Introduction and Plan
The hiring process for any enterprise is exponentially expensive in three major ways. First, a lot of money is spent to find and vet the right workers for the organization, through inter alia interviews. The second is the training and retention costs when unqualified and incompetent staff members are hired due to a flawed hiring process (Bailey et al., 2018). The third is the cost of hiring and re-hiring, as a flawed hiring process will always lead to high employee turnover. It is evident that Larson Property Management Company is having a poor hiring system based on the fact that its Human Resource Management System is based on an outdated system created when the company was 10% its current size. Due to this, the Larson is suffering the double problem of spending too much in the hiring process while contemporaneously being unable to hire the very best of the available human talent. Further, the hiring of incompetent staff must also be increasing training costs in time, money, and low output and also increasing the propensity for a high human resource turnover (Bailey et al., 2018). Developing a modern, suitable, effective and efficient HRIS will, therefore, exponentially reduce the costs associated with human resource management at the company.
The solution for the above HR problem begins with capturing a large group of potential employees by providing accurate details about the kind of employees that Larson needs. The second aspect of the plan entails the ability to accurately collect all the necessary data from the potential employees (Masum et al., 2018). The third component is the processing and sharing of these information among all the parties within the organization who require to use that data through the hiring process in order to make the best possible hiring decisions for the company (Masum et al., 2018). The final part of the plan is to ensure that the data is availability for the HR department to enable the ease of training, development, and management of the employees to give the company the best returns for the wages paid.
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New System Needs
The first need for the new system is a larger system memory as its current systems already have full memory. Extra memory can be gained by investing in computer hardware or outsourcing storage to a cloud-storage company. The second need is a connection to the internet which includes connecting the applicant-tracking system (ATS) with the company’s website and also with external job advertising websites. This will require a contract with an internet service provider. The third need is for data processing, real-time updates, interoperability, and networking (e Silva & da Silva, 2017). This last component is not only the most important but also the most complicated. First, the data needs to be available to all the users involved in HR and other hiring processes in real time at their working stations. Further, any updates made to the system must be available to all other users in real time, hence the need for interoperability (e Silva & da Silva, 2017). It would be unnecessary to be able to collect the best possible data if the same cannot be used effectively.
Team Members and Their Responsibilities
The team members necessary include a representative of the HR department, a representative of the hiring team, and finally a representative of the IT department. The HR representative will be either the HR manager or a proxy deputized by the same manager. Among the responsibilities of this representative is to identify the limitation of the current system based on the ideal situation that the HR department aspires to be in. The second representative is from the hiring team which includes top management and, where applicable, external consultant. The best representative for this team would be an external hiring expert. The obligations of this expert would be to identify the gap between the capabilities of the current system and the ideal system necessary for the company. The final two members of the committee represent the IT department and can be experts appointed by the Chief Security Officer (CRO). It would be the representatives’ obligation to translate the aspirations outlined by the hiring department and the HR department into actionable technical goals capable of implementation by the company.
Collecting Additional Data
The representatives outlined above will each need to collect data specifically based on their respective obligations. Among the four representatives, only the two IT experts have an understanding of the technicalities of the obligation hence should lead the extra data collection duty. The IT experts should prepare questionnaires to be filled by the two other representatives as well as other members of their respective departments. One questionnaire should be for the hiring team while the other is for the HR team. The results of these questionnaires would provide essential data for the next phase of the project.
Essential Questions (5)
Give a summary of the activities that shall be undertaken under the new system by your department.
What are the different professionals who shall be using the system within the department?
What is the level of computer proficiency for the members who shall be using the systems?
How many levels of access can be expected for the data that will be stored within the system?
Are there potential security risks relating to the use of the system in your department. If yes, kindly elaborate.
Conclusion
Larson Property Management Company is in urgent need of an advanced form of HRIS. For a start, the current system is broken as its memory is full hence new data cannot be fed into it. Secondly, the system is ineffective even at its best as it lacks accuracy and does not support data processing. For example, if the data needs to be used, it has to be transformed into a manual format such as printouts, updated or put into use then fed back into the system. This process is slow, ineffective, and highly susceptible to errors. Larson urgently needs an HRIS upgrade.
References
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management . London, UK: Oxford University Press
e Silva, M. S. A., & da Silva Lima, C. G. (2017). The role of information systems in human resource management. In Management of Information Systems . IntechOpen
Masum, A. K., Beh, L. S., Azad, A. K., & Hoque, K. (2018). Intelligent Human Resource Information System (i-HRIS): A holistic decision support framework for HR excellence. International Arab Journal of Information Technology , 15 (1), 121-130
