Introduction and Plan
Streamlining the human resource functions in tracking applicant information for hiring is at the core of the current situation at Larson Property Management Company. The entity is on a growth trajectory, hence adding additional staff to ensure efficiency in operational management activities. The overhaul of their legacy human resource information system with a new and sophisticated applicant tracking system (ATS) is the central issue at the developing stage at Larson Property Management Company. Human resource-based software development is at the tendering phase, where several vendors or service providers are being competitively sought by the human resource and information technology committees (Albrecht et al., 2015). The functioning of the current system that is ten years old has had some significant loopholes that have been a deterrent to new staff's effective and streamlined hiring process. The human resource and information technology committee's concerted efforts to spearhead a new applicant tracking system that is a facelift of the current legacy human resource information system are timely. The new changes that will be experienced from the somewhat manually operated human resource system to the new electronic, human resource functionality would be of major significance. A paper-free hiring process with enhanced capabilities in storing job applications and resumes, easy tracking of applicants' progress, and the improved selection and recruitment underscore the importance of new electronic and human resource functioning.
Additionally, automated reporting functions and user-interface friendly company websites where the application and submission of resumes through the internet and easy accessibility of staff were expected to enhance the new system. Improved service delivery, fast and cost-efficient human resource operational management activities would be the silver lining in the new automated system (Stone et al., 2015). The implementation of the new system will solve and automate the applicant tracking and recruitment process, enabling the Larson Property Management Company to achieve its desired efficiency in accomplishing the organizational goals and objectives. Such would translate to reduced operational costs and streamlined efficiency in their core business hence improved revenues that would spark business growth and expansion in the foreseeable future. Larson Property Management Company will have a superior competitive edge when it successfully implements the new applicant tracking system and in the broader context of the electronic, human resource information system.
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Needs Analysis
A company's software-related implementation attracts some costs and necessitates various organizational operations adjustments for the intended maximum benefits to be realized. After the development phase of the software development life cycle, Larson Property Management Company invests through employing or outsourcing development personnel to carry out regular and scheduled maintenance and updating their system to enhance efficiency. Additional staff training on how to use the system to carry out specific operational activities would be necessary to accept the new automated human resource information system to be realized (Albrecht et al., 2015). Staff training would ensure a smooth transition from the manual to the automated system. This would resonate with the current organizational demand to hire more staff to ensure the attainment of the set goals and objectives.
Interview, Questionnaire, Observation, or Focus Group
Gathering of data before, during, and after implementing the new electronic, human resource information system at Larson Property Management Company would be a thoughtful idea. These data would be able to paint a clear picture of the problem that existed, and if steps undertaken to address the issue had been successful. The change management team would be at the center of spearheading the data collection and analysis to inform the decisions that were to be undertaken. The most efficient primary data collection avenues or mechanisms would be gathered from feed monitoring and control, and customer satisfaction surveys (Stone et al., 2015). The focus group of existing staff and prospective staff who applied for employment positions at Larson Property Management Company would give better and insightful data. Questionnaires and telephone interviews would be the chosen avenues of data collection. Some of the questions that would be asked in the questionnaires and telephone include;
What was your experience applying for a job at Larson Property Management Company?
Have you been able to track your job application's progress with implementing the new electronic, human resource information on the Website of Larson Property Management Company?
As human resource personnel, has your workload and efficiency been impacted by the new electronic, human resource information?
What is the impact that the new changes in the human resource information management had on the organization?
Would you recommend any adjustments to the new system?
Conclusion
Improved efficiency in the tracking, hiring, and interviewing new staff would be significantly streamlined by the new human resource information system. The image and reputation of Larson Property Management Company would be positively impacted due to their professional efficiency in handling the application and recruitment process. A new frontier in the competitive edge will be established with the successful implementation of human resource information management.
References
Albrecht, S. L., Bakker, A. B., Gruman, J. A., Macey, W. H., & Saks, A. M. (2015). Employee engagement, human resource management practices and competitive advantage. Journal of Organizational Effectiveness: People and Performance , 2 (1), 7-35. https://doi.org/10.1108/joepp-08-2014-0042
Stone, D. L., Deadrick, D. L., Lukaszewski, K. M., & Johnson, R. (2015). The influence of technology on the future of human resource management. Human Resource Management Review , 25 (2), 216-231. https://doi.org/10.1016/j.hrmr.2015.01.002
