Reference no: EM133306193

Assignment: HR Information Systems and e-enabled HR CASE STUDY (for the Webex session) Young People's Fashion PLC and HRIS
Background information to Young People's Fashion PLC Young People's Fashion PLC is a retail fashion company located in the North of England. It was established in the mid-1990s and has grown steadily over the past 10 years and in 2005 is expected to have 25 stores and employs over 600 people. The company has clearly espoused values with a strong focus on the people it employs. As the shops are spread over quite a wide geographical area, they strive to put together a management team before opening a new shop to ensure that the organisational values are embedded within the culture of the new shop from the start. So far, more than 80 per cent of their current stores are managed by people who have been promoted from within. As with many new businesses, their systems are mainly manual and the HR Director recognises that if they were to continue to grow, to sustain their values and their desire to continue to give power to the store manager, they would need to invest in technology that would support that vision. The management team within the organisation identified its information priorities so that this would form the basis of the assessment and purchase of a new Human Resources Information System (HRIS). They identified two overriding priorities that were required from the system:
First, the system should support the line manager by providing easy access to information for the day-to-day management of the store.
Second, the system should provide quality strategic information to allow the directors to monitor progress.
Information needs
The organisation undertook a high level analysis to determine the main criteria for selecting a HRIS. This analysis identified three main criteria. First, that the system should be able to manage the growing volume of data without requiring the organisation to make changes to their business processes. Second, the company wanted a single database to include both HR and payroll, which was centrally managed but accessible by all managers to enable capture of the data at source. Third, a sophisticated reporting system that allowed managers at all levels to have access to information appropriate to their decision-making level.
Question: When the organisation has made the decision on the purchase of a system, the issues associated with implementation must be addressed. If you, as an HR business partner, were a member of the implementation team, how would you analyse the following requirements?
a) Who would you expect to be on the implementation team?

b) What training needs can you identify and how will these be addressed?

c) What criteria for success will the implementation team set and how will these be measured?