Implementing HR software solutions requires a mix of strategy, process, technology and people. Interestingly, its often the people factor that goes unchecked. Managing staff expectations, performance, and change can bring variance, diversity, and adversity to the deployment process. In turn, these factors can drive uncertainty in implementation outcomes; can drive both project and personnel changes; and can bring complexity to a HRMS implementation and challenge success. These issues and countless others found in this channel are proof positive that successful HR implementations are anything but simple.
HR Software Implementation Projects
HR software implementations require a mix of art and science to sift through business and technology complexity and craft sensible approaches, backed by proven methodologies, project management, change management and capable resources to collectively align business and technology objectives, mitigate risk and achieve forecasted results.
The larger the scale of the Human Resource Management Software (HRMS) implementation, the more important properly-focused training is to avoid risk and realize intended objectives. For a successful HRMS deployment, a comprehensive training strategy should be aligned to the business outcomes and include bespoke programs designed for individual stakeholder groups.
Proper stakeholder analysis is critical for HRMS implementation success; in large part user adoption is contingent on engagement. One particularly useful strategy for this task is the categorization of employee attitudes and behaviors—crucial factors in any organizational change initiative. Here we examine a helpful approach to successfully engage different stakeholder attitudes—The Energy Investment Model.
Managing change can be a complex process that deals with everything from employee attitudes to process re-engineering. While research has emerged about how effective change management should be conducted, additional elements of change remain largely overlooked. This article focuses on the top 3 most often overlooked change management pitfalls linked with new HR software implementations.
The implementation phase is quite often the most unpredictable stage of any HRMS project thanks to the numerous technical, people, and project issues that can push even a realistic budget skyward. This article is geared towards understanding what can throw a budget off, and what steps you can take to keep to make sure your budget stays on track.
McKinsey research cites a 70% failure rate for organizational changes. For HR software implementations, that "failure" can be caused by a lack of dedicated focus on the human aspects of change management. However, by following this systematic approach organizations can learn to effectively manage this process and gain the benefits of new HR technology.
An HRMS post-implementation review (PIR) examines the objective evidence for HRMS success by considering key stakeholder objectives and calculating both point-in-time metrics and trending. The results deliver meaningful analysis that can be used to determine what additional investments can deliver even bigger payback.
An effective Human Resource Information System (HRIS) will automate routine activities, empower decision makers with better information, implement safeguards for regulatory compliance and contribute to overall cost reductions through better resource allocation. The decision to implement an HRIS is fairly simple, straightforward and smart. However, the process and the achievement of predicted results is more complex. This special report examines the top 5 mistakes that companies encounter with HRIS implementations replete with tested tips to help you avoid these same pitfalls.
