Service Executive (HSE) decided to earmark the further rollout of the project pending a review. At the
time the project was suspended, a combined personnel and payroll arrangement had been implemented in three
HSE areas and St. Jamess Hospital. kind work and some fixingss of testing of the combined
system had been accomplished in the remaining five HSE areas. In addition, personnel judiciary
modules were functioning in three of those five areas. The planned reference of the system to the Dublin
Academic Teaching Hospitals and voluntary agencies has in any case been deferred. A set of issues raised by
users, including issues relating to the reporting element of the system have yet to be resolved.
Particular features of the project had a significant bearing on this outcome. These included
? A failure to develop a clear vision of what strategic human resource management actually meant
for the health swear out as a whole and for its individual operational units.
? An urgent need in the Department of Health and Children (the Department) for accurate
information on health service employee numbers and pay costings and a consequent desire to see
the system implemented as speedily as possible.
? A complex governance building defined by a consensus style of decision-making.
? Substantial variations in pay and conditions, organisation structures, cultures and processes which
existed between and within agencies, the full finish of which was not known before the
commencement of the project.
? The lack of eagerness in the health agencies to adopt the change management agenda.
? An softness to definitively freeze the business blueprint or business requirements at a particular
point in time in accordance with best practice.
? A failure to comprehensively occur through on its pilot site implementation system before...If you want to get a full essay, order it on our website: Ordercustompaper.com
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