What are the best practices for involving stakeholders in the HRIS selection process?

En el lifecycle de la gestión de un proyecto de implementación de HRIS, las etapas de iniciación y planificación son esenciales, y necesarias, antes de abordar la ejecución y seguimiento del proyecto. Desarrollar el plan de proyecto (definir los objetivos, alcance, equipo de proyecto y sus roles, así como el cronograma de actuaciones) y realizar el kick-off de inicio con los stakeholders implicados para compartir la información y asegurar que todas las personas están alineadas son dos hitos clave. Por ello, contar con un Project Manager en el equipo de proyecto de HRIS, independiente de su tama?o, es clave para asegurar que los entregables y puesta en marcha del HRIS se realiza en el tiempo y calidad esperados.

Defining clear objectives is foundational to a successful HRIS implementation. From my experience, the key lies in addressing pain points such as manual processes, compliance risks, and data silos, while aligning the system's capabilities with strategic goals like workforce optimization or predictive analytics. Incorporating stakeholders early ensures that the objectives reflect both business and user needs. Establishing measurable success criteria—such as improved process efficiency, enhanced compliance, or better employee engagement—guides the project and benchmarks its impact. Finally, ensuring scalability and flexibility in your objectives guarantees the HRIS adapts to future organizational growth and changes.

Identify manual or redundant HR processes that can be streamlined. Address issues related to data storage, retrieval, and reporting capabilities. Ensure adherence to labor laws and regulations through better record-keeping. Generate reports and analytics to inform decision-making and strategy. Reduce risks related to HR compliance and audits. Provide a user-friendly interface that enhances the employee experience. Ensure the HRIS can grow with the organization’s needs. Gather input from HR staff and employees post-implementation to assess usability and effectiveness. Establish a budget that covers software costs, implementation, training, and ongoing support.

Define your objectives: Clearly define the objectives of the HRIS selection process. Identify what you aim to achieve with the new system, such as improving efficiency, enhancing data accuracy, or streamlining HR processes. These objectives serve as a foundation for aligning stakeholder expectations and guiding the selection criteria.!!

In my experience, it is also very important to understand the existing processes that will need to be migrated to and live within this HRIS. You need to support the existing processes as much as possible and try to only change problems for the better. If "the way the HRIS works" forces you or your team to work less efficiently, with no tangible and (more than) commensurate gain elsewhere, it's probably not such a great idea.

Identifying stakeholders and defining their roles is critical for HRIS project success. In my experience, leveraging tools like stakeholder matrices to categorize interest and influence helps in crafting targeted engagement strategies. High-interest, high-influence stakeholders, such as executive sponsors or HR leadership, should be closely involved, driving strategic alignment and securing resources. Equally important are technical stakeholders who manage integrations, data migration, and support. Engage end-users early to address practical concerns and ensure adoption. A clear RACI (Responsible, Accountable, Consulted, Informed) chart further streamlines decision-making, fosters accountability, and minimizes project delays.

List all potential stakeholders, including HR staff, IT department, executive leadership, line managers, employees, and vendors. These stakeholders are crucial for project success. They should be closely engaged and consulted regularly (e.g., executive sponsors, HR leadership).Monitor these stakeholders but provide minimal engagement unless their interest increases (e.g., peripheral employees). Typically a senior leader who champions the project, secures funding& supports strategic alignment. Individuals within the HR team who advocate for the HRIS, helping to promote buy-in and support throughout the organization. Responsible for technical aspects, including integration with existing systems, data migration, and ongoing technical support.

Para crear equipos de proyecto transversales ágiles y productivos es necesario definir tanto sus roles en el proyecto como la asignación de responsabilidades de las distintas tareas a ejecutar. Para conseguirlo, dise?ar una matriz RACI (responsable, aprobador, consultado e informado) y validarla con los stakeholders facilitará: - Asegurar que todas las tareas a desarrollar están asociadas a la persona que las ejecutará (ninguna queda en el olvido o se realizada varias veces). - Reducir posibles fricciones entre los miembros del equipo (minimiza problemas de comunicación y/o de competitividad). - Hacer un seguimiento del avance del proyecto y conocer la carga de trabajo de los miembros, identificando posibles bloqueos a mitigar.

Identify your stakeholders: Identify and involve all relevant stakeholders in the HRIS selection process. This includes HR professionals, IT staff, end-users, and executive leadership. Each stakeholder group may have different priorities and requirements. My experience suggests that involving a diverse range of stakeholders ensures comprehensive input and increases the likelihood of system success.!!

Getting your stakeholders involved, without getting them in the way, is as much an art as it is a science. The key is to capture the underlying concerns, rather than just the feedback (or lack thereof). Dig into the concerns that are expressed (you can use the 5-Why exercise) until you get to the source. Keep in mind this is about capturing insight, but also about making your stakeholders feel heard.

Clearly outline what you aim to achieve with each communication effort whether it’s to inform, engage, or gather feedback. Communicate the project's goals, scope, benefits, and risks. Choose appropriate channels for communication (emails, meetings, newsletters, etc.). Set a schedule for regular updates (weekly, bi-weekly, monthly) to keep stakeholders informed. Use surveys to gather insights on stakeholder needs, preferences, and concerns regarding the HRIS. Ensure questions are clear and specific to gather actionable feedback. Organize collaborative workshops to brainstorm features and functionalities of the HRIS. Involve end users to ensure their needs are considered from the outset.

Try talking to some existing users of the HRIS, ideally someone who has a fresh memory of the process of migrating into it. And if possible also talk to someone who has migrated out of it, to understand the reasons.

Communicate and engage: Establish transparent communication channels to keep stakeholders informed throughout the HRIS selection process. Clearly communicate the goals, timelines, and selection criteria. Engage stakeholders in discussions and seek their input at various stages, such as during needs analysis and system demonstrations. In my experience, active engagement fosters a sense of ownership and promotes buy-in from key stakeholders.!!

Explore personalised communication approaches tailored to individual stakeholder preferences. Utilize advanced analytics to understand how different stakeholders prefer to receive information. Implementing personalised communication channels, such as targeted newsletters or interactive dashboards, ensures that stakeholders receive information in the format and frequency they prefer. This not only enhances engagement but also demonstrates a commitment to respecting the diverse needs and preferences of stakeholders.

In engaging stakeholders, it's crucial to keep the big picture in mind and avoid unnecessary details that might be irrelevant. Consider how the company will be able to enhance its HR capabilities thanks to the project and the potential impact on the business. I am exploring best practices within my industry and seeking relevant examples in professional communities.

Does the system offer the necessary features (e.g., recruitment, performance management, payroll)? Can the HRIS integrate seamlessly with existing systems (e.g., payroll, ATS)? Involve key stakeholders in reviewing the options. This could include HR staff, IT, department heads, and end users. Their insights are crucial for identifying needs and preferences. Leverage your own expertise in HRIS selection to interpret stakeholder feedback and make an informed decision. Sometimes, technical requirements may not be fully appreciated by all stakeholders. Once the HRIS is selected, develop a detailed implementation plan that outlines roles, timelines, training, and change management strategies.

Lo primero es identificar los requerimientos técnicos y funcionales del HRIS: 1. Alcance de las funcionalidades e integraciones. 2. Personalización: Posibilidad de adaptarlo a los procesos y la cultura de la compa?ía. 3. Escalabilidad: ?El HRIS funciona igual, en términos de rendimiento, disponibilidad (SLA) y capacidad, con 500 que con 2.000 usuarios? 4. Seguridad y confidencialidad: Certificaciones ISO, servidores/infraestructura en la nube, cifrado de datos, etc. Lo segundo, elaborar una comparativa de planes y precios para analizar la inversión económica a medio/largo plazo. Tercero, crear un informe de resultados que compartir con los stakeholders interesados para compartir insights y consensuar y validar la toma de decisiones.

Evaluate and select: Develop a systematic evaluation process for comparing HRIS options against predefined criteria. Involve stakeholders in evaluating vendor demonstrations, reviewing system features, and assessing how well each option meets organizational needs. Collect feedback from different stakeholder perspectives to ensure a comprehensive assessment. My experience highlights the importance of making the evaluation process inclusive and transparent.!!

Make sure you have a comprehensive list of the evaluation aspects that REALLY matter to you, with a clear understanding of why they are so important and in which order they will be considered. Which of the factors are critical conditions and which ones are nice to have? What is your tolerance for the tool not meeting your own expectations regarding one or more of these factors? Having clarity on this will help you narrow down your choices, and avoid wasting time evaluating tools that you're not able to consider seriously.

Implement a collaborative decision-making framework that emphasises collective intelligence. Leverage AI-driven decision support systems that analyse vast amounts of data to provide insights. This approach not only streamlines the decision-making process but also ensures that diverse stakeholder perspectives are considered. By integrating technology into decision-making, organisations can harness the power of data-driven insights, making the HRIS selection process more objective, efficient, and aligned with the organisation's strategic goals.

HRIS project like any other projects requires knowing why the initiative is needed, the stakeholders (this will help in determining communication style for engagement) and ultimately, what's in it for them! Because you see a need doesn't necessarily mean other stakeholders does! And knowing what the current state is and the pain point to bring about that future state is key to getting stakeholders' buy-in.

Here's what else to consider: Beyond the primary stages, consider factors such as scalability, vendor support, and the system's compatibility with existing infrastructure. Evaluate the long-term costs, including implementation, training, and maintenance. Additionally, explore the potential for system customization to meet unique organizational requirements. In my experience, considering these additional factors helps ensure a well-rounded evaluation and selection process that aligns with the organization's overall strategy.

Todo proyecto de implementación de HRIS tiene que partir del objetivo de mejorar la experiencia de los empleados, más allá de la mejora de la productividad y la simplificación / digitalización de los procesos existentes. Por ello es crucial realizar una reflexión profunda sobre cómo se abordará la gestión del cambio en la organización, identificar los posibles riesgos que emergerán y qué iniciativas se activarán. El éxito en la adopción de cualquier nueva tecnología depende tanto de que la herramienta seleccionada sea la idónea para la compa?ía, pero también de que todas las personas (usuarios del HRIS) acepten el cambio.

Every HR initiative in general, and every software implementation in particular, are change management processes. As such, all the aspects of change management apply, as described by John Kotter: Establishing a sense of urgency. Creating the guiding coalition. Developing a vision and strategy. Communicating the change vision. Empowering broad-based action. Generating short-term wins. Consolidating gains and producing more change. Anchoring new approaches in the culture. Missing one or more of these aspects means putting the whole initiative at risk of failure. Also, traditional change management frameworks focus on the organization's response to change. But you're also dealing with individuals that need to change their behaviors.

Inviter les parties prenantes dès que possible dans la réflexion autour du futur SIRH. Les informer du projet et ses enjeux, être à l'écoute des éventuelles réactions de résistance ainsi que des attentes sur le futur outil. Ne pas négliger d'inviter les plus réticents et de les laisser s'exprimer. Rassurer, poser le cadre, bien remonter au besoin pour contrer le réflexe naturel qui consiste à rechercher dans le nouvel outil ce qu'on avait déjà dans l'ancien.