4.I s it advisable for Coinmen to implement an HRIS along with a KMS? What options are available to Coinmen with respect to implementing an HRIS? Reference Case- Coinmen Consultants LLP: - Adopting a Technology-Based Learning Culture. Coinmen Consultants LLP: Adopting a Technology-Based Learning Culture Case Study Solution & Analysis. In 2016, the three co-founders of Coinmen Consultants LLP (Coinmen), an independent business advisory and chartered accountancy firm in New Delhi, faced a dilemma with respect to the knowledge management process at their firm. Due to the firms rapid growth, a change was certainly necessary, but the partners held some reservations about adopting a technological process for knowledge-sharing in their company. Would the implementation of a knowledge management system have a negative impact on the learning culture of Coinmen by providing the employees with ready-made solutions? Would it make employees dependent on technology, thus compromising their personal development? How could Coinmen ensure that the new technology would be used in combination with-not instead of- employee expertise? And finally, after a knowledge management system was introduced, should Coinmen also consider implementing a human resources information system and talent analytics? I was a little confused by the question, so I submitted the following to the professor and received the following reply: My Email to Professor: I am working today on the question four for the Coinmen paper and I am not sure if I am addressing the question properly. The question asks, Is it advisable for Coinmen to implement an HRIS along with a KMS? What options are available to Coinmen with respect to implement an HRIS? I am fine with the first question, but the second question about the options, is unclear. I have written and re-written this section several times, each time changing my mind about what the question means. I feel like what I have below is too much, but I would like your opinion if you would be so kind. Considering Coinmens annual growth of 25 percent and increasing number of new employees each year, the implementation of a Human Resources Information System (HRIS) software package with their KMS is advisable. With a customized solution, companies can decide which elements of a typical HRIS they want, but the following standard HRIS components have benefits that would be of benefit to Coinmen. Workforce Analytics Allows Coinmen to analyze their current workforce, make better hiring decisions in the future, become more transparent Policies and Procedures Company documents such as employee handbooks should be published on the site as well as disaster recovery plans/contingency plans. Personnel Management Database of employee records including compensation history, performance reviews, disciplinary actions, job title/grade, reporting structure, succession plan, emergency contact, address, etc. Time and Absence Management System Employee self-service time sheet to enter hours worked or time off. This system works in conjunction with Payroll System. Payroll System Interfaces with the Time and Absence Management System and Personnel Management to generate paycheck/payroll deposits. Benefits Allows employees to perform their annual selections for medical, dental, and vision insurance. Employee Self-Service Allows employees to edit personal information, as permitted. Recruitment Allows applicants to view and apply for open position at the company; Reporting Allows reports to be pulled from each of the above components and cross-referenced with other components. Professors Reply: When answering this question think about the nature of Coinmen. Are there constraints that limit their decision? The focus for the second part of the question should be the source of the HRIS. Should they create custom software, use SaaS, etc. Additional Information from the Case: According to the case, they are looking for an effective integration of a KMS and an HRIS that would be able to create a community of practice effect which would enable employees to retrieve knowledge and also contribute to the KMS repository. Tis feature might lead to employee appraise based based on the value that each individual added to the KMS within the company. Moreover, this combination might allow Coinmen to move from reposity management to expeeert management through a skill-mappling process. Expert management would make it easy to identify the exact talkent or skills of an individual employee, which would in turn facilitate the process of mathing the right employee to new and challenging projects. Given the challenges and limited features of an off the shelf KMS, Goel began to contemplate the decision of procuring a sophisticated KMS that would be developed uniquely for Coinmen; however, the additional cost burden of this software and the implications of this technology on the current organizational culture caused him to hesitate about the decision. Coinmens challenges had grown exponentially along with its business comma and Joel could see that unless he made some changes these difficulties would remain a challenge for the foreseeable future. Implementing a KMS was becoming necessary in order to effectively manage the company's knowledge and to successfully deliver projects to clients. Goel anticipated the approximate cause of developing the sophisticated software for Coinmen would be around $25,000 and there was no shortage of funds at this point to put this plan into action.