If you’re a talent decision maker, you probably have a love / hate relationship with your job. You might feel like you’ve been given the keys to a powerful but very temperamental car. The job is interesting and multi-faceted, but there’s also simply too much work, and something can go wrong at any moment. And so you triage your demands into usual categories: must do now, must do this week, and “get around to it” (which never seems to come). Nevertheless, the car keeps managing to roll forward — until it doesn’t. Why?
Technology implementations have been a fundamental part of business for many years. By now, you would think companies would have figured out how to do them right, every time. Or at least how not to do them wrong. But they haven’t. Why? Is there a way to make sure your technology investment, talent technology in particular, delivers its bang for the buck?
You’re standing in front of the conference room. The people at the table are listening, mostly. Sometimes they glance at their phones or sip at their coffee. You’re here to make a technology recommendation. Get this right, and you’ll have the budget for that long overdue HR technology initiative. Get this “not quite right,” and they’ll thank you for your thoughts and promise to “keep this as an option for further consideration moving forward.”
I worked with a client that hired a new VP of HR (we’ll call her Jane to protect the innocent), who immediately told her team that she needed a dashboard of 20 metrics each month from each HR Business Partner in order to run the business.
If you have children, you have definitely heard this before. Our children don’t have a problem saying no. Unequivocally. Emphatically. And we are very clear on where they stand. Shouldn’t we be as crystal clear with our clients?
Human Capital Management covers a wide array of offerings that are designed to take care of employees. With the variety of items that are contained in HCM, there is no surprise that silos have emerged. These have been built and reinforced as more and more employee-support functions come under one larger umbrella, but continue to operate as separate entities. The question that we are trying to address is how do we tear down these walls and make HCM more synergistic?
From clients embarking on technology implementations, we often hear the expectation of how the implementation will “transform” the organization. Using HR as an example, these expectations may be for HR to enhance its tactical level of service, and/or to enable more effective contributions at a strategic level. However, declaring that an implementation is actually a transformation does not make it so!
I recently worked with a client who couldn’t decide on whether or not to implement a company-wide employee referral program (ERP). Since the businesses couldn’t agree, they didn’t implement anything. Was that the right move?
The bigger the decision, the harder it is to make. That is why companies hire smart people to make smart decisions that affect the organization and its human capital. As Brian Tracy stated, “Decisiveness is a characteristic of high-performing men and women. Almost any decision is better than no decision at all.”
So what goes into making the right decision?
With any software implementation, the success and sustainability of a project is very closely tied to its planning process. To that end, below I share with you 6 key considerations, specific to ATS Technology implementations, before starting your implementation or engaging the vendor.
I can implement that ATS in 30 days! This is about as easy to do as naming a tune in less than 3 notes, yet it is the most common statement I hear when ATS vendors are selling their technology to customers. Is this really possible? It could be, but the results usually leave you far from the expectations set during the ATS sales cycle. Here is what typically occurs: