BOS Company: Company Analysis

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Company History

  • Founded in 2004.
  • Closed Loop Drilling and Solids Control.
  • Rapidly expanding industry due to regulation.
  • From 2011 to 2014 – 150 to 750 employees.

Technology History and Current Technology

  • Prior to 2012 – paper, paper, paper.
  • No applicant Tracking.
  • 2012 – Purchase of Ceridian Software.
  • No customization of products.
  • Poor integration leads to lost data.
  • No custom reporting – more lost data.


BOS assumes that since the current system has been anything but helpful in delivering efficient HR services, a better system would ultimately gain the support of the members of the company. The company assumes that the new system will effectively optimize the human resource processes within the company by enabling faster entry and retrieval of data. It is also expected that the new system will not pose additional challenges to the company during the implementation process. BOS presumes that the system will not only enable the HRM to manage employee payroll systems more efficiently, but it will also solve the recurrent issues with handling applicant’s information. Changes in knowledge are expected with the new system, and this will emanate from its presumed ease in handling and effectiveness in securing employees’ data. The company also assumes that the entire human asset base in the company will adopt the new system and take part in ensuring it helps BOS attain its projected growth.

The returns on investment (ROI) for the new system are expected to foster growth for the company. One of the expected returns on investment is the development of an efficient data handling system. The current hiring system is inefficient with relations to the collection of the applicant’s data. The HRM of the company collects very little information about the applicants, and this could lead to the acquisition of unskilled workers. The new system is expected to have the capabilities of collecting more information about the applicants, and it should also allow the HRM to update these data. Time saving is an essential goal of the HR department within the organization, and the new system is expected to enhance efficiency in data entry. The current system takes up 120 hours annually for data entry, and this translates to $12,000 per annum because the senior HR personnel earn $100 per hour. If the new system is efficient enough, it will facilitate a single entry of employee data; thus, eliminating the need for the company to invest in 120 hours annually for data entry. The system will be automated and easily accessible to the employees; hence, they can be in charge of updating their personal data in the system. The system will also be instrumental in developing company reports about the capabilities and performance of the human assets.

Will also be instrumental in developing company reports about the capabilities and performance of the human assets.


When we look at the risks of implementing a new system in the HR department, we have to categorize them into high risks, moderate risks, and Low risks. Drastic changes in the information technology used in companies attract the risk of eroding the motivation of the employees. One of the higher risks that are expected to haunt BOS for installing the new system is employee turnover. It is likely that most of the experienced employees in the company will not approve of the new system because it will force them to change their working terms. The employees will also have to provide personal information, which may render them unqualified for their respective positions in the company. This aspect falls under high risk because if indeed it occurs, the company might lose some of the most productive and strategic human assets. Second, the company faces a high risk of having the senior executives failing to support the new system. In case the senior executives fail to support BOS’s new system, its implementation process will be crippled because the change management process will not run effectively. The company needs the support of the senior executives to develop the required training and development programs, as well as the erection of the relevant change management mechanisms. Third, the company faces a high risk of slow implementation of the system. BOS requires the fastest possible implementation of the new system to maintain its production capability and competencies, but this will be a function of the ability of the HRM to compel the employees to adopt the new system.

One of the moderate risks that the company faces with the proposed changes is low employee skill levels. When we look at BOS, the HRM is not acquainted with the skill levels of its entire human asset base. The new system might reveal that the majority of the members of staff are not adequately skilled in their respective fields. The employees may also not have the skills to use the new system, and they will need training and development programs. This issue brings us to the second moderate risk for the company, which entails the cost of financing training and development programs. Depending on the skill levels of the respective employees, BOS may incur high financial liabilities with the new system. The company also faces a low risk of having inadequate training for the employees. At the moment, it is not possible to predict the training requirements of the employees, but it is likely that some of the human resources might require intense training on the use of the new system. It is important for the management of the company to be actively engaged in the forecasting of possible organizational risks at every step of the implementation process of the proposed changes.

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