The intricacy involved in implementing and rolling out a core HCM solution requires a set of critical stakeholders to be assimilated and committed to the project. If you are launching a project of this scope, consider if you have all the stakeholders you need to ensure your success:
A Skilled Implementation Partner
The key qualification of an HCM implementation partner is not size or breadth, but that firm’s pertinent experience with the HCM application of choice. Customers need to carry out sufficient due diligence when deciding on a most suitable partner with strong application and HR process experience. Implementation partners should have an array of impressive references and a strong track record of conducting successful, global projects.
A Capable and Resilient Customer Project Leader
At a holistic level, this stakeholder must have that determination and belief that the system should be designed with globalisation to the forefront of the company’s vision. He/she cannot get distracted by the priorities of country HR representatives who would like to build stifling silos at a local or regional level that will offset any sophisticated reporting technology that the application could provide.
Skilled HRIS Data Expert(s)
Organisations continually underestimate the complexity and volume of data that needs to be transitioned from one or a number of legacy systems to the new cloud application. These crucial resources will most likely be taxed at points in the project, for example, when an implementation consultant has verified that the templates are stable for data migration to take place. It may be optimal to have two to three global HRIS lead analysts coordinating this piece of work during the implementation phase. The regional data leads can collate the data for their respective regions and it will depend on whether a formal data mapping tool is purchased or created to fit the legacy data to the new cloud organisational and employee data templates.
Experienced Cloud Project Manager
The project manager will need to appreciate the variation between an on-premise implementation and cloud implementation. Cloud implementations will be more dynamic with more virtual meetings yet the core roles and responsibilities will remain quite comparable. The project manager will need to balance the demand for ambitious timelines with the importance of rigorously processing the design, build, test and deploy discipline that is inherent across most software implementations.
Global Reporting and Analytics Team
The organisations that derive the most value from these innovative new solutions are those that assign a business team specifically on the reporting and analytics side of the business. These stakeholders must be engaged during each phase of the project implementation and encouraged to transmit reporting implications on the overall design of the product. This team must acknowledge that it is unlikely that any highly complex report that may have existed in the legacy system could replicate precisely in the new cloud solution. In all probability, the fundamental reporting and analytical capabilities should match company requirements based on due diligence.
Change and Communications Expert
Organizations often neglect to assign change and communications role to support the transition to a new cloud application. This can potentially lead to a resistance to the new system and its interlocking HR processes which could jeopardise any significant return on investment. Cloud HCM technology at its fabric has a strong emphasis on Employee and Manager Self-service. Early, positive communication will increase the acceptance of that change. Certain groups within any company may be concerned about how the new system could affect their job security. Change agents need to carefully consider this possibility.
Conclusion
It is only when these critical stakeholders are leveraged effectively and efficiently that an organisation will be able to realise the true potential of this new breadth of captivating HR technology.