Monitoring and testing for security procedures
Question 1
To ensure efficiency in the payroll system, the following management procedures are followed:
- Post-training observation evaluation of the check forms(number/type of users) (Thite, 2014).
- Frequency of requests evaluation.
- Distribute, collect and analyze questionnaires filled by users.
- Interview the users.
- Analyze tests on Quality assurance.
- Conduct Audit on Payroll schemes.
- Create an action plan on correction.
- Software checking.
- Decision making systems.
- Expertise schemes.
Monitoring and testing for security should involve the following procedures:
- Problem identification.
- Test security data, duties and authorization level(Wikler, 2012).
- Update passwords.
- Update antivirus programs.
- Performance backups.
- Ensure compliance with privacy policies(Obeidat, 2014).
The Data and reports are accurate, valid and on time.
Question 2
|
Memorandum To: All Employees (Retail City Group) Correction plan after implementation The team tasked with implementation identified unrecognized travelling allowances transactions. Since functionality was not part of the payroll schemes then Fringe tax could be encountered (Kinyeki, 2015). The correction plan for the implementation activities has been attached. Look at file no. 5. Processing of transactions (Raw no.7 Column B) i) Monitor day to day transactions in the management. ii) Delegate specific payroll scheme to finance systems. iii) Adjust travel transactions, petty cashes and miscellaneous activities. iv) Monitor old systems and integrate to the new one. Communications about transactions (Raw no. 7 Column D) i) Alarming recognition problems. ii) Record, categorize, prioritize and assign problems. iii) Report implementations hiccups to key stakeholders (Vassolo, 2014). Feedback questions and problem resolutions are always welcomed |
Question 3
- Report calendar creation
- Daily update of the functions/ approvers/ owners and the completion date(Dirani, 2012).
- Report calendar configuration to a red flag.
- Information system management.
- Reviewing performance reports.
- Budget
- Transaction reports.
- Key performance indicators report(Wikler, 2012).
- Monitoring data.
- Batch processing.
- Evaluate transactions.
Question 4
- Establishing communication hierarchy
- Establishing team/staff communication i.e. high confidence and organized problem identification(Obeidat, 2014).
- Establishing contact with administrators and setting up protocols of communication.
- Publishing and communication of implementation policies.
- Collaborate with other organizations using the new system.
- Assign supplementary resources.
- Draft a training plan.
- Establish IT help desk.
- Establish Intelligence groups.
- Set notification for windows.
- Establish trouble ticket scheme to increase productivity(Kinyeki, 2015).
- Ensure automatic response is given.
Question 5
Step one: Reviewing performance, describe meetings, have discussions.
– Describe the responsibilities of the different people in the meetings.
– Distribute indicator forms of skills, knowledge and abilities of the users (H.Indico, 2016).
– Review changes in the job positions after new system introduction.
-Obtain feedbacks from employees on the current job position.
-Provide own feedbacks after observing employees. What are some of the changes? What responsibilities need improvement?
– Obtain information about qualifications, training and tasks.
Step three: Knowledge gap analysis.
-Determine if gaps exist in the skills of employees.
-Determine if there is need to revise some of the information stated.
-Ask employees the areas that need evaluation.
-Determine some of the tasks that may have been omitted (Vassolo, 2014).
-Select skills needed, fill Training analysis forms and set up copies of development and training plans.
-Confirm with the Human resource manager if Training need to be evaluated.
-Do ROI analysis.
-Determine best methods to close the knowledge gaps.
-Some of the internal alternatives include:
- Coaching one-on-one
- Self-directed learning
- Short training programs
- Mentorship
- Playmate system
-Adapt training solutions with the Human Resource manager.
-Implement the strategies.
Development/ Training plan
Step five: Performance evaluation after training.
-Conduct a practical assessment on the jobs.
-Decide if responsibilities can be completed.
-conduct reviews on performance.
-Ask employees evaluate own performance (Mandera, 2009).
-Evaluate performance gaps.
-Complete evaluation forms about training.
|
Theme |
Learning Outcome |
Resources needed |
|
Start new payroll schemes |
Know how to integrate new system into the old one. See demonstrations of other systems. |
Handbooks, demos, video demos, manuals. |
|
Creating a new profile for customers |
Create new profiles |
Simulations, review manuals, user manuals, demos. |
|
Save new data |
Know how to save information |
Handbooks, demos, video demos, manuals (H.Indico, 2016). |
|
Recover historical information |
Know how to retrieve erased or lost data. |
Simulations, review manuals, user manuals, demos. |
|
Stages |
Training information |
Technique |
Coach |
Locality |
Starting and end dates |
|
Top Level Scheme |
Technical team training |
-Coaching -Skills assessment -Online -Incorporate training. |
Vendor |
Vendor offices |
22nd Feb to 26th Feb |
|
Detail Scheme |
Project group training |
-Skills assessment -Online -Incorporate training. . |
-Vendor -IT experts |
-In-house – Onsite -Vendor headquarters |
15th Mar to 20th Mar |
|
Implementation of system |
Employee training |
-Mentorship at the offices – Training during job sessions -PD sessions |
-Project group -IT experts |
-In-house -Onsite |
15th May to 25th May |
|
Maintenance and support |
CPD for all employees.( new and Old) |
-Mentorship at the offices – Training during job sessions -PD sessions |
Project group |
-In-house -onsite |
15th June to 30th June |
|
Q&A Training, Help lines training. |
IT and Project Managers help lines / Vendor help desk/ Professional community |
Project team/IT |
-In-house -onsite |
17th Mar up to now. |
|
Training actions |
Theme |
Techniques |
Resources needed |
Time frame |
|
Induction |
-Introduction and training employees to policies, duties and procedures. -Technology awareness -Fill questionnaires on styles of learning. -Introduce payroll schemes. -Fill evaluation forms |
-introduction -Job demos -Mentoring. |
Handbooks, demos, video demos, manuals. |
To be completed after two days |
|
Role |
-Training during working hours. -Integration of new systems. -Guide as per the objectives of the company. -Payroll schemes training. -Starting programs. -Create profiles -Save data. -Recover historical information. |
-Self study -IT help desk -Mentorship |
Handbooks, demos, video demos, manuals. |
To be completed after one month |
|
Review of performance in the first month |
-Complete training practical tests. -Fill assessment form |
Practical tests and assessments (Dirani, 2012). Interview on gaps |
Job instructions, manuals, SOPs policies. |
Two days after one year. |
|
Professional enhancement |
-Fill evaluation forms -Conduct gap evaluations. -Finish training form. -Accomplish PD as per the assessments |
Contact with Human Resource manager on training needs. Go on with the playmate system for another one year (Thite, 2014). |
Job instructions, manuals, SOPs policies, videos, blog forum, project team help line. |
Completed after the first year |
|
Knowledge or practical assessments |
Perform knowledge tests Fill forms on knowledge and skills gaps |
Assessing the mentors and line managers. |
Job instructions, manuals, SOPs policies, videos, blog forum, project team help line (Kinyeki, 2015). |
After every three months up to end of first year. |
|
Reviewing performance in the twelfth month |
Fill forms on training tests Complete assessment forms |
Practical tests and assessments. Interview discussion of training gaps |
Job instructions, manuals, SOPs policies |
To be done in two days after one year the job has just been done. |
|
Training initiatives |
Fill training forms Perform post training tests Fill evaluation forms for training |
Professional training. Mentorship As per the plan of implementation |
As per the plan of implementation |
As per the plan of implementation |
References
Dirani, K. M. (2012). Professional training as a strategy for staff development: A study in training transfer in the Lebanese context. European Journal of Training and Development, 160-165.
H.Indico, M. (2016). Development of Employee Attendance and Payroll System using Fingerprint Biometrics. Journal of Computer Science and Software Development, 4-10.
Kinyeki, C. (2015). Adoption and Implementation of Integrated Personnel and Payroll Database in Kenya Government Ministries. Nairobi: University of Nairobi.
Mandera, N. R. (2009). The Effectiveness of the Induction and Orientation Programme in the Nkangala Health District of Mpumalanga Province. South Africa: University of Kwazulu.
Obeidat, R. (. (2014). The Implementation Process of Training Programs in Jordan: The Role of Information Systems. European Journal of Scientific Research, 6-10.
Thite, M. S. (2014). Where is my pay? Critical success factors of a payroll system – a system life cycle approach. Australasian Journal of Information Systems, 152-162.
Vassolo, A. C. (2014). Induced variation in administrative systems: Experimenting with contexts for innovation. Management Research: The Journal of the Iberoamerican Academy of Management, 123-151.
Wikler, D. C. (2012). Reducing Administrative Costs and Improving the Health Care System. The New England Journal of Medicine, 4-7.
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