You’ve finally found the right solution to manage your organization’s human capital management (HCM) needs. You’re certain that this software is the best thing since sliced bread. You’re sold, but your co-workers aren’t quite sure.
Change is hard, and it’s natural to resist it to some degree, even when we know the change will make our lives easier.
When I was in college and had to write a term paper, I made a trip to the library, browsed through a card catalog, hunted down the resources, and turned the pages of each book to get what I needed. Years later when I was able to research any topic simply by “googling” it, I have to admit, I was skeptical.
If nothing ever changed, there’d be no butterflies.
The same is true with HCM software. Your colleagues might be set in their ways, regardless of how outdated those ways are, and how big the payoff may be. It’s up to you to help them see the light. Here’s how:
Different positions within your company will interact with the software differently. By identifying who they are and what their interests are, you can play up the software features that will motivate them. For example:
- CEOs keep an eye on the bottom line. Features like the Executive Dashboard, a snapshot of your company’s high-level information, and ad-hoc reporting capabilities are what will appeal to them.
- HR professionals will appreciate the single database and how it streamlines all tasks related to the employee lifecycle: recruitment, onboarding, benefit administration, performance reviews, etc.
- Not having to purchase extra hardware and low maintenance will resonate with your IT department.
- Employees will find self-service features to be the biggest benefit: 24/7 access to request and view time off, update personal information, view pay history, and communicate with HR.
Devise a Plan
Before announcing the roll out, make sure that a timeline is in place that allows for flexibility. The plan should then be carefully introduced and implemented with consideration to how employees are being affected at every stage.
Assemble a Team of Ambassadors
The burden shouldn’t fall solely upon HR. To make the transition successful you must identify “ambassadors” from other departments to help with the process. SHRM recommends that you “assemble implementation teams wisely. Don’t choose people who may have the most free time; instead, choose those best suited to collaborate on a strategic project with long-term consequences.”
Not only do different positions within your organization have different interests in the software, they will also have different concerns. Some may wonder if the new technology will complicate their jobs, while others may fear it will make their jobs obsolete. What they need is reassurance that their concerns will be addressed and that they will receive the support they need.
Invest time and resources to make sure everyone is comfortable with the functions and features of the new system. Take advantage of the training offered to you by your provider. According to Merideth Ruggiero, Transition Specialist at Balance Point “You should view your provider as your partner during the transition, there to support you and give you the resources you need for a successful roll out.”
Once your team is prepped for the change, you can look ahead to a successful implementation.