In 2003, Norman Walker, head of HR at Novartis, got approbation from the administration board to execute a worldwide HR data framework (HRIS). Despite the fact that Walker had gained generous ground in changing the HR capacity, a lot of their endeavors stayed value-based and not vital. On the off chance that effective, the usage of HRIS would change the part and obligations of the HR association as well as how it increased the value of the organization. Since its development in 1996, Dan Vasella, the CEO, had changed the association from one with moderate moving useful storehouses into a superior organization. His objective was to make Novartis a chief ability machine by 2005. The new worldwide HRIS was a key component in this change. It was clear to Walker that this was a noteworthy hierarchical change exertion, not just an IT usage. The case depicts the progressions Walker had effectively made and represents an arrangement of difficulties that should be tended to actualize the new HRIS venture.
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