Sharing one of the HRIS lectures designed by our Unit Coordinator and Lecturer: Dr Shah Miah from what we have learned through our Master Program. Greatly appreciated of our teachers guidance and support. "Hopefully, the readers can use this resource for educational purposes and in a good way"

1. Dr Shah Miah
HRIS Implementation and
Change Management

2. 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
2

3. 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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4. 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!
4

5. 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.
5

6. 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
6

7. 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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8. 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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9. 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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10. 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
10

11. 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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12. 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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13. 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
13

14. 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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15. 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
15

16. 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
16

17. 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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18. 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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19. 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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20. 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

21.  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 HR
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing
Clarity to SaaS Myths and Manifestos, Oracle White
Paper.

22.  “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.

23.  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.

24. Basic purposes to fulfil
Ref: Ozzimo, A. (2011) HR in the Cloud: Bringing Clarity to SaaS Myths and Manifestos, Oracle White Paper.

25.  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.

27.  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.

28.  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

29.  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.

30.  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.

31. 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.

32.  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.

33. 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.

34.  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.