The decision’s been made – you’re implementing an HR system. And the HR Director just made you Project Lead. You’re excited. It’s more responsibility but a massive case of impostor syndrome! You’ve not done this before. And you don’t know where to start.
A quick Google search and you can find the technical steps for implementing a new system. But at Zensai, we’re all about focusing on humans, not resources. So, here’s some advice on who to involve and how to bring them with you.
Think of it like the seven steps of an employee life cycle:
- Attraction – defining requirements for the HR system
- Recruitment – shortlisting vendors and assessing their skills
- Onboarding – investing time upfront for successful implementation
- Development – identifying key users for testing and feedback
- Retention – bringing everyone else with you
- Separation – transferring ownership from HR to the business
- Advocacy – post-implementation integrity of the HR system
Step 1: Attraction: Defining requirements when implementing an HR system
All good HR Managers know before you recruit, you need a job spec. The same is true for systems. Work out your stakeholders; get them involved. In addition to HR, you’ll need:
- I.T. Obviously. For technical and security input.
- Other systems owners. Do your systems link? Check what reports, updates or direct integration they need. Also, learn from their implementation journey. Ask for their top tips.
- Business managers. Pick one or two. Involve those with the largest teams or the biggest mix of remote and office workers. Understand what will make this system work for them.
A successful implementation starts with great requirements. Be clear. Concise. Potential software suppliers will thank you.
Step 2: Recruitment: Shortlist vendors – the interview panel
Initial research and demos are the equivalent of screening for systems. Try on-demand demos or free trials, so you can see the software before you speak to a sales person. Some won’t be the right fit, others the right budget. But once you’ve got a shortlist, create your score sheet and assemble your panel:
- You – you created the requirements. You need to be in the meeting
- HR Director – their budget, their call. They’re looking for a vendor who can deliver
- I.T. – someone who can ask technical questions and translate the answers for everyone else
- A business manager – not top level. A key user. Someone whose life will be immediately impacted when the chosen system goes live
During the session, think system and people. Does the supplier really get your organisation? If you love the tech, but hate the sales team, arrange a call with the HR system implementing team instead. That’s who you’ll actually work with.
Step 3: Onboarding: Invest time upfront to successfully implement an HR system
This is all about good foundations. You know managers moan they don’t have time to train new people? Well, now it’s you moaning – about inputting data and running reports. But getting the data right is critical. You literally can’t implement your human resources system without it.
As Project Lead, you’re the link between supplier and business. So, book time out and get it done.
You’ll also need to:
- Respond to vendor queries
- Liaise with internal contacts e.g. I.T.
- Keep track of the timeline
- Escalate issues, internally or externally
Step 4: Development: Identify key users for testing (not just the positive ones)
You may be tempted to just pick advocates when you’re implementing a new human resources system. To find the supporters. They get it and want to make it work. And you certainly need them. But just using enthusiastic testers won’t create a great implementation. You’ll also need:
- The “reluctants”: they get the principle, but don’t like tech. You can convince them, but only if it’s easy. Address their questions and challenges now to win them over. And fix their issues and they’ll have nothing to complain about
- The “why bothers”: they’re the biggest opponents when you’re implementing a new human resources system. They’ll have different challenges and ask different questions. Don’t pick them all. But select some who are hard to persuade. Tackle their objections and get their buy-in. It creates a more successful HR system implementation overall.
Step 5: Retention: Bring everyone along
You’ve got the right system, and you’ve tested that it works. Therefore, now it’s time to communicate this to everyone. To that end, plan your roll-out—perhaps consider doing it in stages for a smoother transition.
Regardless of your approach, effective training is key. For instance, provide easy-to-use manuals, clear FAQs (Frequently Asked Questions), and a calendar of training webinars for both managers and employees. Additionally, don’t hesitate to ask your supplier for help in creating outstanding training materials. Be sure to check for any best practice guides they may be able to share as well.
Furthermore, remember that the success of implementing any human resources system isn’t solely about getting everything 100% right the first time. Instead, focus on providing great support as people adjust to the new system—that’s what will truly make the difference.
Top tip: Set up a dedicated inbox for all HR systems queries. Employees will inevitably have questions and may notice errors. Consequently, a central inbox makes these inquiries easier to manage, and it also highlights repeated questions that can be added to the FAQs.
Step 6: Separation: Transferring ownership into the business
Congratulations! You did it—you’ve successfully rolled out your first HR system. While we know it was tough, you truly did a great job.
Now, it’s time to step away. With training in place and FAQs readily available, you can confidently hand over the reins to managers and employees for their day-to-day operations.
Moreover, most HR systems are designed to be self-managed to some extent. In particular, Performance review systems should be led by the business itself. Additionally, HR Information Systems (HRIS) empower employees to update their personal details, such as home addresses and emergency contacts. Although there will still be questions, many excellent vendors offer extensive support sites. Therefore, be sure to use these resources to troubleshoot any issues that may arise.
Step 7: Advocacy: maintaining integrity after successfully implementing an HR system
As Project Lead, you have responsibility to implementation and beyond! Maintain the integrity of the HR system. Check it’s being used in the way it’s intended.
With Zensai, HR project leads and designated administrators have access to some really powerful performance and OKR reports, sentiment insights and employee engagement reports and analytics.
It’s important to key track of these because some managers will revert to old habits. You need to remind them to feed back to their teams and recognize great contributions. We’ve plenty of customer best practice guides to help you maintain momentum when you’re implementing your new human resources system.
So that’s it. You’re ready. Good luck with your project!
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