The legacy HR system used by the organization operates sing an outdated computer programming language. Recently, the chief information officer told the HR director that the legacy IR system is out of date and should be replaced by more modern technology. Therefore, the HR director decides to buy an HR rodule from an enterprise resource planning (ERP) vendor. Through discussions with the vendor, the HR director learns that the IR module is undergoing a reengineering process that is not yet complete, and as such the organization would be the first new ustomer. The HR director also learns that the new system would require hardware changes to run the new software, but the endor promises to customize it for the organization. Ultimately, the HR director is concerned about the implementation costs juoted by the ERP vendor. As a result, the HR director does not accept the ERP’s implementation cost proposal and engages a lifferent, small-business IT provider with lower rates to handle the implementation. The HR director also decides to use HR mployees in the director’s office that have an aptitude for technology to provide project management support. Unfortunately, when the new HR system launches, it has multiple problems, including a high error rate, lost data, inefficient screen navigation, and a poorly designed user interface.
Which action should the HR manager take to determine the system’s efficiency?
Measure the number of screens that are required to enter each major type of transaction.
Survey the HR employees about the amount of time required to enter a transaction in the new system compared to the legacy system.
Measure the amount of time required by the system to enter the major types of transactions.
Ask the implementation vendor to determine the amount of time required to enter major transactions.
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