IT Disconnect
Misalignment between the IT department and the Human Resources (HR) department concerning the technology supporting the new employee orientation process.
Possible solutions for case?
Relevant Facts to this case?
Who are Stakeholders?
TimeLine of this study
First
Nick: Ryan's boss, who is responsible for overseeing the IT department. Nick has a skeptical view about the need for business relationship management and the external consultants' recommendations.
Ryan: The new IT Business Relationship Manager at Cascade Sustainable Energy. His role is to address and improve the relationship between the IT department and other parts of the organization, particularly focusing on the orientation process for new employees.
Communication between departments involving IT
Infrastructure Issues
Maggie Franklin: The Onboarding Manager in the Human Resources (HR) department. Maggie is responsible for the new employee orientation process and is struggling with issues related to the current orientation system and the lack of timely IT support.
CIO: Chief Information Officer of Cascade Sustainable Energy, who oversees the overall IT strategy and is involved in strategic decisions about IT systems and improvements.
Issue
What is the consequence?
Consequences: Inefficient orientation processes, poor employee experience, and wasted resources (e.g., paying for unused hotel rooms). HR struggles with system issues and lacks timely improvements.
How did it happen?
How it Happened: There is a lack of effective communication and collaboration between IT and HR. IT does not fully understand or prioritize the needs and requirements of the HR department, particularly regarding the orientation system.
What was the cause
Cause: IT’s focus has been on other high-priority projects and internal issues, leading to a neglect of HR’s needs. Additionally, the absence of consistent IT staff working on the orientation system and lack of documentation contribute to this disconnect.
why does the issue exist?
Why the Issue Exists: IT’s structure and priorities are not aligned with the needs of other departments. IT staff are frequently reassigned, leading to a lack of continuity and understanding of the orientation system.
Outdated Hardware and software such as the computer that reminded him of his college days
Integrated Systems lacking that hindered other areas such as HR, Finance and Purchasing
Network Incapabilities that made the Onboarding process difficult and could be improved
Digital Documentation and Automation: Implement a comprehensive digital onboarding platform that replaces paper forms with electronic versions. This platform should support e-signatures, auto-fill capabilities, and centralized document storage. Benefits: Reduces paper usage, minimizes data entry errors, and streamlines the onboarding process.
Ryan starts his new role as an IT business relationship manager at Cascade Sustainable Energy and participates in the new employee orientation process. He observes several issues with the current technology supporting the orientation, including excessive use of paper documents and inefficient handling of registration and session management. Notable problems include outdated information for staff, poorly mixed groups in specialty areas, and ineffective tools for completing new employee paperwork.
Second
Ryan meets with Maggie Franklin, the HR Onboarding Manager, and learns about the challenges she faces with the current orientation system. He reviews the IT options analysis for improving the orientation system, which includes potential solutions such as upgrading the ERP system or considering vendor solutions. Ryan finds the options analysis lacking clarity and realizes that vendor solutions were not considered, despite their potential relevance.
Third
Ryan decides to propose an RFP (Request for Proposal) to explore external vendor solutions for the orientation system, given the inadequacies of the current in-house options and the specific requirements from HR. He meets with Maggie to discuss the RFP process, addressing the need for a solution that meets their requirements effectively and in a timely manner.
The orientation process for new employees includes a two-day session.
The IT staff is not fully engaged in improving the orientation system, and there are issues with IT support and communication.
There is a disconnect between IT and other departments (HR, finance) regarding strategic priorities and support.
Upgrade and integrate IT Infrastructure
Implement Training Programs