The market for HR Technology solutions has probably never been more dynamic, interesting, and potentially confusing to navigate for the HR leader and practitioner. But HR leaders know that applying the right technology solution to your most pressing organizational and workforce challenges can make the difference in elevating HR from administrative support function to trusted strategic business partner. As technology solutions become more powerful and complex, organizations can sometimes implement technology that doesn't live up to all the promises made during the sales process.
For the HR leader, the selection and implementation of the “right” advanced technology solutions is among the most important strategic value-adds that can directly impact business performance. But HR leaders often are not prepared or experienced enough in technology projects to decipher the vendor promises, understand the critical issues, and provide a framework for making better, more informed HR technology purchase decisions.
But with more and more HR leaders and practitioners becoming responsible for the evaluation, selection, and implementation of HR technology solutions (most which have moved to cloud-based and mobile delivery models), understanding the ways that HR technology is marketed, sold, implemented, and deployed to users has to be near the top of every HR leader’s agenda.
There are all kinds of fantastic HR technology solutions on the market today that offer HR professionals a tremendous opportunity and almost unlimited potential and promise, but also one that can be difficult for the HR professional to navigate. Making the ‘right’ decisions about HR technology has never been more challenging, (and more important).
Please join @weknownext at 3 p.m. ET on August 13 for #Nextchat with special guest Steve Boese (@SteveBoese) and Trish McFarlane (@TrishMcFarlane). We’ll discuss some of the most important questions and concepts that HR leaders should understand about the evaluation, sales process, selection, implementation, and user adoption elements for the successful application of the next generation of HR technology solutions.
Q1. What are the primary reasons that organizations seek new HR technology solutions?
Q2. What are the most frequently cited sources of information that HR leaders consult when researching HR technology solutions?
Q3. What should HR pros understand about the potential for bias or incomplete information from the various sources of HR tech information?
Q4. What are some “Rules of Thumb” that are generally applicable in most HR technology solution evaluations?
Q5. How can HR professionals best prioritize technology projects from the large number of competing technologies that are available?
Q6. What are some best practices for the RFP, demonstration, and selection parts of the HR technology evaluation process?
Q7. After a technology is selected and purchased, what are the essential next steps to launch the implementation project?
Q8. Once the project ‘goes live’ how can HR continue the positive momentum and ensure adoption rates meet project goals?