One major factor towards implementation is often associated with Cost. As HR professional, we must be able to justify the investment by illustrating the extent of positive business impact that such investment can bring to the business and how it helps in the achievement of the strategic business outcome. This will raise HR’s credibility and convince our business leaders on the viability of our recommended HR initiatives.
While there is continuing interest in Enterprise systems, only 40% of organizations have a major system strategy initiative. HR Technology has become a mid-market differentiator as those small-medium businesses (SMB) that have leveraged on Technology has reported greater revenue per employee with higher business outcomes. In large organizations, the goal is often to transform the existing technology platform to one with a modern architecture that supports new user experiences, mobile access, and full-data analytics capabilities.
HR professionals will likely be viewed as a strategic partner if they are able to identify and recommend appropriate technology initiative[s] that effectively and efficiently support the future growth of the business. Without stacking the technology initiative onto the enterprise strategy, organizations may see a reduction of the overall number of employees they can serve per HR resource. This means that as headcount number grows, the overarching need to expand HR resources grows without the adoption of technology.
In trying to achieve a higher level of talent and business services, HR professionals need to be mindful of and be able to embrace their enterprise’s true culture. Regardless of whether the gathering of cultural mapping comes from data or talent approaches, we need to provide predictive insights on our unique approaches to the HR systems.
New technology implementation will impact staff in numerous ways, from building employees‘ skills to changes in the way things must be done which affects roles, accountability, and responsibilities. For change to be successful, all employees must understand the changes that will, directly and indirectly, affect their job duties and responsibilities. Keeping the lines of communication open is perhaps the most important during the implementation process.
On the soft side, HR professionals must ensure that trust and transparency, which are the social contract being assumed by existing employees, are kept vigilant always. The key is that technology and processes play a major role in helping organizations navigate these new social responsibilities expectations.
Organizations must be able to clearly define their expected outcomes, criteria and approaches to evaluate and select new HR systems, how the new system should be implemented, whether software maintenance and upgrade are provided post-acquisition, the product vision, and software upgrade roadmap. These are especially important as we are in a disruptive digital revolution age.
The new conversation in the technological front is all about enterprise cloud, looking beyond features and functions, Cloud technology has become more imperative in enterprises IT solutions. Some critical considerations include user experience, roadmap strategy and tailoring relationships within the organization.
The reality of next generational technology is being designed to inform our decisions as HR professionals and to help us simplify our activities; it’s meant to continue being invisible and ubiquitous in our lives.
The rise of machine learning, cognitive computing, and sentiment analysis will become strategically intertwined with our system strategies.