System Analysis for Riordan Manufacturing's Human Resources

System Analysis for Riordan Manufacturing's Human Resources Department Kelly Beckwith University of Phoenix, Online Table of Contents Abstract ...................................................................................................... 3 Introduction ................................................................................................. 4 Scope and Goals ............................................................................................. 4 Supporting Measures ..................................................................................... 5 System Requirements ..................................................................................... 7 Application Architecture and Process Design .......................................................... 9 Data Flow and Protection .................................................................................. 10 Data Flow Chart ........................................................................................... 10 Flow of Data Chart ......................................................................................... 11 Implementation Process .................................................................................... 12 Human Resource Organizational Chart .................................................................. 12 Conclusion ................................................................................................... 14 Resources .................................................................................................... 16 Abstract Designing a new system for Riordan Manufacturing's Human Resources Department is a crucial and important part of Riordan efforts to evolve with new technology. The company has asked that installation of their new system occur within six months. The current Human Resources Information Systems (HRIS) is outdated by over 10 years. Allowing an outside company to implement a new system will save Riordan Manufacturing time and money, and allowing completion of the project in the time allowed. Combining all of the systems used by Riordan's human resources staff will allow easier access for all. System Analysis for Riordan Manufacturing's Human Resources Department As computer technology evolves, companies find themselves analyzing and improving their systems on a regular basis. However, some companies have such a vast amount of departments, employees, and locations that they find it can take years to update and improve all of their departments and locations. Riordan Manufacturing has been in need of updating their human resources department for sometime. With a well-devised systems development life cycle Riordan Manufacturing should be able to update and improve their human resources systems quickly and effectively.

The human resources department currently has a system that they received in 1992 that came incorporated into the financial systems package. In order to determine the type of system that will best suit Riordan Manufacturing the IT department needs to gather data regarding the information that human resource personal uses. Ultimately, the company's central human resources department uses this data the most. However, each location also needs this data as well as managers. Scope and Goals Riordan Manufacturing would like a new Human Resources System. This system needs to include all the information that the Human Resources Department uses on a daily basis. The system also needs to allow limited access to employees that are outside Human Resources, such as managers who input employee information. Recruiters also need to have access to the Human Resources system; however, their access should be limited to resumes and new employee information.

The department definitely needs to combine all the programs and personal files into one system. The current system only tracks personal information, pay rate, personal exemptions for taxes, hire date and seniority date, organizational information and vacation. The company needs to track this information plus other key information that is currently being complied in several of different locations. The other information Riordan needs to track with there new system is training and development, resumes and applicant information, FMLA and ADA, job analysis, salary surveys, individual compensation decisions, and complaints and grievances. With this in mind, Riordan Manufacturing is asking for a complete overhaul of their current system. Before installing the new systems, the overhaul will require a great amount of employee training as well as cooperation from many managers and departments across Riordan's four locations. Even though the scope of this project seems very small, it actually will involve many departments throughout the locations to cooperate and agree on many things. Supporting Measures Along with the cooperation of many departments, there will have to be a lot of updating and files to go though. Riordan will have to assign employees to concentrate their hours to getting the data entered into the new system. Since so many of the human resources files and data are stored in different areas and different ways their will be a lot of transfer and data moving around. The company needs to be careful not to lose this data during the transfers. Riordan Manufacturing has asked for a six-month period roll out the new system. If employees are trained as the systems are installed they should not have a problem getting the system updated in the period allowed. However, training is crucial and finishing in a timely matter is important or it could slow the rollout down and potentially harm the timeframe of the rollout. Riordan Manufacturing should use a program like Microsoft Project to ensure that everything rolls out on time. Microsoft Project can control all kinds of things that the rollout will need. "Stay informed by controlling your project work, schedule, and finances, and effectively communicate project data. Get started with the new Project," (Microsoft, 2007, para. 1). Using this type of organization will allow Riordan Manufacturing to rollout their new system with the six-month timeframe, effectively.

There is several ways that the IT manager can gather the data that will determine what type of system they will use. First, the IT manager needs to send out a company wide memo to human resources personal and managers that ask their opinion on the upgrades. The best source for information is the people who use it every day. Joint application development (JAD) is the terminology used when collecting this data. JAD allows the managers, IT department, and a group of users (the human resources department) to work on the development together (Shelly, Cashman, & Rosenblatt, 2003). To allow JAD to work correctly the managers need to implement SWOT (Strengths, Weaknesses, Opportunities, and Threats). This will gather