Plagiarism Checker X Originality Report

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Date: Saturday, September 19, 2020

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Remarks: Medium Plagiarism Detected - Your Document needs Selective Improvement.
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1. What are the major challenges facing the Novartis HR organization in the
implementation of the HRIS (technical, organizational, managerial)? Answer: Novartis
faces several challenges as a global organization operating within multiple
socioeconomic environments and cultures. There are numerous technical challenges to
be overcome, however, the organizational and managerial solutions may be less
straightforward. Technology in a sense is easier to modify, as machines and software run
as programmed. The human element is more challenging due to each individual's
interpretation of policy and procedure, which can further be influenced by each business
unit's location.

Technical Challenges After the merger of Ciba-Geigy and Sandoz, Novartis suffered from
a lack of standardization of HR data. Prior to the merger, locations within both
companies featured different systems of varying capabilities, or featured no HRIS at all.
The lack of a consolidated database results in challenges providing consistency and
proper data support in employee tracking and onboarding.

Organizational Challenges As integration occurs, based on location and previous

business practices, business units may want to maintain their own ways of doing things,
deviating from the mandated company procedures. And because constant
communication is needing during the integration of an HRIS and during a merger, there
is the danger of miscommunication in the global environment. Communication varies
based on culture and even communities, so the challenge is found in ensuring the
message communicated is the one that is received, allowing for a smoother
implementation of a cohesive HRIS and uniformity of policies and procedures.

Managerial Challenges Successful integration of an HRIS directly involves management

commitment to keeping a project on track. Global integration takes time, and without
leadership involvement the project could stall. Management faces the challenge of
keeping employees engaged in the learning about the oncoming changes as well as
appropriately managing expectations for the new system so as not to oversell its
capabilities. Further, once integration is successful, it falls to Novartis' leadership team to
accept HR in a more strategic role and take advantage of all HR competencies (O'Reilly
& Wang, 2004). 2.

Why do these systems sometimes fail? Answer: Leadership For the implementation of an
HRIS, a project manager should be chosen to lead to focus solely on the successful
application of a system. As an expert in the proposed HRIS, some companies choose to
rely on the software vendor. If installation of a system is led by the HRIS vendor, there
may be a difference in priorities that results in conflict and slow implementation. The
vendor is in most cases very familiar with the HRIS, but not necessarily with the
company. Poor Planning Proper planning of an HRIS implementation project can be key
to a successful project.

Creating a detailed timeline can make the project move faster, saving both time and
money as budgeting and business needs and possible shortfalls are anticipated.
Inaccurate Data Entry Data transfer is central to making use of an HRIS, but if the data is
inaccurate, the system becomes worthless. Rushing the data entry or technical setup of
a system can cause system failure and waste valuable time. Lack of Communication Not
receiving input on system needs prior to implementation can be inefficient if the HRIS
chosen by leadership does not meet the needs of each business unit.

Communication is necessary with proposed change, and oftentimes is thought of as

employees receiving communications from leadership. To successfully manage change,
leadership needs employee feedback to ensure business vision is being executed fully,
and employee buy in is present. 3. Given these challenges, what are the major obstacles
and what will it take to overcome them? Answer: Time The initially cited timeline of two
years for total integration of the new HRIS may prove difficult in a global environment.

Trees Segers, the Global HRIS program manager notes the potential for resistance to
change in each location, as employees may not look forward to performing their HR
tasks differently. Novartis has taken the initial step in navigating this obstacle in the
form of building a guiding coalition knowledgeable in multiple business areas to lead
the change effort. With a group well versed in leadership, communication and system
implementation skills, overcoming project resistance in a short amount of time should
be possible.
Communication Overcoming communications challenges will be an obstacle based on
the number of countries involved in the HRIS project. With over 70,000 employees in
140 countries, effectively communicating the importance of having a fully integrated
system, as well as policies and procedures to guide the use of the new HRIS will be a
project unto itself. To address this challenge, the Global HRIS program team should
carefully observe cultural customs prior to communicating with other offices to ensure a
more congenial encounter.

The more someone feels as if their culture is respected, the more cooperation they will
extend 4. Given a successful implementation, how will the role of HR be in the future?
How will it be different from today? What competencies will be needed by HR
professionals? Answer: Strategic Partners With a significant reduction in administrative
workload, HR will have more time to work within Novartis as strategic partners, but with
successful implementation of the HRIS HR faces the challenge of overcoming
stereotypical negative views of their job function.

Overcoming those stereotypes will be somewhat dependent on support from leadership

as they look to HR to engage more in further developing business plans. Ideally, HR
professionals will demonstrate an understanding of business and industry dynamics and
be able to apply HR functions around the Novartis business model, anticipating and
solving problems in conjunction with each business unit's needs. Competencies
developed with the goal of becoming a strategic partner should focus on supporting the
business. HR partners should be credible activists, culture stewards, organizational
designers, strategy architects, business allies and operational executors.

These roles directly impact the success of an organization, without focusing on what is
thought of as traditional HR functions. Demonstrating these competencies will place HR
as a strategic partner and change agent within Novartis.

INTERNET SOURCES:
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3% - https://www.coursehero.com/file/23919117/novortis3/
21% - https://www.coursehero.com/file/22832632/Novartis-Case-Study/
<1% - https://www.projectsmart.co.uk/project-planning-step-by-step.php
<1% - https://www.smartsheet.com/ultimate-guide-project-cost-estimating
<1% - https://www.lil-help.com/search/?q=Practice%202
6% - https://www.coursehero.com/file/p5mu0r8b/Overcoming-those-stereotypes-will-
be-somewhat-dependent-on-support-from/