The Seven Deadly Sins
Running an HR tech project? Here are the big obstacles to avoidThe first time HR professionals got seriously involved with technology projects was pretty soon after WW2 ended. The problem was working out what time people came to work, for how long and how much to pay them. The solution was time clocks.
Since then the world has moved on, and it’s likely that HR leaders are running technology projects every year now rather than every generation. And almost certainly, your CEO is looking at you to solve way bigger problems than can be solved by punching pieces of card.
2014 is looking like a major year for HR technology projects: the latest research from leading technology thinker Josh Bersin points out that double the number of businesses are planning to put in new HR technology in the next 12-18 months than a year ago. If you haven’t picked up on this trend towards major technology projects yet, get ready because change is headed your way.
So as an HR professional, you are going to need to get good at running tech projects, and anecdotal evidence suggests that HR professionals aren’t widely trusted by colleagues to run tech projects.
How do you get good? Here are the major sins you need to avoid when the next big project comes up:
1. Sloth. So much pain in HR tech projects is caused by lazy thinking before projects start. So, you think you have the business case clear, right? Think again, work harder, much harder. Until you can stand up in front of your CEO and all your stakeholders and explain the clear and measurable business benefits, with metrics, you aren’t ready to start. So don’t be lazy, spend loads of time on this, then spend some more.
2. Greed. Your procurement colleagues are great at buying things, and invaluable advisers on getting contracts right. They are however not always great at buying innovative solutions that they may not have seen before. So, don’t let them be greedy, don’t let them push you into a race for the cheapest, most mediocre solution. Make sure you can explain the long-term value, with the numbers from your business case, and stick to what you want. Don’t get swayed by their annual targets for cost saving during negotiations. (Yes, they do have these).
3. Pride (or, don’t do it all yourself). Too many projects don’t involve IT and business colleagues enough. Make sure you have leaders and representatives from all your key business groups helping you design the solution, test the solution and pilot it before rolling out to the rest of the business. Make sure you have IT helping you understand the master data & the integration requirements, and if you are really smart ask them to run the whole project. They will be good at it – they do it every day.
4. Lust. When you buy technology, don’t go for the prettiest. Software vendors call the pretty stuff “vapour ware”, because often it doesn’t exist yet, and maybe never will. Look below the surface, and seek real evidence that the provider can deliver the exact benefits you are looking for, and can introduce you to customers who can validate this. If they can’t do that, steer well clear.
5. Gluttony. Remember the business case you talked through with your CEO? Stick to it. Stay on target. If you deliver what you promised, it’s way easier to ask for more money for the next phase. Don’t try and fly to the moon first time round and solve every problem the business has ever faced.
6. Wrath. Whatever happens, don’t get dragged into a blame relationship with software vendors. After all, you’re all on the same side to deliver the business case, remember? Be prepared to listen, and learn. Be demanding about the service and advice you want, but it’s a two-way conversation: most vendors have a huge amount of knowledge and advice to share.
7. Envy. Everyone wants to work on the new project, including you. Projects are exciting and career advancing when successful. Don’t let envy rule your choice of who works on the project, because not everyone is good at this. Take a long hard look at who you are seconding to these projects, and pick the best – even if it’s not you.
So, it’s simple, right? All you need to do is work super hard to define why you are doing what you are doing, then pick the best technology provider you can afford where you can have a strong mutually beneficial relationship, and then get experts involved to help you from within your business.
Once you have done all that, just stay focussed and remember this is the big one – do it right and you get to do more of these in the future. Likely lots more. Do it wrong? Let’s not go there. Those days are behind us now.
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