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We’ve all been there. We have an expectation of what our desired goal should be. We’ve thought about how much something can provide the perfect experience to make our lives easier. However, at times the final product is not quite what we had envisioned. Arriving at the end of a project, goal, or objective shouldn’t be a destination unknown. In the realm of software development, it’s patience and setting expectations to ensure that everyone is aligned with current goals and the vision of what is to come on the road toward the desired destination.
Implementing a new human resources platform is an exciting and transformative experience for any organization. It can bring about improved efficiency, increased productivity, and better employee satisfaction. However, the process can also be complex and demanding, requiring significant coordination and communication between the client and the implementing team.
One of the most crucial aspects of this process is managing expectations. When implementing a new HR platform, both the client and the implementation team need to be on the same page about the project's scope, timeline, and deliverables. Failing to establish clear expectations from the outset can lead to misunderstandings, delays, and even project failure.
What do we mean by an expectation? Not everyone will agree on the best approach or best practice when designing and implementing a human resources platform. An expectation is not necessarily an agreed upon item or outcome, but communicating the expected outcome to eliminate any unknowns at the finish line.
Let’s address a few key points for managing expectations when implementing a new HR platform.
Prior to beginning the project, it is essential that the client and the implementation team agree on the project's goals and objectives. This includes identifying the business problems the new platform is meant to address, the benefits it is expected to deliver, and the metrics used to measure success. By aligning these goals, both parties can work together more effectively towards a common objective.
In addition to this, it is important to address the Minimum Viable Product (My colleague Kevin Bumber covers this in his blog here) that is to be delivered as part of the project as well as a future roadmap that allows for continuous improvement.
Communication, Communication, Communication:
Clear communication is crucial when implementing a new HR platform. It's important to establish regular communication channels between the client and the implementation team to ensure that everyone is on the same page. This includes regular project status updates, identifying risks and issues, and discussing potential solutions. By communicating effectively, both parties can work together more efficiently, reducing misunderstandings and errors.
Implementing a new HR platform can be a lengthy process, and it's essential to manage timelines properly. This involves setting realistic deadlines and milestones, promptly communicating any delays or issues, and keeping everyone informed of progress. By managing timelines effectively, the project can stay on track, and potential issues can be addressed before they become critical.
Budget and Resource Allocation:
Implementing a new HR platform can be costly, and it's crucial to manage budgets and resources carefully. This includes identifying any additional costs or resources needed, managing project expenses effectively, and ensuring that the project remains within budget. By managing budgets and resources carefully, the project can be delivered within expectations and without any significant financial impact.
In conclusion, implementing a new HR platform can be a game-changing experience for an organization. However, it requires effective level-setting and expectation management to ensure success. By aligning goals, managing timelines, communicating clearly, and managing budgets and resources, both the client and the implementation team can work together more effectively, delivering a successful project that meets everyone's expectations.
A bit about Scott: Scott joins us with seven years of ServiceNow experience, across both platform administration and project management. With over 20 years of engineering experience in large scale environments, he has been a project manager of ServiceNow for several years now. He has primarily worked within the ITSM, CMDB spaces. He brings with him a CSA certification and is currently working on his HR certifications. His experience includes agile project management, working with stakeholders to gather and harden requirements, functional design and solutioning, conducting training, platform administration, platform configuration, integrations, and analytics. Passionate about making people’s lives easier through project management and team collaboration, he is focused on providing smooth and transparent project delivery.
About The Anti: In 2017, we realized traditional HR technology consulting desperately needed an overhaul. So, we flipped the script on consulting culture.
We grew a team with expertise in real world HR process design and technology implementation
We aggregated and refined the best practices we’d already proven elsewhere
We rejected traditional friction points and changed consulting culture for the better
It caught on, and we have since delivered 250+ ServiceNow HRSD engagements as an Elite ServiceNow Partner 100% committed to the employee experience workflow products. The Anti brings a unique blend of HR Consulting experience, HR Technology backgrounds, and HR Practitioner expertise to every engagement.
For more information or to schedule a call with our team, drop a note to email@example.com!
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