, PLEASE USE THIS DOCUMENT AS A GUIDE ONLY
QUESTION 1
1.1. Identify and explain two (2) risks that Ubuntu Healthcare Group may face due to its
approach to implementing the HRIS. Refer to the information provided in the scenario to
support your answer.
Ubuntu Healthcare Group's rushed and unstructured approach to implementing the HRIS exposes the
organisation to several significant risks. Here are two key risks:
User Rejection and System Failure Due to Lack of User Involvement: A major risk is that
employees and managers will reject the new system, leading to its failure. The scenario
highlights that "managers complained that they were not consulted" and that "a large
proportion of the workforce... are uncomfortable with technology." By not involving these key
stakeholders in the decision-making process, the organisation has failed to build ownership or
address their concerns. This lack of involvement is a primary reason for system failure. As
noted in the study guide, "Few organisations involve employees during the implementation
stage of the HRIS, which can lead to underutilisation and dissatisfaction with the system"
(HRM3703, Study Guide, p. 93). The resistance from managers and employees can derail the
implementation, as seen in the Lillian Vernon case, where employees "resisted mightily,
avoiding training, and blaming new applications for their frustration" (Johnson, 2026, p. 64).
Scope Creep and Cost Overruns: The organisation is at a high risk of scope creep, leading to
budget and timeline overruns. Without a formal needs analysis, they don't know if the selected
cloud-based HRIS "may not support all of the organisation's specific requirements." This
means they may have to purchase additional modules, build custom integrations, or even
replace the system after it's been purchased. The scenario states that the system was approved
"without conducting a formal needs analysis" and that "concerns have been raised that the
selected cloud-based HRIS may not support all of the organisation's specific requirements."
This is a classic recipe for scope creep, where the project's goals and functionality grow
without a corresponding adjustment to time, cost, or resources (Johnson, 2026, p. 63).
1.2. Recommend two (2) change management actions that management should implement
immediately to improve employee acceptance of the HRIS at Ubuntu Healthcare Group. Explain
how each recommendation addresses a specific concern raised in the scenario.
To improve employee acceptance and mitigate the risks of resistance, management should
immediately implement the following change management actions:
Develop and Execute a Comprehensive Communication Strategy: Management must begin
communicating the purpose and benefits of the new HRIS to all employees. This directly
addresses the concerns raised by employees who are "concerned about learning how to use the
new HRIS" and about the "availability of their personal information." This communication
should focus on how the system will make their jobs easier (e.g., self-service for updating
personal information) and reassure them about data security, rather than just focusing on
operational efficiency. As per Kotter's change model, clear and consistent communication is
key to "capture the hearts and minds of most employees" and is a critical element of change
management (Johnson, 2026, p. 67).
QUESTION 1
1.1. Identify and explain two (2) risks that Ubuntu Healthcare Group may face due to its
approach to implementing the HRIS. Refer to the information provided in the scenario to
support your answer.
Ubuntu Healthcare Group's rushed and unstructured approach to implementing the HRIS exposes the
organisation to several significant risks. Here are two key risks:
User Rejection and System Failure Due to Lack of User Involvement: A major risk is that
employees and managers will reject the new system, leading to its failure. The scenario
highlights that "managers complained that they were not consulted" and that "a large
proportion of the workforce... are uncomfortable with technology." By not involving these key
stakeholders in the decision-making process, the organisation has failed to build ownership or
address their concerns. This lack of involvement is a primary reason for system failure. As
noted in the study guide, "Few organisations involve employees during the implementation
stage of the HRIS, which can lead to underutilisation and dissatisfaction with the system"
(HRM3703, Study Guide, p. 93). The resistance from managers and employees can derail the
implementation, as seen in the Lillian Vernon case, where employees "resisted mightily,
avoiding training, and blaming new applications for their frustration" (Johnson, 2026, p. 64).
Scope Creep and Cost Overruns: The organisation is at a high risk of scope creep, leading to
budget and timeline overruns. Without a formal needs analysis, they don't know if the selected
cloud-based HRIS "may not support all of the organisation's specific requirements." This
means they may have to purchase additional modules, build custom integrations, or even
replace the system after it's been purchased. The scenario states that the system was approved
"without conducting a formal needs analysis" and that "concerns have been raised that the
selected cloud-based HRIS may not support all of the organisation's specific requirements."
This is a classic recipe for scope creep, where the project's goals and functionality grow
without a corresponding adjustment to time, cost, or resources (Johnson, 2026, p. 63).
1.2. Recommend two (2) change management actions that management should implement
immediately to improve employee acceptance of the HRIS at Ubuntu Healthcare Group. Explain
how each recommendation addresses a specific concern raised in the scenario.
To improve employee acceptance and mitigate the risks of resistance, management should
immediately implement the following change management actions:
Develop and Execute a Comprehensive Communication Strategy: Management must begin
communicating the purpose and benefits of the new HRIS to all employees. This directly
addresses the concerns raised by employees who are "concerned about learning how to use the
new HRIS" and about the "availability of their personal information." This communication
should focus on how the system will make their jobs easier (e.g., self-service for updating
personal information) and reassure them about data security, rather than just focusing on
operational efficiency. As per Kotter's change model, clear and consistent communication is
key to "capture the hearts and minds of most employees" and is a critical element of change
management (Johnson, 2026, p. 67).
