by Amy Martin on November 13, 2018
3 min read
You can drive greater implementation success by working with your team to create a successful HR tech strategy at the very beginning of the process.
Stuck between a rock and a hard place with your digital hiring experience? Many TA leaders are. Your transition to a better candidate experience depends on innovative new technology, yet leading the decision to acquire it has become harder than ever. Today’s average B2B buying decision involves 6.8 stakeholders. Often, those stakeholders have competing priorities. You can ease the decision process and drive greater implementation success by working with your team to create a successful HR tech strategy at the very beginning of the process.
Your vision is a leadership tool for keeping stakeholder discussions on track and developing cohesion in your stakeholder buying team as well as the team that will be involved in implementation. A strong hr tech strategy can be the guide your teams need to make the right decisions along the way. It can also help you evaluate success and answer questions about performance and results down the road. Here are the essentials:
Clearly defined problems. Believe it or not, this can be the first roadblock to forward progress. Here’s where your knowledge of industry trends and the comparative situation in your organization can make an impact. Prioritize your problems in a way that will resonate with your organization. Be as specific as possible about the issues you are trying to solve and direct about technology as the most effective solution.
Alignment on goals. Getting stakeholders’ input and agreement on what success will look like is essential. Specificity is important. For instance, if time to fill is an identified problem, make reducing it by a specific (and realistic) time period part of the corresponding goal. And, guard against expectations that aren’t aligned with the defined problems or can’t really be met by the solution’s functionality.
Identification of sponsors and their role. Adopting new hr technology always involves some aspect of change management. To realize the full benefit of new technology, many times a significant amount of change must be undertaken. Find a sponsor who can champion your vision and understands the change management required to realize it. A good C-level sponsor will help you drive internal adoption and ensure your organization’s ongoing commitment to the direction that’s chosen. Define what is in it for them and outline the support you will need from them to effectively sponsor your HR tech initiative.
A phased approach to deployment. In working with large enterprise organizations, we’ve found there are several advantages to a phased approach with technology deployment. By starting with a business unit or group that’s likely to have strong adoption, you can create early results and positive stories to use in driving more widespread adoption and rollout.
One Montage healthcare client found a phased approach especially effective in alleviating recruiters’ concerns about the new technology-enabled workflow. Two separate TA teams piloted Montage’s automated scheduling, with one team calling candidates first and the other simply sending the email invite to self-schedule. The direct workflow of sending a self-schedule email secured a higher candidate response rate. This demonstrated that candidates do prefer a simpler process and alleviated some recruiters’ initial concerns that candidates would need a phone call first.
The mindset of employees who will use the new platform is a factor in any HR tech strategy, so having a change management strategy as part of your vision is vital. It becomes even more important when employees have discretion as to how they will use the technology. For instance, use of a new background screening application may be clear-cut since it’s a matter of compliance. With the rollout of an interviewing technology platform, recruiters may continue to have a manual way to accomplish tasks. Recruiters need to clearly understand the benefits of the technology both for them and their candidates and be willing to make the change. It’s important to highlight which tasks they may no longer need to do and identify how they’ll be able to use that time in different, more strategic ways. View our blog on driving success with change management.
Finally, be willing to adjust the steps you take to reach your goals as needed. Your vision of the future state of your candidate experience should stay consistent, but as you get farther into the implementation process, some flexibility will ensure your efforts will bring you closer to your ideal hiring experience.