Hitachi Consulting Corporation Case Study

Hitachi Consulting Corporation Case Study

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Each department in Hitachi Corporation had an independent legacy system that worked independently of the other systems. When the Corporation required an enterprise-view of the workforce, it was very difficult to integrate all the systems in the organization to assemble/aggregate the needed data. The problem was caused by the elongated use of traditional systems such as spreadsheets. The management did not align its operations with dynamic technology. The organization culture built a workforce used to the legacy systems and did not realize better ways of accomplishing their tasks. These problems caused the company to incur a lot of costs in their day to day operations. The Corporation also needed many workers to accomplish the task in different parts of the company, a problem solved by collaborative work.

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The following were the information requirements for Hitachi’s new HR system. First, they need a single system to act as a central repository for HR data at all HCC’s regions. This requirement would help solve the problem caused by unnormalized data. The centralized data repository ensures easy access to data to employees. However, the organization would control their access based on roles responsibilities. The second requirement is to improve the Hitachi’s processes of acquiring and effectiveness of this poemtop talent faster and cheaper. The new system should facilitate easy and faster identification of potential top candidates through effective social networks and employee referrals. Lastly, Hitachi Consulting Corporation required a system that would allow collaborations to work all over its branches.

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Yes, the cloud-based system was appropriate for Hitachi Consulting Corporation because of the following reasons. Firstly, Hitachi Consulting Corporation is an international organization and has a lot of branches in 22 countries. The cloud-based system allows for easy access to resources from any of the company’s locations. Easy access to cloud-based resources such as employee data reduces information asymmetries, among other benefits. Secondly, Hitachi Consulting Corporation’s important resources are human resources. This company needs different special skills at different places at different times. Some special skills needed in a branch in Tokyo, for example, could be readily available in Texas. The New HR system allows for the utilization of these skills much efficiently through having employees work collaboratively. Lastly, the new HR system allowed the management and the employees in the entire organization to focus on the important core competencies because a lot of tasks such as system and data maintenance were cascaded to Oracle.

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Hitachi Consulting Corporation used the following sequence of processes to ensure the successful adoption and implementation of the new HR system. After drafting appropriate information requirements, HCC’s management formed a steering committee to evaluate the technology options available for implementation. The Corporation formed a steering committee by combining HR professionals, business professionals, and IT leadership professionals to ensure the company achieved an all-angle viewed solution. The steering committee chose Oracle HCM Cloud after evaluating several technologies to help achieve the following: improve employee productivity and maintain their records, control labor costs, attract, develop and retain top talent, as well as to align common HR processes. The choice of Oracle HCM was as well significant because it allowed for scalability when the company was growing quickly. The new HR system became successful because the steering committee determined the right processes to switch to cloud environments. Data analysis and reports generation, for example, became the Oracle’s responsibility, and they would augment the Corporation with Routine data maintenance tasks.

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The New system developed by the Hitachi Consulting Corporation was highly successful because it achieved all that it was required. The system also realized several unprecedented benefits and helped the company proliferate. Hitachi Consulting Corporation realized a lot of benefits from the new HR system as follows. Firstly, it increased the maximum utilization of time used during hiring processes. Legacy systems involved a lot of processes and personnel, which led to unnecessary wastage of time. Secondly, Hitachi Consulting Corporation achieved a great reduction in costs incurred during the hiring process. Hitachi Consulting Corporation restructured the whole hiring process to include the essential activities only, which reduced the overall costs. From the case study, Hitachi consulting Corporation was able to save $ 1 million in the first year of the cloud-based system operation. Thirdly, Hitachi Consulting Corporation achieved easy identification, development, and retention of top talent because the cloud-based system improved the tracking of individual achievements. The legacy systems also demoralized the staff members because it was very difficult to determine whether the Hitachi consulting organization implemented its employee referrals. However, it is effortless currently to attach or associate successful individual referrals to the individual employee so that the company can reward them and boost their morale. Lastly, the Hitachi Consulting Corporation regional managers and the Senior executives got access to the HCC’s employee’s data hence were able to make a sound decision regarding the company.

The new HR system changed the operational activities and decision-making processes in Hitachi Consulting Corporation. The new system replaced dozens of separate processes effectively using standardized practices all over its regional branches. The new standardized practices enabled the company to analyze the employee data more efficiently to facilitate the strategic routinely allocation of tasks. The employees with specialized skills would, therefore, receive tasks that are outside the country they are operating from. These allocations included temporary work, which they could do part-time while continuing with their custom daily assignments. The disparate human resource systems locally managed by each department independently contained valuable employee data. These systems, which sometimes had only spreadsheets, required that the organization makes a decision independently for each department in every region. When Hitachi Consultation required a decision to affect the whole organization, the organization would task several employees to assemble and aggregate data from all regions and departments. The new HR system, however, enables the company to store all data using the same terms and terminologies, making them easy to analyze and report. Well analyzed data allows the regionals managers and senior executives to make informed decisions based on trends and analytics.