Most organizations underestimate the scope of an HRIT project. To get the most out of a new HR system, organizations must not only integrate the software with other essential systems, but also streamline the processes themselves — and don’t underestimate the impact of bringing people along in a change process. You also need to think about issues such as governance, security, and privacy surrounding your data. Having an external project manager is often a key factor. In this blog Dan Gore and Philippe Piso tell you why.
An HRIT implementation is almost never simply about implementing the system itself. Quite often, much has preceded the decision to purchase and deploy a new HCM package. Your organization is growing rapidly, you are innovating, or you are preparing your organization for a digital transformation. This is the perfect time to streamline and align your HR processes. So, rolling out an off-the-shelf system is usually wishful thinking.
HRIT project
“An HRIT project is actually always more time consuming than organizations anticipate,” explains Dan Gore, senior project manager at SuccessDay. He has supported many organizations in his career, ranging from a few hundred to nearly 200,000 employees, based across all continents except Antarctica — so he should know. Just like his colleague Philippe Piso, also a senior project manager, who last year made the switch from JDE Peet’s (the parent company of Douwe Egberts) to SuccessDay. For fourteen years he worked in various project management roles at the coffee and tea vendor. For example, he was responsible for the global rollout of several modules of SuccessFactors from SAP. He decided it was time to apply his project management knowledge and experience to HRIT implementations at several of SuccessDay’s clients.
‘Best of both worlds’
SuccessDay unburdens organizations with independent advice and practical support before, during, and after the transition to a new HRIT or HCM system — whether it’s Workday, Oracle, SuccessFactors, or Talentsoft . “We often find that HR professionals have insufficient knowledge of ICT and that IT professionals do not have adequate affinity and expertise when it comes to HR. Our project managers understand both and ensure efficiency and professionalism within organizations,” says Philippe.
SuccessDay’s clients have found that it is worth bringing in an external HR project manager to achieve HR ambitions faster and better. “We ensure that the project is well managed, and that it is delivered within the set budget and within the agreed time. This is due to the experience we have gained with such projects — and the power to get to know and understand organizations at lightning speed. We are a reliable partner that will always be thinking along with the customer and together we make sure that your HR becomes more professional, more effective and more efficient”, adds Dan.
The fresh perspective
External project management support is often more effective than appointing an internal HR project manager. Primarily because a suitable candidate is often not available — especially in the current labor market. Virtually no one is available to work on the project and it’s not something done ‘on the side’. Philippe knows another important advantage of bringing in external expertise: “We have fresh eyes. We are not part of the history, culture, or politics of organizations. We can therefore look critically and independently at the usefulness and necessity of any particular action. With us, the assumption will never be: ‘We’ve always done it this way, so why does it suddenly have to be different now?'”
Philippe and Dan challenge both the project team of the organization that is hiring them, and its IT vendor. And this is necessary, because HRIT projects are often overwhelming. By temporarily hiring one or more external experts, organizations can handle a peak load more effectively. Dan: “SuccessDay can switch on and off quickly. That way you don’t have to hire people who may end up twiddling their thumbs after the system is implemented, and you end up saving money.”
How long project managers will stay “on board” depends on the size of the organization, the complexity of the IT landscape, the willingness to change and, finally, the stage the company is in. “Every organization is different. We deliver customized HRIT projects and adapt to the wants and needs of organizations as best we can. Regardless, there is always a considerable focus on integration with other systems, customizing the HR technology and coordinating with all stakeholders within an organization,” explains Dan.
Much to gain and much to lose
The senior project managers emphasize that knowing an organization like the back of your hand is not necessarily of added value in HRIT projects. Philippe: “With HRIT implementations you are not talking about the current organization, as it is now, but about the organization that it wants to be in the future. With change management it is an advantage that you do not know the organization 100%. For us, as outsiders, it is often actually easier to initiate change than for internal professionals who may be influenced by legacy. Our experience also prevents clients from falling into pitfalls. We recognize key challenges and advise when clients should take specific actions, avoiding stress later during the project.”
The stakes are often high in HRIT implementations: there is much to gain, but also much to lose. So, make sure you have the best setup in place. SuccessDay’s experienced project managers take the blinders off, make people dare to look critically at both themselves and the organization, and broaden their horizons.
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