Have you ever struggled to get engagement and buy in for your HR technology? Have you ever found it difficult to align your road map with the needs of your business?

Here are 10 quick tips and tricks to help you strategically leverage your HR technology, win support and achieve maximum value from your investment.

1. Commercial focus

No matter how inspiring your vision is for digital HR transformation, business leaders will always demand commercial focus; by demonstrating how your solution will reduce operational costs, increase productivity and enhance the overall experience, you gain a much higher chance of winning executive support.

2. Strive for maximum return on investment (ROI) from current solutions but recognise where additional investment is needed

Getting maximum ROI from your technology initiatives means constantly seeking ways to get more value from what has been implemented – think about how you can add value to the business by utilising or enhancing the current system; for example, it may be that the system has capability to show business metrics to senior managers at the touch of a button, which will help them make more informed decisions or it could be, that you can streamline performance management processes through the system, thus reducing manual administration and enhancing the quality and consistency of the information captured. There will always be ways to squeeze more value from the tools you already have, so be sure to look at what these are. However, in some cases, it may be necessary to accept when the current systems lack capability or scalability and in this case, additional investment in more appropriate technology may be necessary.

3. Demonstrate alignment with business goals and develop solutions to legitimate challenges

Something once said to me was “if you’re doing something that doesn’t relate to the company objectives, then you probably shouldn’t be doing it – or at the very least, it should be challenged.” Another phrase I’ve often heard is “the tail wagging the dog” or “system driving process.” These scenarios are rarely synonymous with a successful business application. After all, how can you expect to achieve maximum value for the business, if you are taking a different direction to everyone else? When planning HR technology initiatives, make sure they are aligned to the direction of the business.

4. Look holistically across the business and view HR technology as a business enabler rather than a ‘HR tool’

What happens if you try to build a house without putting in the foundations? What may happen to that house over time, if weak foundations are built to begin with?

The key to a successful road map is to first and foremost consider HR technology to be the enabler and a foundation that supports the business strategy. Once good foundations are in place, you can build up from there.

5. Look at opportunities to enhance the “people experience”

In a world that is becoming rapidly more digitised, it is important not to lose the “human touch” and in fact, I would also suggest it creates huge opportunities to set yourself apart when you show that you can effectively use technology to truly enhance the “people experience.” How can you make people’s lives easier each day, take away the pain of tedious processes, make information available on demand, encourage a positive, proactive and highly engaged workforce?

HR technology is creating new opportunities to provide a better people experience each day. A good place to start is to simplify, streamline and consolidate – having few systems or seamless integration between applications immediately takes a big headache away from people’s working lives. That’s just the start, the possibilities beyond this are endless but get the basics right to begin with.

6. Focus on delivering quick wins and solutions for high profile business challenges

When thinking about enhancing the people experience, there will be things that require more resources or investment and will take time to implement effectively. Likewise, there will be other enhancements that are much easier to implement or which are exceptionally “high profile” within the business. These are areas of opportunity for you to respond to the needs of the business and provide a helping hand – don’t delay, often the small things can make the biggest improvement to people’s working day.

7. Liaise with stakeholders, evaluate opportunities for alignment and socialise strategic thinking to win their support

Sharing a vision builds confidence, interest and support. It is also important to canvas views from different stakeholders – not just within HR but from other key functions too. In my experience, those organisations that have the following aspects, are more likely to achieve success with their HR technology solution:

  • A clear HR strategy
  • A harmonious relationship between HR, IT and Finance
  • Developed and executed a plan to deliver support for the wider business, rather than just focusing on HR priorities.

It’s common to have a disconnect or even divide between corporate functions but in my view, the greater disconnect, the greater the challenge and resistance to win support for new initiatives. By engaging key stakeholders and considering their views and insights as part of the planning process, it will be easier to get them on-board with the overall vision.

8. Keep feature releases, system updates or business-as-usual activities in sight and consider the impact upon your roadmap 

Whilst strictly not road map items, it is useful for planning purposes to have clear visibility of system updates or significant business-as-usual tasks. You may wish to avoid implementing additional solutions during these times to reduce the risks around business change, resource challenges, data integrity and operational constraints.

9. Consider resources, training, tools and third party support as part of the plan

Aside from a stakeholder engagement tool, another distinct advantage of taking the time to prepare a clear and concise road map is that it can be used for operational planning. Not surprisingly, the organisations that I have seen with a strong road map seem far more organised when it comes to operational planning, than those who have no road map or a sketchy idea of one.

Being able to predict the level of resources or skills required ahead of time will avoid a last minute panic and if the road map is prepared at the right time, will ensure that appropriate budgets are set correctly from the beginning.

10. Plan for change

No business stands still and neither should a road map. Whilst some businesses will change and evolve quicker than others, a road map must be a dynamic document and should be able to reflect the agility and responsiveness of the business as it continues to grow. Remember that a road map is a plan of how to get to a destination – if road blocks and diversions come into play, then re-route accordingly. However, the key point is that the destination does not change.

In Summary

Every business is different but no business stands still and there are certain factors that will apply, regardless of the business. The principles discussed in this article are relevant to all businesses who have established HR technology or are planning to do so in the future.

Can you resonate with any of these points and what experiences do you have within your own digital HR journey?


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