Whether it’s comprehensive software suites or individual tools tailored to specific processes, technology is everywhere in the HR realm. However, this doesn’t mean that the HR implementation of such systems always goes smoothly. During a roundtable discussion led by SuccessDay at the CHRO Day, some HR directors shared learning moments and best practices. The report of this engaging debate sheds light on the challenging aspects of the ‘HRIT candy store’.
From concepts like ‘opportunity,’ ‘innovation,’ ‘efficiency,’ ‘facilitation’ to ‘process disruption,’ ‘rollercoaster,’ and ‘struggle.’ The opening question from moderator Melle Eijckelhoff was: “What word comes to mind first when you think of HRIT?” This immediately emphasized the diversity of perceptions about supportive systems, with the associated challenges often being substantial. The subsequent task, where participants had to assess their own situation, further amplified this diversity, given the wide range of scores and the number of unsatisfactory ratings.
A kid in the candy store
“With all the available tools, I feel like a kid in a candy store, but you do need a budget to buy them all.” Naturally, an HR director of a window specialist had the opportunity to explain her position. Her testimony immediately set the tone for the conversation. “We’re in a specific situation because we’ve set up our HR architecture incorrectly. If you build a house wrong, you’ve spent the same amount as building a good house. The money is gone. Now we’re looking at where we want to go and what software we need for that. And then you see not only the big software programs that can do everything but also more and more cheaper players with nice tools. If they communicate optimally with each other, they might work better.” Her team seems to lean towards an intermediate solution. “A package that runs the basic processes properly, with some add-ons.”
A guest, working for an HR service provider, delved deeper into her understanding of ‘struggle’. “Because such projects quickly become expensive – it always requires a lot of people and resources – you have to be very good at explaining to the customer where the value lies. Additionally, I find speed to be a difficult and sometimes frustrating element when setting up a tool. Being completely certain of a choice is also exceptional. Although strong IT solutions can make me very happy, they often come with a factor of frustration.”
Process-oriented tools or customized tools: what works better?
Another concept that required some additional clarification and proved to be a real topic of conversation was the term ‘process disruption’, introduced by an experienced HR specialist from the healthcare sector. “Traditionally, it goes like this: you thoroughly map out a process, then choose a tool and… jump into an ice-cold bath. Despite the promises beforehand, the tool can’t handle the process. So you have to adjust your process during that implementation process. That’s why I say: choose a tool that seems good based on a demo and then ask the supplier what the optimal process within that system looks like. Although they generally can’t do that, so you still end up with a constant struggle. An existing process can never be implemented in a new tool. Not in Flanders, let alone at the European level.”
“The big problem is indeed that everything now has to be redefined according to the American model, while each region has a different approach. That just doesn’t work.”
Especially the latter statement caused commotion. “I’m going home!” was heard. “I’m getting scared because we are actually operating globally. We have one year to implement Workday everywhere, for all processes, except initially payroll management” – the complexity of which quickly became one of the themes of the roundtable. “The big problem is indeed that everything now has to be redefined according to the American model, while each region has a different approach. That just doesn’t work.” Later in the discussion, the guests would conclude that more than the core processes cannot be rolled out internationally.
Defining success criteria
Two SuccessDay experts, Business Consultant Jocelyne Franken and Senior HR Project Manager Sophie Jansen, attended the roundtable and shared valuable insights from practice. Especially about the dichotomy between global and local. “Most global players are still looking for a global process,” said Jocelyne. “Then it’s crucial not to make it too complex and to stay close to the software. With specific, country-specific processes, you’ll work locally.” Sophie then acknowledged the previously discussed challenges and shared a valuable tip. “Perhaps the most important point of an HR implementation is determining the success criteria. Which processes that you’ve outlined are you willing to let go of if the technical capabilities, timeline, or budget require it? Think about that at an early stage.”
“Which processes that you’ve outlined are you willing to let go of if the technical capabilities, timeline, or budget require it? Think about that at an early stage.”
“Never say that a tool can do everything,” said a participant with seven HRIT implementations under her belt. “That creates a wrong perception among the end users.” Her ideal approach is as follows. “Study what you need and conduct a market survey based on that, but also know that you’ll never find a package that meets all your requirements. Since the big systems are cumbersome and require an army of administrators to enter and maintain the data, and the small ones only cover a limited part, it’s best to choose a medium-sized system that can handle 80% of what’s requested. And indeed, try not to map that onto your own processes: see what works and what doesn’t and add extra tools where necessary.”
Who’s in charge?
“When it comes to making choices, who takes the lead?” Melle Eijckelhoff posed a provocative question. “IT professionals, with the help of HR? The HR department, supported by IT? Or does the business also have something to say?” Certainly, the latter point inspired the roundtable, especially in the case of companies with (American) headquarters and subsidiaries elsewhere. While some HR directors complained about a lack of local consultations and described the result as saturated with an “American sauce,” others showed strong regional involvement. Companies and sectors thus appear to differ on this aspect as well. In the meantime, during the discussion, a raised topic was further explored. “How many employees need to be in a local department for an implementation to even make sense?” and the importance of data quality was briefly mentioned.
“Does the HR team actually have enough knowledge to play a leading role in this?” the moderator provocatively concluded, sparking the group again. “That’s where the problem starts for me,” said an HR manager. A colleague listed the pitfalls she faces. “We need to find the best solution, involve external experts, constantly align our complex internal system with the many legislative changes, then meet the desired global harmonization…” All the while, other organizations can handle it well. “The first thing I did was an HRIT audit. Then I hired two specialists to bring in extra expertise and prepare for the implementation of Workday.”
“The first thing I did was an HRIT audit. Then I hired two specialists to bring in extra expertise and prepare for the implementation of Workday.”
SuccessDay sees it as follows. “Finding the right partners is crucial. We bring the necessary expertise into a company. You don’t need to know exactly how a software package works technically; the implementation partner or intermediary takes care of that.” Nevertheless, many strive to enhance their knowledge and stay informed in a rapidly changing technological landscape. “It’s up to us to upgrade our own HRIT expertise. We still don’t think enough about processes and systems. Also, outsourcing everything to IT or external parties doesn’t seem like a good plan.” “Especially since the pudding falls apart when a consultant leaves.”
Future dreams
Finally, the participants had a chance to look ahead and outline an ideal vision for the future, free from practical limitations. “I’ve been hoping for years for a fully automated system where your salary is deposited into your bank account immediately after a fingerprint scan in the morning and another in the evening,” was one of the suggested ideas. Another idea, reportedly already in the pipeline, was a platform with a Chinese tools menu based on the plug-and-play principle. “The dream would be an automated, comprehensive process around variable remuneration.” “We must ensure that the systems support the HR story and especially the employees,” was a relevant consideration, and the last issue the group discussed.
Melle Eijckelhoff concluded the roundtable discussion fittingly. “It’s nice that we’re leaving in the heat of the discussion because that means we’re far from finished talking about this theme and all its interesting aspects.”
SuccessDay was a partner of CHRO Day 2024.
Read more about SuccessDay on the website of House of Executives.
