Grading for this assignment will be based on answer quality, logic.docx

Grading for this assignment will be based on answer quality,
logic / organization of the paper, and language and writing
skills, using the following rubric:
Points: 150
Assignment 1: Geico Case Study
Criteria
Unacceptable
Below 70% F
Fair
70-79% C
Proficient
80-89% B
Exemplary
90-100% A
1. Determine which facets of the Geico total rewards program
align with the five (5) top advantages of a total rewards
program outlined in Chapter 2 of the textbook and discuss your
reasoning.
Weight: 25%
Did not submit or incompletely determined which facets of the
Geico total rewards program align with the five (5) top
advantages of a total rewards program outlined in Chapter 2 of
the textbook and did not submit or incompletely discussed your
reasoning.
Partially determined which facets of the Geico total rewards
program align with the five (5) top advantages of a total
rewards program outlined in Chapter 2 of the textbook and
partially discussed your reasoning.
Satisfactorily determined which facets of the Geico total
rewards program align with the five (5) top advantages of a
total rewards program outlined in Chapter 2 of the textbook and
satisfactorily discussed your reasoning.
Thoroughly determined which facets of the Geico total rewards
program align with the five (5) top advantages of a total

rewards program outlined in Chapter 2 of the textbook and
thoroughly discussed your reasoning.
2. Create a strategy for ensuring that the Geico plan addresses
all of the advantages.
Weight: 20%
Did not submit or incompletely created a strategy for ensuring
that the Geico plan addresses all of the advantages.
Partially created a strategy for ensuring that the Geico plan
addresses all of the advantages.
Satisfactorily created a strategy for ensuring that the Geico plan
Thoroughly created a strategy for ensuring that the Geico plan
3. Evaluate the effectiveness of the communication of Geico’s
total rewards program based upon the Website’s descriptions of
the benefits. Recommend two (2) areas for improvement.
Weight: 20%
Did not submit or incompletely evaluated the effectiveness of
the communication of Geico’s total rewards program based upon
the Website’s descriptions of the benefits. Did not recommend
two (2) areas for improvement.
Partially evaluated the effectiveness of the communication of
Geico’s total rewards program based upon the Website’s
descriptions of the benefits. Partially recommend two (2) areas
for improvement.
Satisfactorily evaluated the effectiveness of the communication
of Geico’s total rewards program based upon the Website’s
descriptions of the benefits. Satisfactorily recommend two (2)
areas for improvement.
Thoroughly evaluated the effectiveness of the communication of
Geico’s total rewards program based upon the Website’s
descriptions of the benefits. Thoroughly recommend two (2)
areas for improvement.
4. Assuming employees are unhappy with the current plan, offer
two (2) improvements or changes to Geico’s total rewards
program.

Weight: 20%
Did not submit or incompletely assumed employees are unhappy
with the current plan offered two (2) improvements or changes
to Geico’s total rewards program.
Partially assumed employees are unhappy with the current plan
and offered two (2) improvements or changes to Geico’s total
rewards program.
Satisfactorily assumed employees are unhappy with the current
plan and offered two (2) improvements or changes to Geico’s
total rewards program.
Thoroughly assumed employees are unhappy with the current
plan and offered two (2) improvements or changes to Geico’s
total rewards program.
5. 5 references
Weight: 5%
No references provided
Does not meet the required number of references; some or all
references poor quality choices.
Meets number of required references; all references high quality
choices.
Exceeds number of required references; all references high
quality choices.
6. Clarity, writing mechanics, and formatting requirements
Weight: 10%
More than 6 errors present
5-6 errors present
3-4 errors present
0-2 errors present
Week 1 Data Model Assignment: Conceptual Data Modeling
Student Name: XXXXXX

Entities, Attributes, Relationships:
Entities
Attributes
Relationships
Customer
· Customer_ID
· Customer_Code
· Customer_Name
· Customer_address
· Customer_Phone
· Customer_Email
· A customer can place zero or many orders.
· A Customer can have at least one contact detail
Author
· Author_ID
· Author_First Name
· Author_Initials
· Author_Last_Name
· An author can have one or many Books.
· An author can be booked by one or more Customers
· An author can be on one or more Book_Categories
Books
· Book_ID
· ISBN
· Book_Title
· Publication_Date
· Book_Comment
· A Book can be written by one or more authors.
· A Book can be ordered by one or more customers
· A Book can be on one or more Book_Categories
· A Book has an Item_Agreed_Price
Orders
· Order_Date
· Order_Value

· An order is always related to customers
· Order will have one or more Order_Items
· An order can be for one or more Authors’ Books
Order Items
· Item_Number
· Item_Agreed_Price
· Item_Comment
· Any book can be an Order_Item
· Any book can have an Item_Agreed_Price
· A Book may or may not have an Item_Comment
Contacts
· Contact_ID
· Contact_First _Name
· Contact_Last_Name
· Contact_WorkPhoneNumber
· Contact_OtherDetails
· Any Customer can have at least one contact detail.
·
Reference Contact Types
· Contact_Code
· Contact_Description
Any customer can have at least one Reference_Contact_Type.
Book Categories
· Book_Category_Code
· Book_Category_Description
· A Book Category can have zero or many Sub_Categories
· A Book_Sub_Category can belong to only one Book_Category
Business Rules:
1. A Book has a price
2. A Book must have at least one author, Book_category,
Item_Agreed_Price,

3. All orders can be based on Book_Name and Author.
HERE IS THE QURSTION FROM THE PROFESSOR
You have to work on the above as per the instructions below.
Please keep it simple, precise and straight.
1. Create a conceptual data model of data management project
showing the entities and relationships.
2. Add a new 'Conceptual Data Model' section to your DBMS
assignment you submitted last week.
3. Add the conceptual data model to the new section.
4. Make sure you correct the DBMS assignment document from
week 1 based on my feedback before submitting this assignment
Running head: NEW AND IMPROVED REWARDS AT WORK
1
New and Improved Rewards at Work
Student XXXXX
Strayer University
HRM 533 - Total Rewards
May 20, 2019
NEW AND IMPROVED REWARDS AT WORK 2
New and Improved Rewards at Work

This paper will explore how the scope of a total rewards
program can be improved to creatively
meet the needs of their employees. First, an analyzation of how
employee benefit innovations
can improve an organization's competitive compensation
strategy. Second, an explanation of
how innovative benefits can be linked to specific jobs and how
they can help attract talent. Next,
a critique of the effectiveness of equity-based rewards systems
for compensation and benefits.
Then, a discussion about the key elements of integrating
innovation into a traditional total
rewards program. Finally, a process recommendation that
optimizes an employee-based
suggestion program to routinely refresh an organization's total
reward program.
Innovations Improving Organizations
Organizations are always researching new ways to make an
impact on the job market.
The companies that are going to grab the attention of the high-
quality talent pools are
diversifying their total rewards packages for employees. The
trick is to anticipate how the total

rewards modifications will be received by their employees.
After all, the value is in the eye of
the beholder. It will take research and trial and error to create
total rewards packages that will set
organizations apart. These rewards systems may take more time
and thought to plan out, but
once they are implemented, they can almost run themselves if
the proper work is put into them
(Wilson, 2003, p.221). The more value that can be added on top
of the compensation, the more
desirable the package will be to employees.
The current and emerging talent pool finds more value in being
able to move around to
do new things, work in various positions. The days of working
at the same position are not
common any longer. So, businesses need to capitalize on this
hunger for professional work
diversity and accommodate their employees before the
employees look elsewhere for these
opportunities. Allocating additional funds for employees to
return to higher education

demonstrates that a business is interested in helping their
employees grow and for their minds to
be stimulated. It is a great way for a business to outwardly
display that they care about their
careers and also their personal growth. Some companies can
also link the educational goals to
specific work-related opportunities, that may correlate into a
promotion or an increase in base
pay.
A company that chooses to be innovative with their total
rewards strategy can also
promote that on their career landing portal online and at job
fairs. If a company is going to take
the time and ownership in being a cutting-edge rewards provider
for employers, they should let
the talent pool know this. That can be a very attractive strategy
for businesses. These attributes
are very desirable to a person looking for work because it
outwardly demonstrates some of the
active business culture (Wilson, 1999, p.3). Many people want
to be on the ground floor and
moving up with companies that are willing to be open to trying
new things. They may come with
very desirable perks that are specific to their industry. If an

employee is already very tuned into a
specific line of work, then they will be employed by an
organization that will help them
maximize their portfolios.
The willingness to be innovative with the total rewards also ties
directly into the
organizational culture. If a potential employee is on the outside
looking in, and they see that a
company is offering the standard benefits that companies have
been offering for years, then that
may not be very appealing. But, if a candidate can observe the
standard benefits in addition to
benefits tailored specifically for company employees, then this
can increase the interest in
working for the organization. At the very least it may intrigue a
candidate to want to learn more
about what the company offers. That will then open the door the
company to sell their
opportunities and organization to the candidates that may have
overlooked them otherwise. After
all, this is the talent pools market. Any time a company can

share why an employee should work
for them; it is time well spent.
Tailoring Innovative Benefits
As the employment climate changes and new waves of
employees come into an
employment market, the types of benefits innovations also have
an opportunity to evolve.
Businesses need to increase awareness of the specific people
that they want to fill certain
positions within a company. Total rewards programs do not
have to be standardized like they
once were. It is imperative to be able to customize and link the
total rewards program to the
vision and values of the business (Sizemore, 2018, p.42).
Increasingly, employees would like to
have the ability to customize or be apart in selecting how their
employment benefits can work for
them.
Organizations can now offer options to employees working in
specific job roles, in ways
that they could not have done so in the past. For some roles,
such as technology positions, the
employees may not need to be at the business location to

perform their job. So, they may benefit
from telecommuting and engaging with their peers via
electronic means such as email, chat
programs, and video conferencing. This benefit saves the
employee commuting time, allows
them to work from their own home office, and possibly save on
expenses for meals.
Attracting talent for specific jobs based on innovative benefits
programs can also apply to
salesforce positions. These positions can have specific benefits
that are based on their
performance metrics to allow for bonus pay rewards. An
innovative approach to bonus pay could
be to allow employees to place the bonus pay into their
retirement accounts at an untaxed rate.
Employees can be offered an opportunity to select how they
would like percentages of their
bonus pay allocated during their upcoming pay periods. This
enables employees to still have
their base pay, and then their bonus pay can be split up as they
see fit. Employees that are more

interested in the financial savings will find this to be an
attractive option.
The talent market is also very diversified. There are all age
ranges of people seeking
employment. Having an innovative benefits program should be
mindful to include options that
are attractive to all potential talent. Some candidates may be
seeking a flexible work schedule to
accommodate personal or family commitments. Others may
value extensive health benefits for
themselves and their family members. Other people that value
their educational growth may
specifically look for jobs that offer a tuition assistance program.
If an organization is wanting to
find the best talent to fulfill their positions, then they need to
have a variety of options available
since not everyone’s needs or view of what is valuable may be
the same,
Equity-based Reward Systems Effectiveness
Equity-based reward systems may be another part of a total
rewards plan that a company
may offer. Equity is typically a piece of company stock that
represents a piece of ownership for
an employee (World at Work, 2007, p.368). Companies that are

seeking creative ways to offer
additional options or incentives to their employees may explore
how they can integrate equity
into a rewards package for employees. This strategy can be
beneficial to both the employer and
the employee, depending on how it is arranged in their plan.
From a compensation plan perspective using equity allows an
employer to offer a share
of stock to an employee as a bonus, or at discounted rates.
Using company equity in this manner
can be viewed as an innovative way to be competitive in the job
market. It all comes down to
finances. If a business creates additional equity rewards for its
employees, it can be view
favorably. In most case, when equity is offered as a bonus
reward, there may be additional
strings attached, such as how the stock options are paid out, and
the company will set these
parameters. Or just like offering company discounts on the
products or services provided by a
company, employees may be offered shares at a discounted rate

(Book. p.367). Whichever angle
the company chooses to pursue the awards will be interpreted as
how much value they hold for
the employee.
From benefits, perspective equity is more commonplace.
Employees are often provided
options to create and contribute to a 401(k) plan. Most
companies will then match the amount an
employee contributes, up to a certain percentage. This equity
benefit allows companies too
outwardly display investment in their employees every pay
period. So, this is often viewed as
favorable by the employees. Building wealth as a result of a
partnership between the employer
and the employee also has a silver lining for the organization.
Companies are often searching for ways to get the most
productivity out of their
employees’ time with the organization. Providing these equity
options can be a key part in
solidifying the partnership with the company. If an employee
can be directly impacted by the
actions that they make for the company, it will often be a
hidden incentive to encourage

behaviors that benefit the company. I believe this is the major
reason why companies use equity
to reward their employees. It makes the employee a business
owner. The money that is
facilitating the growth of their investment portfolio can be
impacted by the decisions they make
for the company. For example, if an employee is constantly
issuing credits for fees to a customer,
this is impacting the company and the employee. Those credits
continue to add up and take away
from the bottom line. Since that is the case, it may inspire the
employees to come up with other
creative solutions that add value that benefits the customer, the
business, and the stockholders.
This approach is very effective because it forces the employee
to think like the business owner
when it comes to making business decisions.
Integrating Innovation
In my current total rewards program, the elements that I would
focus on innovative
integration would be talent development, work-life balance, and

financial benefits planning. The
total rewards plan can be an integral part of building key
behaviors and motivation for
employees (Elwood Gopal & Hoarty, 2013, p.57). The talent
development innovation will
include their employees obtaining specific certifications that are
desirable to improve the
employee’s knowledge and performance at work. For example,
an IT administrator can obtain
their Network Plus certification at the expense of the company.
The IT admin will then receive a
five percent pay increase once the certification is obtained. That
employee will also now be
eligible to move into additional roles at the organization since
they possess this certification.
This ties in the organizational goals with employee
development.
Employees also want to be able to have a work-life harmony
with any company that they
choose to work for. This may look differently depending on the
home life dynamic for the
individual employee. Perhaps one employee commutes a
significant distance to work each day.
They may benefit from working from home for two weeks out of

the month on a rotating
schedule. This allows the employee to stay engaged with the
business culture atmosphere, but
also provides the ability to gain some of their time back each
month.
Another group of employees may benefit from having an on-site
or nearby, a daycare
facility for their children. This facility will be linked to the
company and will offer subsidized
rates for using the services. This will not only save the
employees money spent in childcare but
will also save the employee travel time going to and from
another daycare facility each day. A
company that is willing to help improve the work-life balance
will inevitably decrease lost time
from work as well as reducing attrition.
The third element will be the assistance of financial benefits
planning workshops. Many
employee’s opt-in to the retirement savings plan that their
company offers. A company can help
their employees understand how to maximize their earning

potential by offering semi-annual
workshops. The workshops can be led by financial planning
experts to assist employees in
understanding how to diversify their portfolios as well also
understanding the ins and outs of
how the actions that they take on the investments can impact
them. This added transparency and
education when it comes to their finances will be something that
employees will view as a life
learning opportunity.
Employee-based Suggestion Program
Organizations can often benefit from gathering information on
what is perceived as
valuable from the direct individuals that they impact. Having an
employee-based suggestion
program is a powerful tool because it builds a transparent
partnership with the employees.
Building reward systems together can be an important integral
building block for an organization
(Mahajan, V. & Sarin, S., 2001, p.35). It provides an
opportunity for their suggestions to be
heard and then applied in instances wherever possible. The
program will be based around a

regularly scheduled employee feedback session that will include
a variety of employees,
supervisors, senior leadership, and the human resources team.
The structure for the feedback sessions will be a round table
discussion. The roundtable,
led by human resources, will allow each participating member
to voice their opinions on one
current benefit included in the total rewards program, and one
benefits that they would like to see
included in the program. The human resources team will catalog
all of the feedback to keep track
of the valuable information. This feedback about the current
benefits program will allow the
human resource team to discover the portions of the existing
plan that may not be delivered at
the desirable capacity.
The feedback that the employees provide that they would like to
see implemented will all
be put into a list. This list will then be voted on, and the round
table employees will select their
top 5 selections for that meeting. The round table employees

will select one employee to be their
Employee Suggestion, the Team representative. The selected
employee will then meet up with
the individual teams across the large employee team to present
these five options and to gather
their votes. This feedback may be done in person, or via email.
The reason for having the
employees vote on the top five options is to have the entire
employee team be a part of the
decision making.
The team leader will then gather all of the votes and present
them to the human resources
team for their consideration. The human resources team will
then present the selections to their
leadership team and put these items into a review process. The
review process by the human
resource team will have a few different phases. The first phase
will be to catalog all of the items
to retain for future review. The second phase will be to compare
these items with others that are
already in place or the pipeline for a rollout. This will include
pairing up items that are similar to
enhance them and to eliminate redundancies.

Once the human resource team has taken all of the information
and completed their
research, they will lift these items to the corporate offices to
determine the feasibility of
implementing any of these items for a short-term trial run.
Based on the corporate decisions, the
human resources team will return to the employee team
representative to relay their findings and
potential plan to move forward. The important thing about the
employee-based suggestion
program is that there is continuous communication with the
employees, and this builds trust with
the team.
Conclusion
Total reward systems will continue to evolve and transform the
ways that companies
attempt to gain a competitive edge. There will be trial and error
when it comes to out of the box
solutions for rewards that meet the employees and
organizational needs. However, the important
factor is that the companies are willing to try something

different that the employees may
respond favorably to. Companies that can develop a transparent
partnership with employees
about their benefits and compensation strategies will typically
end up ahead of companies that
only offer standard benefits. Employees expect more and are
willing to do more for a company if
the price is right.
References
Elwood, L., Gopal, G. and Hoarty, N. (2103). Using reward
systems to motivate employees for
in innovation. Global Education Journal. Retrieved from
https://eds.b.ebscohost.com/eds/detail/detail?vid=9&sid=444ec0
72-dfa1-4673-b13a-
1c5e17dec8ab%40sessionmgr103&bdata=JnNpdGU9ZWRzLWx
pdmUmc2NvcGU9c2l0
ZQ%3d%3d#db=eue&AN=93250993

Mahajan, V. and Sarin, S. (2001). The effect of reward systems
on the performance of cross-
functional product development teams. Journal of marketing.
Retrieved from
72-dfa1-4673-b13a-
pdmUmc2NvcGU9c2l0
ZQ%3d%3d#db=bth&AN=4437235
Sizemore, K. (2018). 6 considerations for designing a total
rewards program. Benefits Magazine.
Retrieved from
https://eds.b.ebscohost.com/eds/detail/detail?vid=13&sid=444ec
072-
dfa14673b13a1c5e17dec8ab%40sessionmgr103&bdata=JnNpdG
U9ZWRzLWxpdmUmc
2NvcGU9c2l0ZQ%3d%3d#db=bth&AN=131479641
Wilson, T. (1999). Rewards that drive high performance:
Success stories from leading
Organizations. New York: AMACOM. 1999. Retrieved from
72-dfa1-4673-b13a-
pdmUmc2NvcGU9c2l0

ZQ%3d%3d#db=nlebk&AN=43851
Wilson, T. (2003). Innovative Reward Systems for the Changing
Workplace. Ed.: 2nd ed. New
York: McGraw Hill Professional. 2003.Retrieved from
https://eds.b.ebscohost.com/eds/ebookviewer/ebook/bmxlYmtfX
zgxNzk5X19BTg2?sid=
[email protected]&vid=1&format=EB&rid=6
WorldatWork. (2007). The WorldatWork handbook of
compensation, benefits & total rewards.
Hoboken NJ: John Wiley & Sons.
Running head: SYSTEMS DEVELOPMENT LIFE CYCLE 1
SYSTEM DEVELOPMENT LIFE CYCLE 2

Systems Development Life-Cycle: Phase III Design
Student XXX
University
HRM 520 – Human Resources Information Systems
February 04, 2019
Systems Development Life-Cycle: Phase III Design
It is essential to invest in the correct HRIS system to meet
your organization’s needs. Our initial needs assessment on
Larson Property Management Company (LPMC) identified a
need for a new HRIS system, which had input from stakeholders
and what they’d like to see with a new system. (Kavanaugh &
Johnson, 2018, pg. 114-115)
In this paper, we will analyze data and process perspective and
address its needs. Stakeholders will be briefed on the two ways
to view the HRIS system and gather their input as we move
forward with the plan for the new system. After viewing
presentations of HRIS systems, we will announce who will be
the vendor and layout the physical design for LPMC.
(Kavanaugh & Johnson, 2018, pg. 114-115)
Ways to View An HRIS
An effective organization will look at the HRIS system from
two different perspectives. One being data perspective and the
other process perspective. In order to make informed decisions
we will brief the stakeholders the importance of viewing data
and process perspective and how it represents the new HRIS.
According to Kavanaugh & Johnson, 2018, (pg. 96), “data
perspective focuses on an analysis of what data the organization
captures and uses, and on the definitions and relationships of
data, while ignoring how and why the data will be used.” In
other words, the system will capture important data tailored for

a specific task in the HRIS. The data perspective uses the best
way to use the data for accuracy during operation.
On the other spectrum, the process perspective focuses on
how the business wants to operate and use their processes and
activities to determine needs. It drives the organizational data
through the HRIS. (Kavanaugh & Johnson, 2018, (pg. 96).
Through the process perspective, the software designer will
focus on current operations systems and processes. The designer
will focus on the driving force of the system allowing it to feed
information but bypass what data is captured.
Our change team made up of the HR department, IT, and finance
committees have provided details on what’s needed for this new
HRIS. After briefing the stakeholders on multiple occasions,
they determined what they’d like to see in the new HRIS system
with ATS. Both data and process perspective make up the entire
HRIS system. To give the stakeholders a better picture of the
two, Kavanaugh & Johnson, 2018, (pg. 96), explains that, “by
modeling each separately, the organization is better able to
understand and communicate its needs to the technical staff.”
The technical staff can include, HR (acting as the project
manager), IT, vendors, consultants, and software developers.
(Kavanaugh & Johnson, 2018, pg. 96).
Data Flow Diagrams and Physical Design
A process model describes and represents the key business
processes or activities conducted by the organization, such as
applicant tracking. (Kavanaugh & Johnson, pg. 97). The data
flow diagram represents the activities of the process model and
many areas of the HR system. The data flow diagram shows
how data will be moved through the system representing four
symbols. Those symbols are an entity, data flow, process, and
the data store. (Kavanaugh & Johnson, pg. 97).
When choosing the best HRIS to fit the needs of your
organizations, you must keep in mind that the stakeholders
come first. We are in a day and age where keeping up with
technology will prove to increase profitability and productivity.
While working for a previous employer and witnessing the

success of these three HRIS in action, we decided on the three
software to be included in our HRIS, which are found on Human
Resources Software, 2018, (para 1).
1. ADP Workforce: ADP manages capital for companies with
more than 50 employees with core capabilities to manage
payroll, benefits, compliance, talent, time, and labor.
2. Kronos Workforce Ready: Kronos is a single cloud-based
platform where employees manage their time with oversite from
HR and managers.
3. iCIMS Talent Platform: iCIMS manages applicant tracking
with the ability to e-sign documents. Operators can create
requisitions and automate job board postings. There is the
ability to move candidates through the hiring process through
this system.
Our team has decided to move forward with the upgrades to the
current system due to the need for more storage space in the old
HRIS. Rapid company expansion and growth further provides a
reason to upgrade. We will be outsourcing this work choosing
one of the vendors that offered us presentations on their
capabilities.
We have chosen this design because it fits our needs as a
rapidly growing company. By combining Kronos, iCIMS, and
ADP Workforce, the three platforms will give us the ability to
manage every employee form senior management to entry level.
It will provide oversite for the candidate’s application process
through onboarding. According to Human Resources Software,
2018, (para 21) some, “key capabilities of the software is
sourcing, recruiting, applicant tracking, personnel tracking,
onboarding, time and attendance, payroll, performance reviews
and learning management.” One key component will allow us to
manage benefits and enrollment.
It’s important to get this right for the betterment of the
company, and it’s current and future employees. Below is an
example of our physical design for the new HRIS showing how
the three systems will flow together providing coverage for
every employee.

Choosing HRIS Vendors
Many HRIS vendors that offer similar services. We will analyze
a few vendors that have made presentations and offers before
selecting one. The three vendors we reviewed are Zenefits,
Kronos, and PDS. An explanation and comparison of the three
are broken down below.
1. Zenefits- is a California based company founded in 2013.
Why people choose Zenefits derived from Zenefits, 2018, (para.
1-2)
· Single online dashboard.
· Automation with the ability to connect all HR, payroll, and
benefits.
· Ability to integrate with current software.
· Paid for by the Health Insurance Carrier (no monthly fees).
2. Kronos- is a Massachusetts based company founded in 1977.
Why people are choosing Kronos derived from Kronos, 2018,
(para. 6).
· Proven, intuitive, and a modular solution offering enterprise
power.
· Single employee record for HR, payroll, timekeeping, and
self-service.
· Ability to interface with current software.
· Supports multi-language to include English, French, Spanish,
and Dutch.
3. Vista- is a Pennsylvania based company founded in 1974.
Why people are choosing PDS derived from PDS, 2018, (para.
4)
· Easy configuration and personalization.
· Integrates easily with systems using an external interfaces
tool.
· Compliance reporting, (EEO, OSHA, HIPAA, Federal/ State
W2,
and FMLA.
· Export data to excel with one click technology
Our selection process drives on current customer satisfaction

and the ability to provide user-friendly software. After careful
consideration, we have chosen to move forward with Kronos.
Kronos has been in the market since 1977, providing HR
solutions to many organizations with great ratings. Utilizing
Kronos will make our HR more convenient, improve recruitment
and job satisfaction, better reporting and visibility, and improve
compliance. (Kronos, 2019, para. 7-10).
Conclusion
Based on our research and information provided by our
change team, we agree that we have chosen the best HRIS for
our organization. By identifying needs and improving on them
will eventually make your organization have more of a
competitive advantage and save money as you move into the
future. Competitive advantage has strategy researchers asking,
“why is Sony, as a new entrant into the market for home video
games dominating the incumbent firm Sega, who helped create
the industry.” (Rothaermel, 2016, pg. 2).
References
Human Resources Software. (2019, February 02). Retrieved
from Software Advice: https://www.softwareadvice.com/hr/
Kavanagh, M. J., & Johnson, R. D. (2018). Human Resoucres
Infomation Systems: Basics, Applications and Future Direction
(4th Ed.). Los Angeles: Sage Publishing.
Kronos. (2019, February 10). Workforce Ready . Retrieved from
HRISPayrollSoftware a division of Lucerna:
https://www.hrispayrollsoftware.com/kronos/
PDS. (2019, February 10). Workforce Ready . Retrieved from
HRISPayrollSoftware a division of
Lucerna: https://www.hrispayrollsoftware.com/pds-
vista/
Rothaermel, F. T. (2016). Competitive Advantage in
Technology Intensive Industries. Retrieved from Georgia Tech
Scheller College of Business:
https://www.scheller.gatech.edu/directory/faculty/rothaermel/pu
bs/RothaermelCompetitiveAdvantageFinal.pdf

Zenefits. (2019, February 10). Workforce Ready . Retrieved
from HRISPayrollSoftware a
division of Lucerna:
https://www.hrispayrollsoftware.com/zenefits

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