System Development Life Cycle: Phases IV & V – Implementatio ✓ Solved

System Development Life Cycle: Phases IV & V – Implementati

With the justification of an HRIS solidified, you need to show your client how to implement the HRIS using one of the change models discussed in our text. You will also need to explain and justify costs associated with implementation via a cost-benefit analysis. You want to ensure the system is properly maintained and evaluated for continuous improvement. Therefore, include a maintenance and evaluation plan in your proposal.

Write a 3–4 page proposal that includes:

Change Management

Discuss the various reasons system implementation fails. Compare and contrast various change models. Select a change model to use during system implementation, providing details on how to use it and justifying your selection. Explain the various steps to ensure the change model is effective.

HRIS Implementation

Discuss the activities necessary prior to the system going live and provide a timeline for these activities. Specify which change management team member will be responsible for each activity and explain their role.

Cost Benefit Analysis

Create a cost-benefit analysis matrix for the HRIS vendor chosen during Phase III: Design. Analyze the cost justification strategies that will be used, including data identifying each benefit and cost component, estimates of the dollar amount for each, estimates on when costs will be incurred and benefits received, and documentation justifying each decision made.

Maintenance

Discuss how you will ensure the system is properly maintained and evaluated for continuous improvement.

Use at least three quality academic resources.

This course requires the use of Strayer Writing Standards.

Paper For Above Instructions

The implementation of a Human Resource Information System (HRIS) is a significant milestone that can transform the operations and effectiveness of an organization. However, many organizations encounter hurdles during implementation, leading to failure. Understanding the reasons for these failures and utilizing effective change management models is crucial. In this proposal, we will discuss key factors in change management, the HRIS implementation process, a cost-benefit analysis, and a comprehensive maintenance strategy.

Change Management

System implementation failures can occur for various reasons, including lack of user engagement, inadequate training, poor project management, and lack of alignment with business objectives (Kotter, 1996). High resistance to change from employees often leads to unsuccessful implementations, resulting in wasted resources and missed opportunities. According to a study by Oreg et al. (2011), lack of communication during change processes can significantly impact employee motivation and acceptance of new systems.

Different change management models provide frameworks to facilitate smoother transitions. Two commonly referenced models are Kotter's 8-Step Change Model and Lewin’s Change Management Model. Kotter’s model consists of eight steps: establishing urgency, forming a coalition, creating a vision, communicating the vision, empowering action, creating quick wins, building on change, and anchoring change in the culture (Kotter, 1996). Conversely, Lewin’s model is simpler and consists of three steps: unfreeze, change, and refreeze, emphasizing the need to prepare for change before implementing it (Lewin, 1947).

For the HRIS implementation, we will use Kotter’s 8-Step Change Model due to its comprehensive approach and proven effectiveness in large-scale change initiatives (Oreg et al., 2011). This model allows for thorough preparation and the establishment of a strong foundation for change management. Each step ensures that the organization remains focused, empowered, and adaptable to the changes required for successful implementation.

To ensure the effectiveness of this change model, the following steps will be crucial:

• Establishing urgency: Engage stakeholders by communicating the reasons for the HRIS introduction.
• Forming a coalition: Assemble a change management team with representatives from key departments.
• Creating a vision: Develop a clear vision of how the HRIS will benefit the organization.
• Communicating the vision: Regularly share updates and encourage feedback from users and stakeholders.
• Empowering action: Provide necessary resources and training for team members to facilitate implementation.
• Creating quick wins: Identify short-term objectives that can be achieved early in the process.
• Building on change: Reflect on each success and use momentum to address issues and sustain change.
• Anchoring change: Sustain change with ongoing reinforcement and integration into the company culture.

HRIS Implementation

Before launching the HRIS, several activities are necessary to ensure a smooth transition. These activities include hardware and software setup, data migration, user training, and the establishment of monitoring strategies.

The following timeline outlines essential activities and responsible team members:

The IT Specialist will ensure hardware and software readiness, while the Data Manager will oversee the migration process to maintain data integrity. The HR Training Coordinator will facilitate training sessions for users, enabling them to adapt to the new system, while the Change Management Lead will set up mechanisms for ongoing feedback and improvement.

Cost Benefit Analysis

The cost-benefit analysis for the chosen HRIS vendor will involve estimating both the costs associated with the implementation and the projected benefits the organization will experience post-implementation. The cost components may include licensing fees, training sessions, system integration costs, and ongoing support. Each cost component will be thoroughly documented and justified based on the expected return on investment (ROI) derived from the heightened efficiency and productivity of the HR processes.

The cost-benefit analysis matrix is as follows:

The total projected cost is approximately $50,000, with estimated annual benefits of $105,000, resulting in a 210% return on investment. This analysis will serve as the foundation for justifying the HRIS investment and securing approval from stakeholders.

Maintenance

To ensure the HRIS is properly maintained and evaluated for continuous improvement, ongoing monitoring and feedback mechanisms will be essential. This involves conducting regular audits, user satisfaction surveys, and updates aligned with technological advancements. A dedicated maintenance team will be established to monitor system functionality and address any issues promptly. Annual training and refreshers will also be conducted for users to ensure they remain proficient with the system as it evolves.

In conclusion, implementing an HRIS requires a strategic approach to change management, thorough planning for implementation, and vigilant maintenance. By leveraging the right change model, collaborating within the change management team, and conducting a robust cost-benefit analysis, an organization can effectively transform its HR operations and set the stage for continuous improvement.

References

• Kotter, J.P. (1996). Leading change. Harvard Business Review Press.
• Lewin, K. (1947). Frontiers in group dynamics. Human Relations, 1(2), 143-153.
• Oreg, S., Vakola, M., & Armenakis, A.A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. Journal of Applied Behavioral Science, 47(4), 461-524.
• Hiatt, J.M. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Prosci. (2020). Change management best practices. Retrieved from https://www.prosci.com/
• Kotter, J.P. (1996). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), 59-67.
• Feldman, M.S. (2000). Organizational routines as a source of flexible standardization: The case of mutual fund operations. Administrative Science Quarterly, 45(1), 1-19.
• Burnes, B. (2004). Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Management Studies, 41(6), 979-1002.
• Jick, T.D. (1993). Managing change: Cases and concepts. Richard D. Irwin.
• Goleman, D. (1998). Working with emotional intelligence. Bantam.