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7 ESSENTIALS FOR BETTER HR SOFTWARE CHANGE MANAGEMENT




CHANGE MANAGEMENT IS ONE OF THE MOST DIFFICULT ASPECTS OF IMPLEMENTING HR
SOFTWARE. HERE'S HOW TO IMPROVE YOUR COMPANY'S CHANGE MANAGEMENT FOR YOUR NEXT
IMPLEMENTATION.

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By
 * Eric St-Jean

Published: 29 Oct 2021

As any project leader knows, HR software implementation challenges don't end at
go-live. Teaching employees how to use the new system and solving any software
issues post go-live is often just as difficult, if not more so, than
implementing the new system.



Creating a plan beforehand can result in a more successful change management
process. Here are seven essentials to keep in mind when planning HR tech change
management.


1. CREATE A PLAN

Discussing change management before go-live is not enough. Allocate time and
resources to building a detailed change management plan that includes actions
taken and who is responsible for implementing each step.

Review the plan regularly to confirm everything is on track and adjust if
necessary for factors like a scope or timeline change.


2. SECURE SENIOR MANAGEMENT BUY-IN

Getting senior management support is crucial. Leadership endorsing new HR
software and visibly using it -- for example, using a new timesheet application
to approve employee hours -- sends a message to employees that they need to use
it, too.


3. CREATE A COMMUNICATION PLAN  

Consider both the pre- and post-go-live phases of the project when developing a
communication plan. The communication team should send employees messages
throughout the implementation highlighting the new software's benefits and
stressing its good user experience. Messages to employees should increase as
go-live approaches.

Continue to sell the new HR software in post-go-live communication and create an
open communication channel where employees can log defects or change requests.
Also, regularly update employees who have sent defects or change requests.
They'll be more likely to continue using the new software and sending in issues
reports if they're kept in the loop.


4. BUILD TIME IN FOR COMMUNICATION APPROVALS

Often, an HR leader or someone from an internal communications team must approve
messages to employees. Document this process and include it in the schedule so
this approval process doesn't clash with deadlines.


5. DEVELOP A DETAILED TRAINING PLAN

Training is one of the most important aspects of post-go-live. Here are five key
considerations when creating a training plan:

 * Provide multiple software learning options. If possible, create a few
   different employee learning approaches, such as the vendor's help system, a
   cheat sheet, instructor-led training and e-learning. Each person learns
   differently.
 * Be strategic about timing. Employee training should begin a couple weeks
   before go-live. Employees will have time to learn everything, but the
   training isn't so far in the past that they've forgotten the material.
 * Schedule additional manager training. Managers will need to learn functions
   like requesting a raise or an employee transfer. Add a few manager-only
   training sessions.
 * Remember the most important training. HR or IT employees who will maintain
   the HR software post-go-live should receive extensive training that begins
   before go-live, if time permits, and continues after go-live. The training
   should cover how to resolve issues, and the implementation partner, software
   vendor or external training companies may provide it.
 * Add extra training, if necessary. Some users may require extra training --
   for example, a reporting specialist who needs to create custom reports using
   the software's reporting and business intelligence application. Make sure
   specific employees receive the training they need.


6. SELECT CHAMPIONS

Champions are employees who not only support the new HR software but actively
help sell it and build excitement. To succeed, they need regular updates,
insight into how the HR software will work and collateral for sharing the
project's progress. Collateral may include a short presentation or posters for
office common spaces.

Make sure champions have all the information and resources for building
anticipation for the new software.


7. EXPLAIN ANY POLICY CHANGES

Employees may be surprised if the employee policies in the software don't match
the company's published policies and guidelines. Perhaps company vacation policy
is changing so junior employees only get 10 vacation days, not 14, and employees
first learn of that when they see 10 days listed in the software.

Communicate company policy changes to employees before they use the software, so
they aren't confused by seemingly incorrect information.



DIG DEEPER ON CORE HR, PAYROLL AND BENEFITS ADMINISTRATION

 * HOW CAN HR SUPPORT THE HYBRID WORKFORCE?
   
   
   By: Linda Rosencrance

 * 10 STEPS TO SUPPORT YOUR HCM SYSTEM POST GO-LIVE
   
   
   By: Eric St-Jean

 * DIVERSITYPOP PROVIDES DEI TRAINING WITH A MILITARY TWIST
   
   
   By: Patrick Thibodeau

 * HR DATA MIGRATION CHECKLIST AND TIPS FOR IMPLEMENTATION SUCCESS
   
   
   By: Eric St-Jean

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 * How IT and HR can Partner to Deliver a Better Employee Experience –Citrix
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