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Cascade needs a more efficient and smoother orientation system for new…
Cascade needs a more efficient and smoother orientation system for new hires and staff
Key Issues
Problem #1
While HR staff can set limits on the number of people with each specialty who could register for an orientation session, the system would randomly ignore these
Consequences
This affected Ryan's orientation session, which had too many electrical engineers and not enough marketing specialists
How did this happen?
Maggie, an staff in the HR department at Cascade mentioned that it was incredibly hard to get IT engaged in a conversation which include topics of improvements
Cascade hires new graduates, meaning they use the entire summer for orientation and then in the fall, tries to IT engaged in making improvments. This slows down the time it takes for improvements to happen.
Maggie tries to talk to someone in the IT team, however, those in the IT team would be busy completing other high prioritiy projects
Don, an IT staff is dismissive about Maggie's concerns over the orientation system. This way of thinking will cause staff to feel as if they're not being listened to. In addition, no new features would get added
Who is responsible?
IT department/ IT manager( Nick)
Problem #2
New hires would cancel their orientation session, however, the system ignores this fact
How did this happen?
Not much documentation on the orientation system
Work, fixes and improvements start during mid- winter for IT improvemnts, planning and setting up for orientation starts starts mid-spring. This leaves no time to implement any of the changes for the orientation system
Improvements were usually limited to fixing any major problems found in the last orientation system, only adding one or two SMALL fixes and new fixes. Nothing major due to limited time
Don, an IT staff is dismissive about Maggie's concerns over the orientation system. This way of thinking will cause staff to feel as if they're not being listened to. In addition, no new features would get added
Consequences
This would make the company pay for an empty hotel room. Wasting funds of the company
Who is responsible?
IT development team or Don Katz
Problem #3
IT Misalignment and Flawed System Development Cycle
Consequences
Poor mix of new employees in different specialty areas
IT evaluated ineffective internal system options while entirely ignoring external HR vendor solutions that could have soled this issue faster
How did this happen?
IT staff (like Don Katz) operated in isolated technical bubbles, prioritizing non-essential projects like data center monitoring displays over critical business unit needs.
High rate of staff turnover together with frequent reassignment of projects resulted in there being no system documentation or continuous project records, which meant HR has to explain the orientation process again each year to new IT contact
IT rejected the VP of HR's request to assess the vendor solutions by means of an RFP on the grounds that IT believed that the in-house development for the future ERP release would eventually be good enough
Who is responsible
Don Katz (IT Analyst/Systems Reviewer) and IT Department Management
Timeline
What happens first?
Ryan gets hired and goes to 2 day orientation
Stakeholders
New hires at Cascade
HR staff at Cascade (Maggie)
IT Staff (Nick, Don)
Executive Team
Mid-Term
Ryan meets nick, gets BRM task
Interviews Maggie Fra
Next Steps
Evaluate options analysis with Don Katz and plan RFP
Solutions
Third-Party Vendor Solution via RFP (Recommended)
Pros
Out-of-the-box functionality that is specifically designed for onboarding
Short time required for deployment
Vendor taking responsibility for updates and support
Cons
Requires a recurring SaaS subscription Fee
Need to set up an API integration with Cascade's current ERP system
In-House Custom Build on the Next ERP Release
Pros
Makes use of the software tools that Cascade is already paying for
Ensures that the data remains within the company's internal ERP system
Cons
High cost associated with customization
Delayed timeline of 1 to 2 years
Low priority from the IT department
it does not clearly cover the key functional requirements when used out of the box
Relevant Facts
Multi-source cloud apps used for customers
Consultants cited IT issues
External vendors recommend against in-house ERP build