Riordan Manufacturing Case Study

1360 Words 6 Pages
Register to read the introduction… Beginning from the upper management of the company is regularly one of the first steps, as they are the ones contributing the guidelines for the project. Some of the prospective key stakeholders to be involved in the arrangement making process are: * President and CEO Dr. Michael Riordan- “determines and formulates all business strategies” (Riordan Manufacturing, 2012). The assimilation of a new information system should precisely include the observation of the CEO * COO Hugh McCauley- Administrator and coordinator of the activities in support of the company’s policies goals and objectives (Riordan Manufacturing, 2012). He is in charge of the Service request * Director of Human Resources Yvonne McMillan- Directs and coordinates human resources activities (Riordan Manufacturing, 2012). She will be able to give the best feedback about the actual system and how the new system should …show more content…
The present HR system, which was equipped in 1992, is commonly a part of a financial systems package which keeps record of employees' hire dates, personal tax exemptions, pay rate, seniority dates, organizational information, vacation hours and personal information. Due to the shortage of an automated HR system, any adjustments to these forms of employee information are submitted in writing by that employee's manager, and manually entered by a payroll clerk. Training and development records are kept in an Excel worksheet by the Training and Development specialist. The recruiters for …show more content…
The current HR system that Riordan manufacturing is using, lacks a central employee database. Each individual manager keeps the files of the employees that are under his or her direct supervision. These managers, in addition to their duties, also have the added responsibilities of tracking FMLA absences and employee requests that fall under the Americans with Disabilities Act (ADA).
The compensation manager keeps an Excel spreadsheet that categorizes the results of job analyses, salary surveys and individual compensation decisions. Employee relations specialists keep track of information about complaints, grievances, harassment complaints and others, in locked files in their offices. This is confirmation that the company maintains a disparate HR system which is not taking any advantage of the current IT tools and systems that would make their operations much more sufficient, adequate and save the company

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