Integration Of An Information System Of Human Resources Case Study

Length: 8 pages Sources: 1+ Subject: Business - Management Type: Case Study Paper: #79004615 Related Topics: Systems Analyst, Management Information Systems, Management Information System, Information Systems
Excerpt from Case Study :

Integrating a Human Resource Information System

What are the major issues presented that affected the time, cost and scope of the project?

Hiring unknowledgeable team

In order to facilitate an HRIS partnership, the HR office based in London chose Limited Experience Inc., for the purpose of integrating. Apart from having meager knowledge about the system based in the U.S., the firm possesses comparatively limited experience on how to integrate aspects of an HRIS into a system already in existence. The project manager in charge of matters of integrating the systems, Frankie, sent by the HR office based in London has a wealth of experience of HRIS in Europe but very scanty knowledge of the present HRIS based in the U.S. And other IT undertakings. The assistant project manager sent by the firm, Pat, has no previous knowledge of fronting a project of this magnitude; neither does he understand how the U.S. system functions nor the implications of what the present project will have on the system. Another professional hired by the London based office, Lyn, to be a team leader, has never headed any IT project that applies HRIS software as a team leader. She hardly has insider knowledge of the group based in the U.S. And neither does she understand the ethics of the team based in London.

Delayed report analysis

The realization came much later during the course of the project that reporting should be handled earlier; majority of the reporting is done to satisfy the management requirements and isn't needed for a certain area. Apart from that, most of codes employed for reporting were not suitable and dependable. For instance, U.S.U.S. Equal Employment Opportunity report with relation to African-Americans was not applicable to European employees. Apart from that, in U.S., the employees on leave are labeled as 'on leave', while in case of Europe, such employees are labeled as 'active', as per HR Revenue and Customs (previously called the Inland Revenue Office).

Delayed payroll analysis

Much later into the project the realization came that payroll process must have been analyzed earlier. HRIS pooled in the Master data while some fields were left for an outsourced firm. The information was to be recorded in the financial system to satisfy reporting requirements. Apart from that, extra payroll data was transmitted in the new integrated HRIS as per the audit and control requirements. The payroll data required confidentiality which invoked the usage of encryption software. The encryption software used in U.S. systems was never used by the outsourced firm. After the project was completed, the outsourced firm made a decision to acquire the encryption software. Consequently, the technical team would be trained and develop a process which satisfies the technical team standards of USA. Hence, certain project team members traveled to U.S. And worked with U.S. network support team.

Complex technical issues

While the project team worked on the documenting present processes along the lines of U.S. processes, a method was created to decide the coding which would be suitable to facilitate global integration.

When the senior design analyst, project team leaders (in complete agreement with project team leaders) and HR production support manager settled on a certain process the decisions was put in effect. The meetings of the project team were initiated at times when senior design analyst wasn't able to attend and demonstrate the problem in such a manner that their desired solution was approved. In most cases, decisions weren't feasible and were withdrawn consequently which caused further postponement. When non-consensus could be reached then senior design analyst and project team leaders would present their options in front of HR IT support manager and global HR manager.

Legal requirements

Certain U.S. processes deemed as legal actually weren't as such. During the course of the integration process, the most delicate question was that of change being a legal requirement. SME's stated that it was stipulated by the


The issues are highlighted below.

a. Language

As the project began, the general view was the language barrier wouldn't be an issue since both groups could read and write English fluently. But, spellings of both groups were different for instance 'center' and 'centre' and in other cases, different words had a same meaning. In the end, U.S. English was chosen to be used which wasn't welcomed by the project team.

b. Deciding the data that can be changed online by employees

The online interface provided a challenge to HRIS was that of alteration of data online by employees. The U.S. employees couldn't change their information since it could involve changes in benefits.

c. Selecting multiple U.S. representatives in the team

The project team shifted towards the coding and testing segment of the project, it was obvious that just one U.S. representative wasn't enough. Many decisions needed the help of numerous members of production support team. Subsequent to members meeting, an individual / some individuals made the necessary changes in the test system and tested it. Many failed attempts resulted in one successful test. As the project neared its end, the London team was living in U.S. For two-four weeks already to iron out issues which otherwise couldn't be solved back in London. After the system went live, a U.S. production support team was sent to London in order to resolve technical issues arising in the initial weeks of implementation. They hadn't encountered the project team or SME's in London.

d. What hours support would be available and who would provide what level of support

During the initial weeks after moving to reside in U.S., support teams had personnel in Europe, hence they provided support during daytime. After that time came to an end, sufficient support was needed for a longer period of time than needed previously. During the course of time, the project team was in London, U.S. production support team members resolved production problems arising from the implementation, collaborated with new people and adapted to the time difference as well. They had to fix a time in order to work with their U.S. counterparts. Hence, due to this time change, the meetings were held during U.S. based team's off timings.

Question 3: what are the cultural issues that are interwoven in this project that affected HR or IT?

At the outset, it is noteworthy that Lyn background includes working in a firm where it is customary to yell at workers who fail to meet established benchmarks. However, this is not how HRIS deals with low performance levels of employees. The workforce, both in London and U.S. based offices, are aloof to such humiliation. In addition, Lyn's does not have any working experience with U.S. software companies; therefore, he is unaware of the U.S. technical team's processes.

The HR functional group owns and operates U.S. based HRIS, but is backed by another HR group in the Information Technology (IT) department. This IT group has nearly 140 workers and contractors. The HR IT support managers work under IT support manager with global HR manager having a dotted line. European division HRIS has nearly 1000 employee records as well as one union which represents a percentage of 1000 employees. The HR group owns and supports the European HRIS and their managers work under global HR manager. The European HRIS is owned and supported by HR department in London to integrate a segment of the company with U.S. HRIS. The present European system doesn't facilitate proper control and hence obtained low internal audit review. In order to expedite the integration, London-based HR office chose an HRIS implementation affiliate. They are alien to U.S. based systems and have little or no experience in integrating a segment of HRIS in a fully functional system. Even though, the London-based HR office facilitates a project manager for easier integration, the project manager is well of European HRIS but has little experience in case of IT projects as well as present U.S. based HRIS. The implementation associate chosen (Limited Experience) provides a co-manager, who has no experience in projects of these nature and magnitude either while being unaware of the U.S. based HRIS and effect of present HR projects on their current project. Jamie is a BS-based senior analyst who was hired for the purpose of consultation. Jamie has formidable experience in such projects, is well aware of parallel HR projects at hand and lastly knows about the production support processes. But on the other hand, Jamie has no know how about London-based HRIS. The U.S. senior design analyst was brought in for added consultancy to ensure that project team comprehended the present processes. But, design analyst would require the assistance of U.S. support team to clear certain details.

Question 4: what type of…

Sources Used in Documents:


Arnold, J.T. (2007). Moving to a New HRIS.HR Magazine, 52(6), 125-132.

Kloppenborg, T.J. (2009). Project management: A contemporary approach. Australia: South-Western Cengage Learning.

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