Once again, I offer my semi-frequent reminder and pointer for blog readers that I also write a monthly column at Human Resource Executive Online called Inside HR Tech that can be found here.
This month, I continue the topic of 'Success with HR Tech' that we covered first in February with a look at some of the external factors that impact HR Technology projects. In the March column, we pivot to examine a few of the internal issues, challenges, and opportunities that perhaps have even more of an impact and influence on success with HR tech.
These are two of the major themes that we will be focusing on for the next HR Technology Conference - the nature of 'success' with your HR technology initiatives, and we will focus on the key issues, themes, and considerations for HR Tech projects, vendor relationships, and internal program/project best practices that are essential for success, and that will be covered in more detail at the Conference this year.
In the piece, I take a look at some of the issues and considerations that HR leaders should keep in mind as they build a business case for HR tech projects, evaluate potential solution providers, organize and staff project teams, execute their implementations, and finally deal with the important topics of change management and user adoption.
Here's an excerpt from this month's piece in HRE Online:
Last month’s column focused on the “success” theme while looking at the considerations and questions you should ask of prospective HR tech solution providers prior to purchasing any HR technology solution. This time around, we will look at some of the internal factors that are vital to customer success in HR tech.
The organizational elements of success with HR technology will be highlighted this September at the HR Technology Conference and Exposition® in Las Vegas, and the combination of information and best practices on these “outside” (or provider) elements—along with the “inside” (or organizational) elements—will provide HR and HRIT leaders with the foundation for overall HR tech success.
Here are a few of the key internal elements that organizations must address when planning, executing, evaluating and achieving long-term success with HR technology.
Creating the business case
Almost every organization’s HR technology initiatives require internal justification, a budget and executive support, and the means to define and secure these commitments is usually the business case. But for many HR leaders, preparing a technology-centric business case meant to form the basis for HR technology investments is not always easy.
Here are a few of the key questions that the HR technology program business case should answer.
The purpose: What specific business problem needs to be solved?
The importance: What is the negative impact or value of the missed opportunity by not solving this problem?
The benefit: Stated in quantitative terms, what happens to the business if we do solve this problem?
Potential approaches: What are some plausible ways to address the business problem?
Recommendations for action: What are the specific recommendations for next steps? Give special attention to how HR technology will support/drive the business problem’s solution.
Managing the vendor selection
Once the organization’s business case has been approved, perhaps the most interesting and difficult process begins: making a technology and vendor selection. Successful organizations process through and address many of the following considerations when making such selections:
Identify “must-have” business requirements. Recognize the necessary business-critical capabilities—ones that directly impact the business problem your business case defines—so that you can ensure they can be supported by the selected technology solution.
Be honest about “nice-to-have” requirements. Take care to understand the difference between critical system capability and other functionality that some users may love but are not fundamentally important to support business processes and solve business problems. No HR technology solution will meet 100 percent of a company’s requirements. The key is knowing that not all requirements are the same.
Understand the internal factors for success. Who will be the users of this solution? What specifically are their needs? How is their ability and capacity to embrace and adopt new technology? Not all technology solutions are a “fit” with all organizations. Make sure your unique and specific organizational attributes are aligned with the technology provider.
Gather your candidates. There are increasing sources for HR leaders to create lists of potential solution providers for their HR technology evaluations. From traditional research reports, crowd-sourced software review sites, recommendations from peers, to previous experience with specific solutions, there is plenty of market information available. At HR Tech, we will help you understand how to make sense of all this information to help you narrow down the list that gives your program the best chance for success.
Assess the providers. Once the short list of technology providers has been created, HR leaders should approach assessment and evaluation in a thorough and consistent manner. Key considerations in this process include the ability of each provider to meet your prioritized requirements, how each solution matches or fits your organization’s user profiles and culture, how the provider aligns with your goals and vision, and finally, how you assess the provider’s willingness and ability to be a true business partner, not just a technology supplier...
Read the rest at HR Executive online...
If you liked the piece you can sign up over at HRE to get the Inside HR Tech Column emailed to you each month. There is no cost to subscribe, in fact, I may even come over and plant your spring garden, take your dog for a walk, or re-surface your driveway.
Have a great day!
Steve
