The Case for Change at Humber College: The HRMS Innovation Project - Part 1 | Queen's University IRC

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The Case for Change at Humber College: The HRMS Innovation Project - Part 1

Kathy Cowan Sahadath, Humber College, Althea L. Gordon, Humber College
Publication date: November, 2014
Humber College

Organizational change is a constant challenge today and plays a significant role for organizational leadership in institutions of higher education. On a daily basis organizations are challenged to improve their business performance, and take on new and exciting projects, often as a result of a change in strategy or to increase business effectiveness.  

Over the past two years Humber College has undergone significant change towards being strategically positioned as the leader in Polytechnic education in Ontario.  In September 2013 Humber launched a revitalized brand to support student success. 

In supporting Humber’s value of innovation, Human Resources Services over the next year and a half, will undertake a transformational change initiative to our HR systems most notably with the design and implementation of a new Human Resources Management System (HRMS) technology business platform for managing our HR processes.

This paper represents the first in a series of papers that will follow this case study throughout its project lifecycle and describe the College’s journey in implementing a major change initiative.