Our strategy was not just to develop HR shared services; it was to transform human resources throughout the entire company, to add more to the business.

- Dwain Stevens, Sr. HR Manager,

Nissan, 3^rd Feb, 2010¹

There are probably 50 different things that we do. The only word I can think of which pulls it together is culture. - Philip Ashmore, Nissan, Personnel Director, 25^th Feb, 2003²

Nissan Motors, one of the top selling automobile manufacturers and the worlds first ever multi-brand conglomerate after its collaboration with Renault, has over 130,000 people working for them worldwide. This global corporation needed standardized HR practices in order to function successfully. The firm was also concerned about the overall employee satisfaction.

Having an HRIS meant a strategic investment to reduce costs across the globe and therefore, in 2010, CEO Carlos Ghosn3 introduced HRIS in Nissan, when Nissan was in troubled waters. His aim was not only to automate the HR services but to transform HR services in the whole organization. He implemented several plans to transform Nissan to take it out of financial disaster; one of the strategies was to have a HRIS. The strategy behind HRIS implementation was standardization of all HR practices throughout the organization around the world. Also he wanted to remove all administrative and transaction type tasks from the HR personnel in all locations around the world.

question

1 You are just appointed as Chief Information Officer (CIO) of NISSAN. After analyzing the history and the success story of your new jointed company, you found that there is room for improvement for HRIS to be more effective and efficient. Choose ONE (1) HR function and layout your case by answering the BIG THREE questions. Please keep your answers not more than FOUR (4) pages in length