How to Implement HR Technology Solutions Successfully

Posted by Mathew French

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22 July 2014

The prospect of implementing a new technology solution can be both a daunting and exciting prospect for an HR Professional. Technology promises the golden ticket to efficiency and effectiveness, yet how many times have you invested time and money in technology only to have the opposite experience? Let’s look at some of the key drivers behind the adoption of HR technology solutions, and what’s needed in order to ensure that implementation and subsequent user experience have the most positive and beneficial impact possible. After all, the point of adopting HR tech solutions is to make the lives of all individuals who need to use the software better, happier and more productive.

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Different organisations may have different needs and reasons for choosing a specific solution, or suite of solutions, but ultimately, everyone who decides to adopt HR technology wants it to be a success. Here's how to drive success if and when you do decide to go down what promises to be the yellow brick road of HR efficiency and effectiveness. Avoiding the pitfalls that come with change are the key to success. 

A Roadmap is Essential

Having a roadmap, with clearly defined phases and deliverables, helps everyone involved in the process get clear about what is needed throughout its entire lifecycle. Below is an outline of the essential steps that need to be considered, planned for and achieved in order to effectively and efficiently implement an HR technology solution in your organisation. This roadmap can then be used as the basis for managing change effectively as it will help you crystallise the value proposition behind your choice to implement an HR technology solution in the first place.

Research Phase

During the research phase it is important to:

  • Understand the current HR technology solution landscape.

  • Explore the wide range of solutions available.

  • Define your needs, priorities and pain points and ascertain how the available technology can solve your problems.

Selection Phase

During the selection phase it is important to:

  • Confirm exactly which HR technology solutions are the best fit for your unique needs by matching solution capabilities to business and user requirements. You can use this information to generate 'buy in' from internal stakeholders and end-users.

  • Based on the results of this assessment, create a shortlist.

  • Confirm potential return on investment by creating a business case.

  • Test available solutions - user experience is key.

Mapping Phase

During the mapping phase it is important to:

  • Decide when and how to implement the HR technology solution and who will lead this process.

  • Create a plan and choose a project team.

  • Develop communications, training and feedback programs so that all users are aware of, engaged in and can contribute to the process.

Execution Phase

During the execution phase it is important to:

  • Ensure that the solutions are properly tested prior to release.

  • Deliver your selected HR technology solutions to the wider user base as efficiently as possible, the more you plan in advance of release, the better the results will be.

  • Offer comprehensive training to all users.

  • Give users the opportunity to offer feedback and be a part of the improvement process.

Improvement Phase

During the improvement phase it is important to:

  • Support and maintain your new technology solutions efficiently and effectively - the job doesn't end once the system is up and running.

  • Enhance the likelihood of successful uptake and continued use by engaging personally with individuals who have issues, suggestions and requests .

How to Effectively Manage Change

Many of us are aware that the research and selection process are perhaps the most critical phases in HR technology software adoption. However, often the effort and energy that is given to managing the change and disruption produced by implementation falls below par. Even when the change and disruption from implementing a fancy new solution results in benefits for all concerned, if the change process is not managed well, the results can be much more negative than anticipated.

The Bersin by Deloitte report on Deploying HCM Technologies - Making Change Work states the following, based on their research:

“How a company prepares for change matters. That a company prepares for change matters even more. Any technology change (whether a corporatewide ERP implementation or a significant upgrade to an HR application) will affect those who need to “touch” the software, even if it is only once in a while.”

Their report indicates some critical factors to consider that will ensure that your selection, implemention and adoption efforts are enjoyed by all users.

Key Areas to Address When Planning for Change Related to HR Technology

  • Identify organisational enablers and the roadblocks to change and success.

  • Create avenues for stakeholders to provide feedback and to have a voice in decision-making, including the expression of their fears or perceived challenges.

  • Maintain a focus on the change process itself, as well as the technology.

  • Manage expectations through clear communication of the likely impact on end-users.

  • Generate a broad-based consensus regarding the impetus for change - include representatives from all areas touched by the change and obtain buy in that the change is necessary.

  • Create a roadmap for delivery of information to all individuals effected by the implementation process. The key to getting this right is to do it at the right time, in the right way, via the most impactful channels of communication for each group or individual.

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Lack of Focus on HR Technology Related Change Can Result in a Lack of Success

It is interesting to note that the Bersin research indicates that a lack of focus on effectively managing change, results in decreased success, particularly in the following areas:

  • The ability to define and deliver on a strategic plan to backfill staff.

  • Clear communication of the project’s requirements with team members and explanation of how these requirements relate to critical success factors.

  • Engaging end-users for valuable feedback throughout the planning, decision-making and implementation processes.

  • Ensuring middle management or direct supervisor support.

  • Creating escalation and resolution procedures for internal conflicts (especially resource issues and 'office politics') so as to avoid delays.

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Credit: The images used in this blog is taken from the Bersin by Deloitte Deploying HCM Technologies - Making Change Work paper on the Bersin website.

Topics: Managing Change, Successful HR Software Implementation, HR Software Solution Implementation

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