Introduction: Austin Community College case study was about a President who was resistant to changing a Human Resource Information System (Datatel). Although there was support from system users that the current system was not up to par, the integrity of the data was questionable because of system issues, however; the President was still not convinced and refused to consider implementing a new system despite the need for one. The reason cited was the budget did not allow for a new system, however; hundreds of thousands of dollars was continually being poured into trying to fix a system that did not support the needs of the college.
The HR Director who met with the President to discuss the need for a new system also contributed to the resistance …show more content…
It is also helpful to have the right people in place to encourage the message about the change. This all bolsters the need for change and helps to create a strong supportive environment. Going in alone is difficult in trying to evoke change. The Kotter change model emphasizes forming a powerful coalition by making sure you are not the only one pushing the change (Applebaum, 2012).
First, in an effort to mitigate resistance from the President, the HR Director must form a coalition by gathering stakeholders who are affected by the HRIS system to come together and communicate the issues and get a consensus for the need for change, insuring everyone is in agreement. This helps to establish a clear vision while forming a powerful partnership.
Secondly, gather data from all stakeholders in preparation to present to the President the rationale for the need for a new system. This step empowers other to act on the vision. The data would include system issues over a period of time and data from two or three HRIS vendors with proven records of success that will show potential cost savings
The HR Director who met with the President to discuss the need for a new system also contributed to the resistance …show more content…
It is also helpful to have the right people in place to encourage the message about the change. This all bolsters the need for change and helps to create a strong supportive environment. Going in alone is difficult in trying to evoke change. The Kotter change model emphasizes forming a powerful coalition by making sure you are not the only one pushing the change (Applebaum, 2012).
First, in an effort to mitigate resistance from the President, the HR Director must form a coalition by gathering stakeholders who are affected by the HRIS system to come together and communicate the issues and get a consensus for the need for change, insuring everyone is in agreement. This helps to establish a clear vision while forming a powerful partnership.
Secondly, gather data from all stakeholders in preparation to present to the President the rationale for the need for a new system. This step empowers other to act on the vision. The data would include system issues over a period of time and data from two or three HRIS vendors with proven records of success that will show potential cost savings