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If You Build It, Will They Come? How To Create User Adoption Of HR Software Applications

Topic:
If You Build It, Will They Come? How To Create User Adoption Of HR Software Applications
Date:
May 19, 2011 at 3:30 - 4:30 PM ET
webcastImgVirtual
 
  
Description
I want HR practitioners to really leverage the HR software that they purchase. Every single day, HR software is purchased by HR practitioners. For this discussion think "software" as in systems, platforms, applications, point solutions, etc... even more granular think; recruiting (ATS- applicant tracking system), performance, succession, compensation, learning, HRIS, payroll, etc., etc., etc.

No one wants to admit it publicly but most HR software is NOT adopted by users and/or admins. Sure HR uses some of the software they purchase but only a fraction. Sales people sell HR software based features, benefits and attributes of said software. Over the past few years HR practitioners have fallen in love with the GUI (graphical user interface) of HR Software. Needless to say, HR software firms have churched up their software, added some sizzle and viola... HR software looks better than it did 5 years ago. So what. It looks better, it's delivered differently – SaaS (software as a service) versus on-premise, etc. Again, so what. If users don't use the software then the ultimate value is never gleaned.

In most companies, HR has to build a business case for software purchases. A part of said business case is some sort of fuzzy math ROI calculation and/or cost benefit analysis for the expenditure. I think largely these calculations are fraudulent because I have yet to see an ROI calculation that takes into account differing levels of user acceptance of said software. They all assume 100% user adoption.

What makes this so crazy is that most HR professionals are terrible at managing change when it comes to the HR software they purchase. They tend to think too much about the selection of the "right" software and less about what happens next (read: post-sale). Don't get me wrong - selection is important but I honestly feel that one can have the "wrong" software but if it is truly accepted by users... you'll get more out of it than the "right" software that is poorly accepted by users. Of course, if one could combine the "right" software with phenomenal user acceptance... then I believe HR could unlock all the potential of said software. In case you're curious, here's why HR does a poor job managing change in regards to HR software. It's getting the following factors all wrong:

- Communication strategy (who, what, when, where, why, etc.)
- Anxiety management (we're going to take care of you... no matter what)
- Expectation management (yesterday you did, tomorrow you'll do)
- Onboarding (treating users humanely & getting them excited about the future)

So the purpose of my presentation is to help practitioners resolve these change management gaps. I’ll communicate best practices for both new HR software purchases as well as how to garner user adoption of existing software purchases.
Who Should Participate
HR, PHR, SPHR, GPHR, Director of HR, VP HR, SVP HR, EVP HR, CHRO, HRIS, HRIT
Extra Learning Material

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Recommended Resources
(1) http://www.fistfuloftalent.com/2011/04/no-such-thing-as-black-people-music.html (2) http://www.fistfuloftalent.com/2011/03/damn-id-like-to-tag-that.html (3) http://www.fistfuloftalent.com/2011/03/hr-and-donuts.html (4) http://www.fistfuloftalent.com/2011/02/waste-not-want-not.html
Categories
Compensation
Human Resources Management
Workforce Management (Time & Attendance)
Core HR: Payroll for HR and HRIS
Training and Development
Leadership
Organizational Development
Performance Management
Workforce Planning and Analytics
Predictive Modelling
HR Scorecards
HR Metrics Implementation
PM Metrics
PM Succession Planning
Technology
PM Assessment
Cascading Goals
360 Feedback
Strategic HR
Organizational Diagnosis
Measurement of Culture and Climate
Knowledge Management
Decision Making
Skills/Competencies
Communication Programs
Change Management
Succession Planning
Leading Change
Empowerment
Leadership Competencies
Motivating
Collaboration
Communication
Leadership Training and Development
Train Your Leaders
HR Leadership
Managers As Leaders
Approaches and Systems (not software)
Corporate Learning
Implementation
Authoring Tools
Analytics and Measurement
Simulations
Learning Content Management Systems
Learning Management Systems
Content Development
Planning and Strategy
HCM US Based
HCM Global
Model, Planning, Mgmt and Measurement
Model, Planning, Mgmt and Measurement
HR As Consultant
International and Global HR
The HR Practitioner
Structure and Organization
Foundations of HR
HR Administration
Professional Associations
Skills and Competencies
Future of Work
Present Trends
Incentives Measurement, Reporting and Analysis
Job analysis, Evaluation and Grading
Incentives Planning and Management
Compensation Surveys
Compensation Salary Surveys
Rewards and Recognition
Integrated Talent Management
Social Media And Employee Communications
Technology Enabled Learning
Surveys Organization
What You Will Learn
Learning Objectives: 1. Employee Communications Best Practices 2. Strategic Understanding of HR Software 3. Building a Better Business Case for HR Software In this session attendees will learn how to maximize their investments by effectively managing the specific processes involved in a major software change implementation.
Sponsored by
Institute for Human Resources (IHR)
Institute for Human Resources (IHR)
The Institute for Human Resources (IHR) has a Certification Program for you! Attend free online workshops, network with peers and industry leaders, and achieve a professional designation without leaving your desk.
Presented by
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speaker spacer
William Tincup
Tincup & Co.

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