The preparation of structuring elements is key success factors for a SaaS ( Software-as-a-Service ) project. During the hundreds of SaaS HRIS projects that I accompanied as Project Director at a publisher, I was able to observe what works well and what works less well, even compromises a project. These observations have enabled us as a publisher to adapt our deployment methodologies and the advice we give our clients so that their projects run as smoothly as possible. Often overtaken by the project and deadlines, the client’s HR teams obscure some of their publisher’s advice, especially when it does not concern the tool itself, but the way the project is approached. I propose 5 sentences not to be neglected if you hear them during your SaaS project; taking them into account can strongly influence the success of your project.
You deviate too much from the standard
Do you know the philosophy of your HRIS solution? HR solutions in SaaS mode are generally designed around best practices in their market. Thus, where a US solution favours a performance pay model with a strict budget distribution curve, a European solution will favour a holistic model based on a skills assessment.
Moving away from your publisher’s SaaS standard will involve the implementation of workarounds that may jeopardize the sustainability of your HR application and its future use. Before you start, it is, therefore, essential to consider the original market for your SaaS solution, its philosophy and the best practices on which this solution was designed.
Your software will not get people to agree
You hope to avoid a debate internally by hiding behind a tool? It is sometimes thought that an HRIS solution will put all the actors of the company in agreement, miraculously, or even worse that it will allow everyone to live in perfect disagreement. These projects are doomed before even starting. There is no project without a policy. By taking the time to analyze each population according to their ability to influence and their reluctance to the project that we can address the difficult points with the right population at the right time.
An HRIS solution will require you to write your business processes black and white and will highlight any lack of harmonization across your different services and/or sites. Although most solutions can assimilate these disparities, you will agree that it is difficult to compare cabbages and carrots. It is essential to consider the level of harmonization you want to benefit from. Reporting and global visibility requirements are two keys that will help you identify the acceptable level of location. Of course, it is better to prepare for it upstream!
Your process is not mature enough
The projects in SaaS mode keep pace because the setting is relatively fast. Since these projects are frequently sold as a package, your supplier hopes to satisfy you after two or three design iterations. To do this, he needs to understand your HR process as soon as the project is launched. But if you are presenting a process that is unclear, your vendor may have to shift the schedule. This delay can affect the appropriation of the application later.
I saw a recruitment solution project take a year late because a common part of this often localized process was not correctly identified upstream, nor validated by the good actors. The maturity of your process is sometimes difficult to measure especially when it is localized. If in doubt, start with the reporting and then describe the process steps.
If your business process is not yet fully defined, you have two solutions: 1 – finalize its definition upstream of your integration project (internally or with the help of an AMOA) 2 – support the process predefined within your SaaS application. This second solution will be more adapted to small structures whose human resources management is budding. Remember that your vendor has already implemented the same process dozens of times and can offer interesting alternatives for processes that have been successful for their clients.
Your managers will suffer
To prolong the effect wow your new HR solution and convert the try in the long run, your managers need to see a real time saver. Even if your application is at the forefront of technology and its interface embodies user-friendliness, you will not be able to embark your managers if they must evaluate a hundred skills for each of their employees.
The success of your HR processes depends greatly on the participation of your managers. And it’s hard to change a bad image once it’s established. It is necessary to integrate one or more managers in the implementation of your HRIS project. These managers will have an ambassadorial role vis-à-vis the organization before and after the launch of the tool.
Since your supplier has already implemented multiple implementation projects, he is familiar with the practices that favour the appropriation of your users. In the same way, he also knows counterexamples where the over the demand of the managers led to a general reluctance. On the other hand, he may not dare to break your dream. His knowledge of what works well can make a real difference.
You are too greedy
Does your human resources department have a good image internally? When you start an HRIS project, the desire to revolutionize the department and improve its image within the organization is tempting. Motivated by this goal, you want to integrate all the features available to the new application. The functional perimeter increases and no longer allows to calmly approach the project that escapes and becomes uncontrollable! Faced with a possible failure, the image of human resources that we wanted to cure is already impaired.
To ensure the success of your project, it’s best to start with simple processes. As our Anglo-Saxon comrades say ” less is more “. You do not have to try everything right now, and it’s not because you can do it. Once you have secured ownership by your users, the development of new processes can be considered in a second step. Build a quality relationship with your supplier that will facilitate long-term support.
The best projects in terms of ownership of a talent management solution are the result of excellent collaboration between the publisher and the client’s change management team. The subject of appropriation must be approached upstream and throughout the project so that the opening of the features embeds the managers in a story that creates immediate value.
As you can see, preparation is key to the success of your SaaS HR solution implementation project and opening up to publisher advice is just as important. The most successful projects are those where the definition of the processes, the expectations of the solution, the functional technical perimeter, the teamed device and the good level of communication have been clearly identified and shared beforehand in a transparent manner. Most software publishers have readiness assessment tools to know if you are ready to start your project. Ask them! Dare to change the traditional dynamics with your supplier because he is not only an expert in the solution,