Smooth Technology Projects: 12 Significant Steps to Success Part 7: HR Technology Implementation: The Building Blocks

14 May Smooth Technology Projects: 12 Significant Steps to Success Part 7: HR Technology Implementation: The Building Blocks

a meeting of people talking about HR withing Phase 3 headquarters

 

This week we’re posting on the Insights blog from me Part 7 of the 12 Smooth Steps (that’s to HR tech project success) series, featured through the year with HR Zone:

 

https://www.hrzone.com/content/smooth-hr-technology-projects-12-significant-steps-to-success

 

It might surprise that I’ve chosen to write only 1 of 12 parts about the implementation work itself – which I’ve called here the ‘building blocks’. It sits at half-way through a series because a stress of mine in advising customer organisations is that implementation stages are most effective when actively and ably managed by someone who carries with them through that building and design stage all of the right concerns for:

 

  • Aims: the business case
  • Method: the controlled project
  • Expertise: the professional network
  • Data: the inputs
  • Impact: design and process choice

 

These are the kind of issues that the end-to-end series pieces together for you. Don’t make the mistake, as can be natural and is suggestive by stakeholders around you, of regarding the implementation project stage as being the metaphorical theatrical stage of the product supplier. It’s not. It’s yours. Your organisation, your choice of people technologies, therefore your project to your plan and design.

 

Here’s a reminder of the parts published so far:

 

  • In Part 1, I underlined the value of the business case as a baseline and compass for you throughout
  • Part 2 helped with a navigation of the HR technology market, hence some of the key choices in system selection
  • In Part 3, this is supported by a guide to the right process for selection, questions which I’m keen to encourage as separate from the choices made within that process
  • Having chosen a product and supplier(s), in Part 4 there’s help with the homework you can do to get ready to start
  • How HR professionals can adopt a project mindset to create a control around change and work within project method – that’s Part 5
  • Last time, in Part 6, I gave you some advice about the types of professionals out there and who to use when and how

 


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Kate Wadia
Kate Wadia
kate.wadia@phase3consulting.co.uk

Kate’s passion at work is for bridging the gap between technology and people at work, translating for HR professionals the language of HR systems and making meaningful their potential. She believes that success with people technology is through people and that people are the differentiator. Using simple techniques drawn from HR experience, project management, business psychology and analogy with everyday life, Kate presents and explains how to work well with technology and technology projects in an HR leadership role. With a background in contrasting private and public sector HR management, Kate developed her thinking in seeking for herself to understand her first HR systems project-work. Kate is currently the Managing Director of Phase 3 Consulting, offering an independent take on the HR systems market in the UK, through a network of experts and a talented, growing internal team. Kate’s guiding principle is that openness offers knowledge-sharing, credibility and trust. Incorrigibly enthusiastic and up absurdly early for a working morning, she swears that she only drinks three good coffees a day, but nobody believes her! Kate also writes as an HR Zone columnist.

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