OL 667 3=2

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Southern New Hampshire University *

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667

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Information Systems

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Jun 11, 2024

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docx

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Uploaded by christophermalcovish

3-2 CASE STUDY: HRIS CASE STUDY, PART II June 2, 2024 OL-667-X4121 Human Resource Info Systems 3-2 Case Study: HRIS Case Study, Part II Christopher Malcovish Southern New Hampshire University

3-2 CASE STUDY: HRIS CASE STUDY, PART II 2 What type of evaluation/closure would help this project? The project team responsible for integrating the European HRIS into the U.S. HRIS faced several structural and experiential deficiencies, contributing to significant challenges and delays. The decision by the London-based HR office to partner with Limited Experience, Inc., a firm unfamiliar with the U.S. system and with limited integration experience, was a major oversight (Bartlett II, Bartlett, & Gusdorf, 2008). Additionally, project leaders Frankie and Pat lacked the necessary IT project management skills and knowledge of the U.S. HRIS, impeding effective leadership and decision-making. The technical team lead, Lyn, also lacked experience with the HRIS software and was unfamiliar with the cultural norms of both the London and U.S. teams. Lyn’s harsh management style was misaligned with the collaborative cultures of the HR organizations in both regions. During the initial documentation of current HR processes and systems, significant differences between European and U.S. processes were revealed. While the involvement of local SMEs and the senior design analyst was crucial, time zone differences caused delays in obtaining clarifications from the U.S. support team. Critical processes such as reporting and payroll were inadequately reviewed due to the project managers' misjudgments. This oversight led to later discoveries of inappropriate coding for reporting and unaddressed payroll integration issues, causing further delays and requiring additional resources to rectify. Misinterpretations of legal requirements and cultural differences in management and process documentation further exacerbated integration difficulties. The assumption that language would not be an issue overlooked the nuances in spelling and terminology between U.S. and British English, impacting the online interface design.

3-2 CASE STUDY: HRIS CASE STUDY, PART II 3 The presence of only one U.S. representative was insufficient for handling the complex integration tasks, delaying decision-making and testing processes, and necessitating additional U.S. team involvement towards the project's end. To address these challenges, a Process Evaluation with a Formative Evaluation Closure approach would be beneficial. This type of evaluation would provide continuous feedback during the project lifecycle, allowing for real- time adjustments and improvements. Key components of this approach would include regular milestone reviews to assess progress, identify issues, and make necessary adjustments, involving stakeholders from both the London and U.S. teams. Engaging external HRIS experts periodically to review project plans, documentation, and decisions would provide unbiased feedback and recommendations. Conducting cultural sensitivity training and team-building activities would align management styles and improve collaboration between diverse team members. Introducing incremental testing phases with feedback loops would catch and address issues early, facilitating quicker resolution of technical and process-related problems. Establishing a dedicated legal review team to verify claimed legal requirements for processes would ensure changes are genuinely necessary and compliant with actual laws. By adopting a formative evaluation closure approach, the project team could have identified and mitigated many challenges earlier, leading to a more efficient and successful integration. If you were to create some of your own "lessons learned," what might they be, and how would they affect future projects? The integration project between the European and U.S. HRIS systems provides several critical lessons that can inform future projects. First, the selection of an implementation partner with relevant experience is crucial. Limited Experience, Inc.'s lack of familiarity with the U.S.

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