In recent blog posts we’ve looked at signs it might be time to digitise your systems, along with actionable steps on how to get the process in motion. This resource is designed to run through the conversations and deliverables to help pave the way for a full HR transformation roadmap.
The outcome of this process is a more refined and strategic HR department which is better suited to oversee and manage the interaction between technology and human resource in the pursuit of organisational goals.
For each step of the process we’ll outline recommended deliverables, along with pointers designed to guide your organisation towards the ideal solution.
1. Compile objectives
At this stage your goal is to clearly outline your business objectives, both internally and externally. Having this information will ensure that any solution is evaluated with reference to tangible and desired outcomes.
We recommend the following deliverables:
- A discussion about internal factors: things you’d like to achieve internally, for example an expanded product range, recruitment of more staff, higher standards of training for current staff, and so on.
- A discussion about external factors: things you’d like to achieve externally, for example a larger customer base, higher retention figures for current customers, and so on.
- A situation analysis: a formal documentation of your company’s current strengths, weaknesses, and the opportunities available either presently or potentially in the future.
Prompts to consider during this step:
- Where is your organisation now?
- Where do you want to be?
- What does success look like in terms of metrics?
- And in terms of company culture?
2. Summarise situation
We recommend the following deliverables:
- An analysis of your current processes: reviewing current processes is a crucial first step in building an understanding of your current system, from which you can make more informed judgements and decisions about future direction. Be sure to consider pain points that arise frequently.
- An analysis of your current systems: expand this process of review to cover your current systems. How do they work? Where did they come from? What are their limitations, and what would the people who use them change, if they had the power?
- An analysis of your internal resource: identifying bottlenecks and other inefficiencies arising from current systems can give good insights into how human resources may be reallocated once a new system is in place.
- A compliance analysis: sometimes HR transformation is necessitated in full or in part by current processes falling short of compliance demands. When this is the case, be sure to invest time in identifying all areas where compliance is required, so that any future system can be evaluated accordingly.
- A report: collate the insights from these conversations into a document that can be referred back to later, as a centralised repository of all information on all aspects of your current processes.
Prompts to consider during this step:
- What pain points are you experiencing?
- What bottlenecks are there in your processes?
- Will a transition free up any internal resources? Or will more be required?
- Do any issues keep cropping up?
- Are you planning to carry out a gradual transition, or are you moving towards a full overhaul?
3. Blue sky thinking
We recommend the following deliverables:
- A discussion about vision: equipped with data on hand about the various aspects of your current system, we recommend a discussion about your vision for the new system. Initially, it can be empowering to have this conversation without reference to factors like cost or viability, just to get an idea of what the ideal would look like.
- A discussion analysing hypotheticals: you’re probably aware of real situations where your current system is limited, but the process of sketching out what a new system would look like is a good opportunity to envision other issues that may arise in the future. What if your customer base doubled in size, for instance? Or if you were able to hire a large amount of new staff? Entertaining these hypotheticals helps to pave the way for a solution that’s scaleable to potential future situations.
- A formalised vision document: in order to tie future stages back to these conversations, put together a formal vision document that you can refer back to later on. This should be as specific as possible, as the nuance from these conversations will be lost over time.
Prompts to consider during this step:
- What would perfect look like for the organisation?
- And for the employees at different levels?
- If money wasn't an object what solution would you implement?
- Which aspects of this ideal solution can be carried forward?
4. Gap analysis
We recommend the following deliverables:
- A gap analysis: with a clear picture of where you are and a detailed outline of where you want to be, it’s possible to identify the barriers standing in the way of progress. In the context of HR transformation, these barriers will be overcome by sourcing and implementing a solution that aligns more closely with the identified needs of your business.
Prompts to consider during this step:
- What stands between where you are now and where you want to be?
- How might the way forward overcome these gaps?
- How do these gaps compare in terms of priority?
5. Research options
We recommend the following deliverables:
- An analysis of costs: different HR software packages come with different price tags, and most offer various tiers and/or modular pricing structures that can be tailored to your needs. Building an understanding of the solutions on offer and how much they will cost is a crucial first step in determining viability.
- An analysis of features: along with cost you need a comprehensive understanding of the features each potential solution offers. No two platforms are the same, and it’s usually the case that individual platforms can offer a custom range of features depending on your needs. Spend time strengthening your understanding of what’s offered by the various options and how each aligns with your needs.
- An analysis of compatibility: transitioning to a new digital HR system often means transitioning from an existing one. If this is going to be the case, make sure it’s possible to move data between the two systems.
- A review of options: with information on costs, features, and compatibility, you can have a conversation involving decision-makers about the available options. We advise going into as much detail as possible: spending time answering questions, reviewing options, and referring back to previous discussions.
Prompts to consider during this step:
- What other options are out there?
- How will you search for them?
- Does anyone internally have recommendations?
- What else is used in your industry?
6. Make a decision
We recommend the following deliverables:
- A report on risks and rewards: with information collated on the various features, costs, and capabilities of potential solutions, you can evaluate the rewards on offer against the risks to see which solutions stand the best likelihood of getting you where you need to be.
- A discussion where the preferred option is decided: with the insights gathered in the previous stages you should now be positioned to make a decision on the best solution for your transformation. The outcome of this formal discussion with relevant decision-makers should be a decision on how your organisation will move forward.
Prompts to consider during this step:
- Which prospective solution fits best, and why?
- Which features (if any) are missing?
- Is the solution still viable without them?
- If not, how can you source the required information?
- Which criteria will you use to make a decision?
7. Implement
We recommend the following deliverables:
- A timeline: to ensure a smooth transformation, put together a timeline that’s as detailed and realistic as possible. Split large tasks into their constituent parts, and allocate each out according to priority. Take into account dependencies, too, to ensure that no tasks are blocked by others.
- A period breakdown: once a timeline is agreed upon, we recommend splitting this out into periods - most likely quarters - to make it more manageable and to improve ease of reporting.
- A workflow: by assigning out the tasks in the timeline to the relevant individuals in your team, you will arrive at an actionable, trackable workflow. As the people involved move through this process and towards the completed transition, progress can be tracked and evaluated.
Prompts to consider during this step:
- What's ideal in terms of transition time?
- How does this compare to what's realistic?
- If there is a large disconnect, are you able to draft any additional resources?
- Which tasks and responsibilities will be allocated to whom?
- Who is in charge of overseeing the transition?
Try AppogeeHR today
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