The current changes within the technology industry are palpable, as companies continually announce acquisitions, mergers, restructurings and re-brandings. While analysts and investors worry most about how the general public views finances and merchandise portfolio compatibility, human resources (HR) is that the organizational department that's most affected internally. In reference to mergers and acquisitions specifically, the new organization will likely be left with multiple HR management solutions to figure with and multiple HR policies to sort through; having unnecessary duplicates are often costly, inefficient and downright confusing.
With the completion last year of the merger between Cypress Semiconductor Corp. and Spansion Inc., the new company’s HR team faced this very challenge of trying to manage three HR systems (with the third getting used by Spansion in Japan as a remnant from a previous merger), dozens of payroll systems and two data warehouse systems. This meant employee data was being tracked across different programs with varying rules supported the country and prior company of the precise employee. As a result, trying to supply a holistic, consistent and accurate analysis and report of employee data became increasingly difficult.
To remedy this and streamline HR data management, analysis and reporting, Cypress set a goal to maneuver to one , core Human Resources Information System (HRIS);. Additionally to managing information on a worldwide scale, Cypress needed an answer that would be utilized throughout the complete lifecycle of the worker relationship: from the time a manager cares hiring for a replacement position, to the time the worker decides to exit the organization.
“While analysts and investors worry most about how the general public views finances and merchandise portfolio compatibility, human resources is that the organizational department that's most affected internally"
Cypress put together a three-phased plan, which began last year to realize its single-system vision: Phase one-merge the localized Cypress Japan HR system into the worldwide HRIS; Phase two-merge all legacy Cypress employees into the worldwide HRIS; Phase three-migrate the independent recruiting system into the worldwide recruiting/ on boarding system. The plan involves all three phases to be worked on concurrently to attenuate total project time.