System implementation fails in most instances due to poor execution by the project management. When the application is not per the set aims and objectives, there is a high chance of failure. A good plan provides a basis through which various components are aligned to realize the set aim. Failing to adhere to the project means there is a deviation from the set goals that are not met at the end of the implementation process. There are several types of change models. The two main change models are Kotters and Lewin. Lewin's change model is widely accepted and assists the organization in understanding the structural change. There are three main stages in the model, namely unfreeze, change, and refreeze. In the unfreeze stage, the employers and employees in the organization get ready for the change ("Smarp," 2020). In the changing state, the actual implementation takes place, and in the refreeze stage, there is acceptance of the change, and the employees go back to normal.
In Kotter's model, the focus is on the response that employees have on shift, and there are eight stages. The first stage is an increase in urgency to motivate and engage them in the change process. The other steps include creating a vision, communication, getting things on the move, focusing on the short–term goals, including the change, and not giving up. The best change model to use in the system implementation is Lewin's change model. The primary role of the model will be to ensure that the organization's cultural practices and intact during the implementation process. The reason for selecting the model over the others is its simplicity, making it easy to implement and ensure the change process is a success. The model will only provide information before the system implementation, during the application, and after the execution.
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HRIS Implementation
Before the implementation of the system, several activities are necessary. One of the events is employee empowerment. The central role of the activities is to ensure that the system is in orientation with the employees' needs. When there is empowerment, there will be smooth running of operations after implementation occurs (Suharti and Sulistyo, 2018). Empowering the employees will take two weeks as all the needs of the works will have to be aligned with what the system will provide. Enabling the employers and other users of the order will help prepare the organization for the new system. Another activity is the configuration. The configuration will take place between the system and the business operations and policies of the organization. The main aim of the setup is to ensure that once the implementation process starts, it will match the company's standards of services. Equally, there is a need to determine the cost of implementing the system and know it will meet the company's financial aims. Since the order will be the automation of the company's process, it should reduce the cost of operation (Suharti and Sulistyo, 2018). Thus, before implementation, it is relevant to know the value of the system and compare it with its benefits. The configuration and cost determination should last for one week. The finance department is the change management team that will be responsible for the decision of the cost of the system before implementation. The design team will take part in the configuration while the management will be responsible for empowering the employees to prepare them and the entire organization for the new system.
Cost Benefit Analysis Matrix
| Direct | Indirect | ||
| Gains | Enhancement of the Revenue | New Revenue/ New Sales | Ability to improve including the better decision-making processes |
| Reduction of the Cost | The Directs Costs | Available costs such as the staff employee time that is saved. | |
| Cost | The Cost of the New Implementation | The Out of Pocket Costs including the software and the agreement for services | The various indirect costs including the increased technical support. |
An increase in operation level is the primary cost justification strategy for the organization's information system. The system will play a massive role in reducing the cost of operation and activities. For instance, the system will focus on two roles of human resources, including payroll and recruiting. The recruiting process costs approximately $30, 000. The recruitment includes the advertising cost of $4,500 and site visit cost of $3,000. With the new system, there will be no advertising and site visit costs. Thus, the recruiting cost in the future will be $22,500.
Maintenance
Since the implementation of the system is a continuous process, there is a need for maintenance. Training is one of the methods that are effective in support of the HRIS system. Exercise is one way of motivating employees to embrace the change that is taking place during implementation (Kanake and Nyakego, 2016). Through training, all the employees will know the does and don’ts of the system, and they will be in a position to use it effectively. Testing is the other maintenance strategy. The primary role of testing is to identify if the system is faulty, and some areas that need adjustments.
References
Kanake, M. & Nyakego, M. (2016). Challenges and Strategies in the Implementation of Human Resources Information System in Kenyan Universities. Research on Humanities and Social Sciences, 6 (18): 148-160.
Smarp. (2020). 5 Change Management Models to Take a Look At. Retrieved from https://www.blogsmarp.com/5-change-managment-models-to-take-a-look-at
Suharti, L. & Sulistyo, R. (2018). The Implementation of Human Resources Information System and It’s Benefit for Organizations. Diponegoro International Journal of Business, 1(1): 1- 7.
