Successful digitalisation

The consultants at HR Campus have digitised numerous HR departments and HR processes - over 10,000 successful projects speak for themselves. Of course, there have also been projects that did not run smoothly and where significant hurdles had to be overcome.

Although there are many reasons for the difficulties encountered, they can be categorised under the following six points:

1) We only want the standard! - not..

Many software providers or implementation partners offer best practice processes and configurations that enable you to implement a new HR system quickly and cost-effectively. However, it is clear that these best practices must always be compared with your current processes in a fit-gap analysis and adapted in the system if necessary. This should by no means be seen as a token exercise. It will only be effective if there is a willingness to standardise.

After all, best practices are not created in a vacuum, but are based on the experience of countless HR digitalisation projects. You should therefore ask yourself the question every time you deviate from the standard: Is this deviation really necessary?

2) Turning a bad analogue process into a bad digital process

The introduction of a new HR system is always an opportunity to question the status quo. Even if the aim is not to redefine everything, the opportunity is often missed to tackle inefficient processes and get rid of legacy issues. The path of least resistance is often chosen by simply replicating the existing system in the new one. If you take the opportunity to deal with your legacy issues, the project can bring great benefits.

3) There's no such thing as an easy integration

Be aware: Many systems consume HR master data and you manage the main source. Allow sufficient time and budget to connect the new HR system with its peripheral systems. Depending on the system, this can quickly become complex and expensive. Unfortunately, this part of the project is often underestimated. Therefore, evaluate an interface carefully and estimate the costs early on.

4) You shouldn't dance at too many weddings

The introduction of a new HR system is time-consuming and resource-intensive. Unfortunately, employees in the specialist departments are often hardly relieved of their day-to-day work in favour of the project. Sometimes several projects even run in parallel because, for example, the functional model is being revised at the same time.

This multiple workload harbours the risk of project participants burning out. It is not uncommon for experts to resign during or shortly after the project, which has a negative impact on the anchoring of the new system and the new processes in the company.

5) The power or powerlessness of the creature of habit

Many people do not like change. The introduction of a new HR system, often in combination with customised processes, can cause uncertainty. It is not uncommon for tasks to take more time immediately after going live, as a period of familiarisation is required.

Acceptance of the innovations is jeopardised if this initial uncertainty continues and leads to ongoing dissatisfaction. Systematic and prudent change management is therefore a critical success factor for anchoring the innovations in the company in the long term.

6) Don't ignore the world after Go Live

At some point you will go live with your new system and at some point the phase of intensive follow-up support from the implementation partner will end. Define the future operating model at an early stage:

• Who will be key users in the new system?
• Who and how should employees contact if they have questions or problems?
• Who decides on innovations and releases?
• What will the role of the implementation partner be in the future?

You should clarify these questions at an early stage, as they are unfortunately often neglected or inadequately addressed.

Conclusion

View a digitalisation project as an opportunity to free yourself from legacy issues and standardise as much as possible. However, don't underestimate the complexity of the project and give your employees the freedom they need to manage the project. Support them and the company through the change process - that way, nothing stands in the way of a successful digitalisation project.