, and time
frame are only a few of the key considerations worth discussing. With such a large and costly
purchase, calling a few providers for pricing is not a good idea. As a result, thorough study will
be required to choose the suitable provider and system. It is best not to implement this new
system too soon since it might cause havoc, resulting in payment difficulties owing to a lack of
adequate training and incorrect data entry. Human resources executives, for example, would be
suitable members of the implementation group because they supply the HR data needed for
implementation. Also, project managers, because they are the ones that lead and make things
happen, they are familiar with installation and setup specifics. System administrators, on the
other hand, often support software and install operating systems, as well as set up and configure
hardware. In this situation, the most important data that I would like to collect is that of the
workers. I would be more empathetic if I knew the number of employees, their present position's
years of service, their job title, and their perks. I would also like to get information on the
employees' salaries and maybe their prior position in the firm. Keeping all other things constant,
everything, in theory, has benefits and drawbacks. Employees may use the corporate computer
from anywhere without having to be signed in, and they can access it at any time. There is no
life-threatening local hardware with a cloud-based design. However, it has drawbacks since
information may be lost before being saved if there is no connection. Similarly, while utilizing
the internal housed network, there is complete control because no one can access it unless they
are allowed, therefore increasing privacy. Purchasing and maintaining the gear, as well as the
staff, is costly. To sum up, without giving the organization the benefit of the doubt, it is
reasonable to say that it will be able to flourish in a competitive environment, and the odds are
good that it will encounter several market possibilities.

Q. What do you think your response would be to this inquiry? Has your response changed
now that you have read this chapter? If so, how?

Answer: As the project's management sponsor, I will be in charge of a number of things. The
first and most crucial step is to choose an ERP system. There are several companies offering
various types of ERP systems in today's globe. Because each ERP system has a unique design, it
is critical that the company understands its workers' needs and capabilities. Approaching it in the
same manner as any other business would not guarantee its success. All organization's workers
have distinct information and business requirements. When it comes to selecting and deploying
an IT system, the company must have the buy-in and cooperation of all workers who will use or
be affected by the system. As a result, the technology used must meet the company's
requirements and assist it in achieving the desired capabilities. The company must plan and map
out the implementation process, identifying any barriers or problems that may arise along the
way, in order to be prepared for any negative consequences. To this question, I would respond
that every business, even within the same industry, has unique demands and structures. Only if
the method for selecting and deploying the technology is duplicated is a technology that has been
effective somewhere guaranteed to be successful elsewhere. The process must be addressed with
foresight and careful preparation, taking into account the goals, people, and demands of the
business.
 New Information for the Case: Part 1

Q1: Identify some of the customer who would be logical members of the implementation
team and explain why?

Answer: Customers who would be logical members of the implementation team are:

Managers: They have real-time access to precise data, which helps them make better decisions.
They will be able to use the HRIS to get the information they need to make functional choices
that will help them achieve the unit's strategic goals and objectives. Managers will be unable to
assess complicated circumstances and make timely choices if they are unable to obtain correct
information.

Analysts: The most demanding HRIS user, they collect relevant data and offer appropriate
information to aid the manager's decision-making process. Analyst is familiar with the data
collection process, how new data is validated, and how the HRIS and employee life cycle
interact. Analysts have more access to the HRIS than any other user group.

Technicians (HRIS Experts): their duty is to make sure that HR employees have all of the
information, tools, and access they need to accomplish their duties. They are aware of what is
required in the HR procedure. They assess what the technical staff need and then install and
configure the HRIS to meet those needs.

Clerical Employees: Clerical employees spend a large amount of their day working with the
HRIS; they understand how to begin the process and what is necessary to input data into the
HRIS, as well as generate periodic reports.

Employees who work for an organization, such as bank tellers, machinists, and salespeople.
Although these workers are not involved in HR, they may use the HRIS to handle their personal
information. As a result, they should be able to handle their data using HRIS.
Q 2: Think through an HR process and sketch out what data are necessary to complete your
sample process well. How much history dose the organization need to convert to continue
functioning?

Answer:

A. I've chosen recruiting as my HR procedure. Many businesses wish that internal workers filled
the majority of vacant leadership roles. The following are the personnel data that the company
will require:

• Education level and type

• Skills
• Specific knowledge
• Certifications and accreditations
• Work experience
• Overall performance
• Current job status
• Business unit
• Any supporting documents

B. For this procedure, the company, in my opinion, has to transform all of the data it possesses
from the moment it hired its (current) oldest employee. For example, if the organization's current
oldest employee (in terms of years with the company) is a manager who has worked for 25 years,
the company must convert the historical data from that time period. It would provide all
employees who are due for a promotion or who are deserving of a leadership position a fair shot.

Q 3: Pick one area of the HR function (e.g., recruiting) and make a list of processes that will
need to be mapped and possibly reengineering during this implementation.
Answer:

• Make remote recruiting easier: Make hiring demands and corporate information public so
that employee applicants may quickly acquire information. While also allowing the firm
to reach out to a larger pool of candidates.
• Improve collaborative hiring: Managers and HR experts will be able to take quick action
much more easily. Candidate applications and profiles can be examined in considerably
less time than previously, and comments may be delivered in much less time.
• Analytics give insight: The HRIS recruiting function allows users to examine analytics
based on many elements of the hiring process. We may be able to get a better
understanding of correlations as a result of this, allowing us to make better recruiting
decisions.
• Improve employee satisfaction: HRIS recruiting makes the hiring process easier and
more pleasurable for applicants.
• Internal Promotion Simplified: When HRIS is utilized for recruiting, it can help to break
down barriers. Companies may simply publish job openings for both current workers and
external prospects to see. This avoids problems of favoritism that arise when managers
only inform specific staff about vacant positions.

New Information for the Case: Part 2

Q 1: Make a list of question for each of the following individual: lead hardware technical
expert, network manager and chief software manager.

Answer:

Lead Hardware Technical Expert:

• Is this individual in charge of creating and designing system solutions?

• Is the individual required to fix equipment on-site and offer phone assistance in the event
of technical difficulties?
 • Are they delivering a sturdy and reliable design with adequate memory and processing
resources?
• Are they capable of juggling many tasks and projects?
• How good is their communication and how solid is their core knowledge?
• Is the individual in charge of computer system and peripheral support and maintenance,
such as installing, configuring, testing, debugging, and repairing hardware?
• Are they in charge of continuing development hardware design, architecture, code
development, verification, and integration?
• Will this individual become involved and assist in resolving the hardware problem, as
well as debugging and resolving the complicated issue that arises?

Network Manager:

• Is the network manager in charge of file, email, and internet access?

• Is it necessary for the network manager to analyze network requirements and contribute
to the design of network architecture, integration, and installation?
• Are they in charge of the security system to prevent hackers from gaining access to the
system?
• Is this individual able to work with other departments to understand and satisfy their
needs?
• Is the network manager accountable for the system's recovery in the event of a
malfunction or breakdown?

Chief Software Manager:

• Is it necessary for the Chief Software Manager to oversee architecture, community and
marketing, and online services as well?
• Is the chief software manager in charge of managing and coordinating the software's
resources and processes?
• Is the Chief Software Manager in charge of establishing a strategy to satisfy the
organization's and customer's future needs?
 • Are these trustworthy for tracking individual employee performance and developing
software to address technical issues as well as human resource issues?

Q 2: What configuration should the company use? Make a suggestion and support it.

Answer: For their business, the organization should adopt N-Tier architecture. Because N-tier
application architecture provides a foundation for developers to create reusable and flexible
programs, this is the case. Instead of rewriting the entire project, developers who break an
application into tiers can update or add a single layer. Because each layer is independent of the
others, updates and adjustments may be performed without affecting the entire program, which is
one of the advantages of this type of HRIS design. The second factor to think about is scalability.
Scaling out an application is straightforward with tiers since they are built on the deployment of
layers. The third element is flexibility, which allows each layer to be managed or scaled
independently, improving flexibility. Finally, availability is an important aspect. Applications
can take use of the modular design by allowing additional user-friendly features.

Q.3 Make some recommendations about security and bring-your-own­ device.

Answer: Bring Your Own Device (BYOD) continues to be both a great opportunity and a large
problem for the firm. By taking the appropriate approach to recognizing BYOD risk and
implementing effective BYOD rules, it is possible to reap the benefits of BYOD without adding
significant risk. BYOD allows employees to access company data using personal devices,
moving hardware responsibility to the end user and potentially saving businesses money in terms
of capital and operational expenditures. However, there are several drawbacks to implementing
the BYOD approach. Employees' personal devices, which have access to company data,
constitute new attack vectors. Organizations are plagued with stolen or misplaced laptops
containing sensitive information, and mobile technologies increase the number of distant devices
that might be lost. The information on mobile devices might be hacked. Devices having remote
access to corporate computers broaden the scope of potential consequences beyond locally stored
data. Employees are now responsible for business data stored on their personal devices, and
companies must safeguard this information. As a result, mobile device management (MDM)
solutions may be used to monitor and control almost all operations of staff devices. Text, voice,
and data consumption, as well as location, phone state, and device status, are all monitored to
guarantee security. By deactivating features like cameras, Bluetooth, and GPS, the system can
manage hardware. Software is regulated through authorizing and mandating programs for
devices, as well as preventing users from installing apps that have been blacklisted. MDM
systems can protect organizational data by remotely erasing data on devices that are no longer
under the organization's control (e.g., lost device and employee termination). With these
considerations in mind, it's critical to develop a comprehensive BYOD policy that ensures
employee satisfaction without jeopardizing data security.

New Information for the Case: Part 3

Q 1: Make a recommendation as to whether a BOB option should be chosen or a more

standardized option with simple interface between hardware and software should be elected.

Answer: The company should not pick a BOB solution; instead, it should go for a more
standardized alternative with easier hardware and software interfaces. If the company opts for a
best of breed (BOB) strategy, it will have to examine various suppliers before selecting the best
apps for each HR functional area. In this case, the company may need to collaborate with one or
more providers to provide HRIS capabilities. The company could employ a recruiting solution
from one vendor, a time and attendance system from another, and payroll from a third, all of
which take a lot of time and effort. They need to compete quicker in the environment; therefore,
they are looking for a solution that will make them one of the world's most compatible
companies. Only smaller firms may find this strategy appealing, yet this corporation is a
multibillion-dollar retailer with almost 4,000 locations. The use of simplified interface solutions
will make learning and transitions for users easier, as well as the use of integrated data and
technological infrastructure, which will reduce the need to maintain various technological
architectures. Furthermore, because there would be only one vendor, it will be easier to integrate
data from different HR departments and minimize the complexity of vendor administration. It is
also less expensive to implement each application than BOB.

Q 2: Think about what the best answer should be when you have to connect your system with
accounting and finance. Make a recommendation and support it.

Answer: HRIS interact with the company's other business operations. When Payroll is
conducted, these financial-related transactions must be recorded in the company's General
Ledger (GL) program in order to integrate the system with accounting and finance.
Financial/Accounting components of big ERP systems like SAP, Oracle, and Microsoft include
GL. As a result, GL transactions between Payroll and these systems must be interfaced. It will be
beneficial if an Internet browser connects with one or more Web servers (using HTML).
Databases can also be shared, and Web services can be utilized to connect HRIS and ERP
systems. The ultimate objective is to create a single source of truth for all corporate data,
allowing all users to access it wherever and whenever they need it. Duplicating, reentering, or
copying data to numerous systems is not recommended. ERP software provides the necessary
foundation to prevent this issue.

New Information for the Case: Part 4

Q1: Develop the first few steps of the project plan.

Answer: Based on the information provided by the case I have made the following steps to jump
start the Project.

Step 1: Project Goals

Individuals who are directly or indirectly involved in or impacted by the project are referred to as
stakeholders. When the demands of the stakeholders are met, the project is considered
successful. Managers must be clear about their aims and objectives in order to meet those
demands.

Step 2: Project Planning

List the tasks that must be completed using the information gathered in the first stage to verify
that we are on track to meet the project's objectives. This will enable us to plan things in
accordance with the scenario and to develop contingency plans in the event of an unanticipated
event.

Step 3: Project Schedule

To guarantee that the project can be completed as intended, a proper task list should be created.
Things will progress at a faster rate as a result of this, and there will be no roadblocks in the
process.

Step 4: Supporting Plans

A plan that has been developed during the planning phase is the final stage to consider. If
something goes wrong, the supporting strategy will eventually assist us in making things right.

Q2: Discuss the potential political necessities outlined in this section as they related to this
type of implementation.

Answer: The potential political necessity could be getting the ERP system being installed, and an
efficient and successful ERP being rolled out with all functions included might be a political
requirement. The platform must be robust enough to allow data sharing activities to be shared
and the firm to keep up with the competition. While carrying out the implementation activity, the
formulation phase is crucial. According to the case study, they want to exchange information so
that they may swiftly design new actions and tactics based on reliable data, giving them a
competitive advantage in the market. Political difficulties may develop as a result of the HRIS
solution's deployment within the company. Human resources, general ledger, account payable,
account receivable, order management, inventory control, and customer relationship
management information are all included.

Q3: Think about and create a list of steps that make sense for your organization.

Answer: For a billion-dollar company, sharing information successfully through servers and
software can be a sensitive matter. To reach its goal, it is very important to create a perfect plan
through careful implementation. There are some steps that I think is necessary in order to carry
out the implementation process successfully for this organization.

• The manager who is going to sponsor should have proper knowledge about the vendor.
• It is necessary to go through all the steps thoroughly that the IS software profession has
provided.
• Before planning the process, software implementation is necessary.
• As the implementation should be done in 9 months, it will be wise to break down the
steps and finish one at a time by diving it into short time frames.
• The entire plan should be discussed with all the top managers and professionals.
• Assess the politics of the organization adequately.
• The company should use the best advanced technology system, ERP software, servers
etc.
• Continuous evaluation is necessary throughout the entire process.
• Sufficient and correct process mapping should be done before the installation process
starts.
• The company should make sure there is strict security, and no information can be leaked
outside of the organization,
• Make a list of all the potential pitfalls.
• Create back up plans for all the things that might go wrong.
Q4: Is the nine-month rapid-implementation time frame feasible? Or will it just lead to
failure.

Answer: The goal of the organization is develop a new strategy to share its information faster
through a rapid methodology implementation. By following the necessary steps carefully, it is
possible to carry out the plan in a nine-month-rapid-implementation time frame. As a billion-
dollar company, it is very easy to assign this responsibility to several experts to reach their goal.
However, the company chose one person to be the management sponsor. This is surely a huge
responsibility for a person to create the perfect plan, choose a suitable vendor and finish the
process in a given time period. Nine months is still good enough if the company follows a perfect
implementation plan and carefully work on every step. By breaking down he steps according to
the time frame, the rapid implementation can be successful. However, it is important to keep
back up plans too, in case anything goes wrong.

Based on this case study rapid-implementation period of nine months to be implemented when
the implementation of this system can be carried out as planned. The step of planning was: -

• Interaction of technology and organization - a broad concept that laid the foundation for
many other factors to consider.
• User involvement and participation - is influenced by several variables that need to be
carefully balanced to ensure a successful engagement.
• Resistance - can work for or against the project depends on how it is managed.
• Commitment - an important factor in the success but, as it involves various powers
including the behavior, it is a challenge to achieve and maintain.
• Planning - more that can be controlled by project managers from other success factors
and involves a lot of critical components.
• Risk - inherent in each project but can be expected and achieved success.