Any CHRO can be consumed by the rapid pace of innovation in the HR technology stack marketplace. Before investing valuable time and resources, there are fundamental questions to consider. This exercise will create focus, exploit areas of concern, and avoid wasted time on things that may not be mission critical. Build an HR tech stack that is powered up for 2020 and beyond.

A CHRO needs a tech stack that is enabled for 2019 and beyond.  Why?  Because the organization can’t be slowed down by the basics, and wasted time is lost opportunities.

 

The HR tech marketplace is expanding at a mind-blowing pace and offering innovative solutions for every part of the talent life cycle. It’s easier than ever for organizations to implement meaningful HR transformations or get stuck in the process of chasing shiny objects.  How do you cut through the noise?

 

With so many new solutions to consider, it’s common for HR leaders to become overwhelmed when choosing what’s right for their organization now, and in the future. HR leaders need to deeply consider some key questions when acknowledging their HR tech stack in 2019.

 

Question #1 – We Have a System in Place – What Does It Mean to Improve What We Have?

 

All HR leaders should step back before asking for funds or making changes and ask:

 

  • What strategic goals are we striving for, and why?
  • How does technology help us move the needle faster?

     

Let’s say a company is trying to determine the following: Why are we losing staff in key revenue generating roles before they finish year one?  What are we doing wrong?

 

The hiring profile, training, onboarding, and peer coaching all play a role in staff retention.  HR leaders invest time and budgets in covering all these key employee lifecycle events. The right software and technology investments can help HR leaders demonstrate value in programs that often can be harder to justify.  The HR tech stack is a backbone application that helps HR leaders get to the root causes of rapid year one turnover and key success metrics of top performers.  The right HR tech stack isolates what was different from a successful year one in contrast to failed year one in a few simple clicks.

 

If the answer to question #1 is yes, we need to improve, and our tech stack needs to help us improve how we source, hire, train and onboard the right revenue generating people then it is on to the next step.

 

Question #2 – How Do We Make Sure That Everything in the Tech Stack Works Together?

 

HR systems are not all created equal, each offers value, but it is important to think like an employee when you address the concept of a platform that works seamlessly.  Your employees want everything they need in one place, and patching apps together will break eventually.  No HR leader wants to spend time and money creating silos because the tech stack is not integrated, and this is exactly what can happen.

 

Keep thinking like the employee to see the full picture here.  Employees will engage with the tech stack for:

 

  • Performance management
  • Onboarding modules/programs
  • New hire learning path
  • Collaboration
  • Vacation requests
  • Benefits information
  • Payroll records

     

Having too many places to go to is just flat annoying and time wasting for employees.  The bigger risk is lack of adoption because of inefficiencies.  Once employees give up, HR loses what they need to grow employee engagement through a well thought integrated tech stack.

 

Research shows that best in class HR technology is an integrated solution, plugging numerous solutions into one platform and being careful not to create integration problems.

 

Question #3 – Is This HR Tech Stack Investment the Backbone to the Business?

 

With all the impressive shiny objects available in the market, it can be easy to get caught up in the hype and the fear of being the last adopter in your space.  Borrow a proven decision-making discipline to avoid pain and lost cycles: Is this “need to have” or “nice to have?”

 

It is important to consider incremental improvements before risking a complete overhaul of HR systems. Change can become overwhelming, requiring long implementation timelines, deep integrations, and significant costs.  Nobody wants this if it could have been avoided.  Incremental changes are not a failure in the bigger picture.

 

Question #4 – Does the Solution Have Enough Horsepower for the Enterprise, and Can We Grow into It as We Scale the Business?

 

A large enterprise is going to end up dealing with legal, technical, and complex demands of a global business model.  Also, an HR tech stack holds private data that requires security and a proven track record when working with a third party.  Any breach in the HR tech stack is dangerous.

 

It is also critical to pay close attention to the scalability of new tech solutions. Although a technology platform might seem right for your needs now, this does not guarantee that if your business grows at a rapid pace that the platform can keep up.

 

Check these boxes.  Make sure the solution is robust enough for the large application and ready to scale for the future.

 

Using the HR Tech Assessment Tool will elevate the thought process and help you ask the hard questions.  2020 and beyond requires an HR tech stack that benefits the business in countless ways and helps the enterprise assess the success of key programs that power up employee engagement.  Don’t let legacy systems drag you down and prevent progress.

 

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ABOUT THE AUTHOR

David Szen

Leverages expertise in leadership, sales, talent optimization, strategic client development and coaching for performance to help clients craft and implement strategies that help them make their number.

Prior to SBI, David spent 8 years at a sales effectiveness consulting firm helping clients drive results. He brings deep experience in direct sales, leading sales teams, major account development, client acquisition and talent development.

 

Most notably, he delivered results on projects that included developing global clients, optimizing coverage, creating new logo sales opportunity, improving sales productivity, and developing tenured sales staff. 

 

David is a street level thinker who can quickly diagnose sales gaps because he has been in the trenches as a sales rep, sales leader and an operator with a proven track record.

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