The Grant Corporation case demonstrates typical issues and challenges in human resource information system (HRIS) implementation. Overall, the most important thing that Julia Woodland did right was to propose to the company to purchase an integrated HRIS. In addition to integrating with other systems, the suggested software solution would streamline and enhance efficiency in the management of personal data, benefits enrollments, performance evaluation schedules, compensation, and other staff information.
Julia would have ensured adequate and meaningful participation and engagement with employees and the management to obtain their support and buy-in. Gaining continued support and commitment from these key stakeholders is critical to successful HRIS implementation (Kavanagh & Johnson, 2020). Julia failed to involve the correct people in the system deployment process. The potential vendors are important to this process in terms of their functional and technical expertise which might not be in the firm.
It was important to include the HR staff, the management, IT and finance directors, and some employees because they are the primary stakeholders. For instance, working closely with IT Director would have ensured technical and functional considerations are included. Kavanagh and Johnson (2020) explain that technical, operational, economic, legal, and political feasibility is essential for successful HRIS deployment. The major error Woodland did with her staff was failing to involve them in the software acquisition.
She had no time to discuss the project with her team right away, closed her doors, and made all key decisions by herself to fast-track the project and meet her deadline. These behaviors were detrimental to her team’s morale, consequently breeding resistance to change. The resistance manifested in the uneasiness and failure to get the exact information or documents she expected from her staff. Julia would have planned well and communicated the project effectively to keep her staff and other key parties on the same page and working toward the same outcome.
Orientation to change is a prominent cultural issue in this case. Poor communication between the various departments and teams and poor participation of key players created gaps and conflicts. Woodland would have considered the organizational culture, availability of resources (time, capital, and personnel), and cross integration between business systems before starting the implementation. Each of these elements affects the success of the project. For example, radical changes had to be made in reporting line of authority and responsibilities for HR and IT teams. Successful deployment of the system required strong cooperation and collaboration between these teams.
Poor participation led to what Kavanagh and Johnson (2020) termed a “silo mentality” and unhealthy competition. Moreover, the new software was unable to interface with the finance system due to a lack of communication across functional departments. An effective communication plan for the implementation would include the technical, operational, economic, legal, and political feasibility is essential for successful HRIS deployment. Ongoing, effective training can facilitate implementation by reducing uncertainty about the new solution and obtaining increased user acceptance. Besides that, training can improve user experience and performance, and implementation outcomes such as acceptance and integration.
Grant Corporation can increase user acceptance of the system by involving key stakeholders in the planning and implementation phases as early as possible and communicating the value of the system. Meaningful involvement promotes ownership of the new system among users (Kavanagh & Johnson, 2020). In addition to that, the company can select influential individuals to serve as change agents to foster acceptance. Process reengineering would have streamlined the implementation process by eliminating redundant activities such as involving system vendors at the planning stage. It would have ensured that key activities such as functionality and integration assessments and stakeholder engagement. These considerations would have enhanced the system interface and acceptance.
After the implementation, the corporation should provide ongoing, effective training and communication among affected departments for proper maintenance and support of the software. The firm may also select ‘power users’ who have acquired extensive expertise in the system and encourage them to diffuse system skills and share knowledge with other users. Lastly, Julia should go back to the drawing board and plan effectively to ensure the success of the project. Most importantly, the new plan should emphasize adequate and meaningful user participation and engagement will help obtain support and buy-in, which will consequently heighten the chances of succeeding.
Reference
Kavanagh, M. J., & Johnson, R. D. (2020). Change Management and implementation. In M. J. Kavanagh & R. D. Johnson (Eds), Human resource information systems (4th ed., pp. 157-197). SAGE Publications.