An HRIS implementation can be technically successful and still fall short in practice. The system works, the data has been migrated and go-live happens as planned. But if employees and managers do not understand the change, adopt the new processes or feel confident using the system, the expected value is difficult to realise.
That is why change management needs to be part of an HRIS implementation from the beginning. Not as a separate workstream that starts just before go-live, but alongside the technical implementation.
SuccessDay Consultants Minnemijn Kooi and Lana Lavrijssen see Kotter’s 8-step framework as a useful way to structure that change. In this blog, they translate the eight steps into practical considerations for an HRIS implementation.
1. Create urgency
People are naturally comfortable with systems and processes they already know. Before asking them to work differently, there needs to be a clear answer to a simple question: why are we changing? That reason should go beyond the fact that a new HRIS has been selected. What is no longer working today? Where are the risks, inefficiencies or limitations? And what happens if the organisation continues in the same way? This could include increasing maintenance costs, compliance risks, inefficient processes or a system that can no longer support the organisation’s needs.
For example:
“Our current system costs X annually to maintain and will not support upcoming compliance requirements. The new HRIS addresses these gaps and reduces our risk.”
A clear reason for change gives employees context. Without it, the new system can easily feel like an HR or IT decision rather than a change that is relevant to the wider organisation. Kotter’s 8 Steps in HRIS Implem…
2. Build a guiding coalition
An HRIS implementation cannot be driven by HR or IT alone. Bring together people from HR, IT, payroll, talent management and the business. They can challenge decisions, identify issues early and help translate the change to different parts of the organisation.
The people involved matter. Look for colleagues with credibility, influence, expertise and a genuine commitment to making the change work. This also makes communication more effective. A message about a new process often lands differently when it comes from a trusted manager or colleague rather than only from the project team.
A strong coalition also helps identify problems earlier, whether that is a compliance issue, a workflow that does not fit the business or a training need that has been overlooked. Kotter’s 8 Steps in HRIS Implem…
3. Form a strategic vision
What should actually be different once the HRIS is live? Maybe the organisation wants one reliable source for employee data. Perhaps managers should be able to complete more tasks themselves, or HR needs better visibility into its workforce.
A clear vision gives the implementation direction. It helps the project team make choices and gives employees a better understanding of what the organisation is trying to achieve. Without that vision, an implementation can quickly become focused on functionality and configuration rather than the outcomes the organisation actually needs. Kotter’s 8 Steps in HRIS Implem…
4. Communicate the vision
A new HRIS affects processes employees interact with regularly, from payroll and time off to benefits and performance reviews. Communication therefore needs to start well before go-live. Employees need to understand what is changing, when it is changing and what it means for them.
The original recommendation from Minnemijn and Lana is to start communicating at least six months before go-live. Leadership and managers should be actively involved rather than relying only on emails or project updates. Good communication also means addressing concerns rather than avoiding them. Some processes will change. Some tasks may move from HR to managers or employees. Being clear about that early gives people time to understand and prepare for the new way of working. Kotter’s 8 Steps in HRIS Implem…
5. Empower broad-based action
Understanding the change is one thing. Employees also need to be able to work in the new way. That means removing practical barriers before they become adoption problems. For an HRIS implementation, this can include:
- Redesigning HR processes to align with the new HRIS before go-live
- Offering training at different times and in different formats
- Providing strong support during the first 60 days after go-live
- Giving managers the ability to maintain their own data instead of depending on HR
When the new process is unclear or difficult, people quickly find another way to get their work done. Spreadsheets, emails and old workarounds start appearing again. Adoption therefore depends on more than training people where to click. The processes, policies, responsibilities and support around the system also need to work.
6. Generate short-term wins
A large HRIS implementation can take months or even years. Waiting until go-live to show progress makes it difficult to maintain momentum. Make progress visible throughout the implementation. That could mean successfully migrating employee records with a high level of accuracy, reaching a strong training completion rate or completing the first payroll without discrepancies.
These milestones show that the work is moving in the right direction and give the organisation something tangible to build on. They also help maintain confidence among employees, managers and other stakeholders throughout the implementation.
7. Consolidate gains and produce more change
Go-live should not be treated as the end of the HRIS journey. Organisations continue to change, and the HRIS needs to develop with them. A longer-term roadmap helps maintain that momentum.
For example:
Phase 1: Core HR and payroll
Phase 2: Recruitment and performance management
Phase 3: Advanced analytics and AI-driven insights
The exact roadmap will differ per organisation, but the principle remains the same: keep improving. When all attention shifts to support immediately after go-live and there is no plan for what comes next, development can quickly stall. Over time, that makes it easier for old processes and workarounds to return.
8. Anchor new approaches in the culture
The final step is also one of the most difficult. A new system only delivers lasting change when the new way of working becomes normal.
That means embedding it into everyday processes and expectations. Managers use the system instead of asking HR to pull information for them. Employees use self-service where appropriate. HR leaders use reliable data in their decision-making, and data governance becomes part of how the organisation works.
The goal is not simply to get people through go-live. It is to make sure the organisation does not gradually return to the way it worked before the implementation. Technology can enable the change, but behaviour ultimately determines whether it lasts.
Change management starts before go-live
An HRIS implementation is more than a technology project. Processes change, responsibilities shift and employees need to learn new ways of working. That is why change management should run alongside the technical implementation from the beginning. Clear ownership, sufficient resources and a structured approach to change can make the difference between simply having a new HRIS and actually getting people to use it effectively.
Kotter’s framework provides a practical structure for doing that. The technology may enable the transformation, but lasting results depend on how well the organisation moves with it.
