Choosing and Implementing The Right Solution

A full scale HCM technology needs to be interwoven into how an organisation operates.

“Many organisations feel like they’ve run a marathon to select and purchase HR software, and then the senior executives lose momentum. I say to them, ‘You’re spending way too much time evaluating software and way too little time making sure that the software is utilised correctly to deliver on what your people really want and need” says Charles DeWitt, UKG’s managing director of ANZSEA.

There is an old phrase that describes what happens if you don’t commit to making the technology work: “paving the cow path”. To help explain what this means, you have to know the legend behind the phrase. Before it was a metropolis, Boston’s city fathers made a decision on new roads and, instead of laying out a sensible grid, they just paved the paths cows used to meander. The result being that today the city is notoriously hard to navigate – people are forced to follow routes that bovines happened to choose three hundred years ago.

In the digital era, “paving the cow path” is when you automate something without enough preparation or even asking whether it’s the right move. When thinking about HCM technology, consider these three lessons that apply to both selecting and implementing a solution:

  • Don’t just assume you should replicate your manual processes. Instead, take the opportunity to reimagine what will work best, both now and in the future.
  • Formulate a vision then a strategy. Keep employees’ needs at the centre of this vision.
  • Don’t put everything on the “city fathers” – your leaders – a wide range of stakeholders should be consulted and have ownership over the transformation, including the employees themselves

The Four Pillars of Successful Implementation

UKG offers the below four pillars as foundational for a successful implementation of a new HCM solution:

  • Strong and responsive executive sponsorship. This doesn’t have to be a huge time commitment, but your leaders must have a stake and make themselves available to make command decisions.
  • A dedicated project team. You need to have people where 80-90% of their job is dedicated to digital transformation. For smaller companies this might be a single person, but you must have someone.
  • Keep it simple. Think of the one to five functions you truly need, make them work first and focus on everything else once they are right. You can add complexity and further functionality later, after you’ve got a solid foundation. Think about the “why” and “how” from the very beginning.
  • Manage the change, tell the story. Your dedicated project team should not only be consulting a wide range of stakeholders at the beginning, they should be selling people on the change every step of the way. Let them know how it’s going to make their life easier. A coordinated change management strategy will simplify user adoption when the system is live.

By executing on these lessons and tips, you are equipped to put your people first and help your company excel with the right people solution that is “one touch” for your employees, “one solution” for your business, and “one record” for your data.

Choosing and implementing the right technology marks the first stride on your organisation’s transformational journey. Your next leap forward needs an effective change management strategy, the right partner, and ongoing support.

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