Organizational Change in Your HR Project (Part 2)

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

This second part of the series on managing risks from organizational change in HR projects will cover a few more examples (it’s better if you read Part 1 first). If you need a reminder, Part 1 concluded with steps to follow for any HR project. First, you identify how the project will impact the workforce. Next, you determine risks associated with that organizational change. Finally, you modify your work plan to mitigate those risks.

Learning Management Systems
You may become PM for a larger project that replaces or upgrades a learning management system, where online training courses are housed and tracking occurs for those that have completed the courses. This could be safety training or course content required by agencies that oversee the industry your organization works in, such as in the healthcare or financial industries. Often, such training covers a large percentage of the workforce.

This kind of project seems less risky on the surface, but one of the high-visibility areas to monitor is the regulatory-required courses. These are particularly sensitive; you do not want to lose old tracking data or make errors setting up who takes what regulatory-required courses, and how often, in the new/upgraded system. The critical success factor is communication of and training on any new training requirements, instructions, features or alerts that will require users to …

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