JULY 2016HR TECH OUTLOOK9What's the Remedy?When HR projects don't meet their planned (or unplanned, but required) objectives, it's easy for stakeholders to resort to finger-pointing. We minimize this, and maximize the probability of HR tech project success when we:1.Clearly distinguish who "owns" the project. In the case of HR technology, the logical owner would be of course the HR. Although other stakeholders­Information Technology, Procurement, and business leaders, to name a few can make invaluable contributions, the project must have one (and only one) "quarterback". For HR tech projects, this should be HR.2.Engage the Appropriate Stakeholders in the Project-in the Right Roles and with the Right Responsibilities. Make sure you have a "mix" of people with diverse backgrounds, perspectives, and capabilities. A visionary group of HR leaders can define aspirations for a new technology, but others at a more tactical level must ensure that such aspirations can be translated into reality. A room full of data "wonks" will build a great system that no one else can understand or use. Getting the right teams­executive sponsorship, steering committee, and tactical project team members­is essential to succeeding in every subsequent step.3.Translate the vision for the organization's objectives­the "future state", if you will­into clear, objective technological requirements. Stakeholders need to have a clear, compelling vision of what the future state will be post-implementation. It's critical to have all requirements documented in advance of beginning configuration-and being able to articulate the business rationale for these requirements. It eliminates "nice, but never used"-before it gets built.4.Appreciate that no technology vendor is able to meet all current and future business requirements. Consequently, the focus is not on the "perfect" solution, but rather the "best" possible solution. Strong leaders clearly comprehend the capabilities and limitations of the proposed technology solution. 5.Prioritize the achievable key requirements and ensure that the data required to generate these is accessible and in a condition sufficient to make it usable. Lock scope once this is completed. Many good projects have been run aground as a result of poor prioritization and "scope creep". Don't let it happen.6.Recognize that "go live" or "launch" is not the end of the project, but rather the end of a phase. I'm forever amazed that organizations believe you can implement HR technology, and then walk away. Implementation is about launching an operational system. Optimization is equally critical. It is about taking that basic system and making it work for the business. Whatever you do at "go live", don't quit.So, Who's To Blame When HR Tech Projects Don't Deliver?Invariably, when projects don't deliver what stakeholders want (as is often the case), the inclination of many is to find fault and if politics dictate - throw someone(s) "under the bus". That "someone" can be one or more of several parties including the vendor, consultant(s), Information Technology, Procurement, and of course HR. However, if HR stakehold-ers truly practice due diligence and undertake the actions I've outlined above, the probability of "failure" and self-protec-tive tendency to blame others is minimized (if not outright eliminated).In the case of most HR technology projects, HR is the "owner", the "benefactor", and primarily the resource lever-aged to effect the implementation. If HR truly operates as the project "quarterback", HR also owns the outcomes of the project. Sure, it's convenient to have other parties to blame, but abdication of "ownership" whether at the beginning, middle, or end of a project doesn't address the fundamental need: a successful HR technology project. If we as HR fail to do these things, we are to blame. No one else. Embracing "ownership" of HR technology initiatives and following these recommendations increases our probability of success exponentially and ensures that we get the maximum benefits from our technological invest-ments & value post-implementation. In the case of most HR technology projects, HR is the "owner", the "benefactor", and primarily the resource leveraged to effect the implementation
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