[Free eBook] The Building Blocks for a Successful Cross-Module Implementation

A business network concept

Before unified talent management solutions were available, organizations selected best of breed solutions to support recruiting, performance, learning and other talent processes. Systems were managed independently, sometimes with integrations but more often than not without any consistency or connectivity between them. With the emergence of unified talent management a new challenge has emerged; functional areas that once worked independently now need to collaborate and come to consensus on data and processes in order to fully maximize the technology investment.

Our team at Educe Group recently released an eBook to help organizations develop an effective cross-module coordination strategy. Below are some helpful tips from the eBook.

Establish a Governance Framework

Establishing a governance structure is important for any system implementation, but the governance structure becomes even more crucial when an organization is diving into a cross-module implementation. Until recently, talent management professionals working in siloed departments was the norm. Performance professionals dealt with performance reviews, learning professionals dealt with content development, and so on with little collaboration taking place. As platforms are being implemented and connecting these HR functions, more governance is required to manage the interconnecting processes and systems used to administer them. As a result, creating a governance framework to help navigate all facets of talent management becomes important for organizations.

Questions to consider:

• Who are the players? Do they work together now?

• How will they work together in the new system?

• How much autonomy will the module teams have?

• Who has authority to make process changes?

• Who has authority to make configuration decisions?

• Will the same players be involved post-launch?

Drive Cross-Module Communication

To stay aligned on goals and expectations, a regular meeting cadence should be established with project stakeholders. To encourage strong attendance, meetings should be scheduled in advance and take into account varying participant time zones. Each meeting should have clearly defined objectives that are communicated to participants prior to the start of the meeting. Key stakeholders should be held accountable to attend meetings, and invitation lists should be closely managed to keep meetings small enough to be productive. There can be a tendency to over-invite to cross-module meetings, which typically results in reduced efficiency and increased distractions.

Questions to consider:

• Who should be invited from each module team, i.e., Learning, Performance, etc.?

• How often should you meet? Weekly? Bi-weekly?

• What are the objectives for each meeting?

• Who is responsible for scheduling and leading each meeting?

Change Management Considerations

A fundamental principle of a cross-module implementation requires getting buy-in from employees first. Unfortunately, change management tends to take a back seat when organizations gear up to launch cross-module implementations. To combat this problem, companies should assess their company culture and make a decision about which roll-out approach employees will embrace more favorably.

Questions to consider:

• How does your organization currently handle company-wide changes?

• Will it reflect poorly if your organization does not roll out all the modules at the same time? Has an expectation already been set, through a corporate objective for example, for a big bang approach?

• Is it more realistic to do the training, marketing, and change management activities in a phased approach?

• Has enough time been allocated in the project timeline to handle iterations?

• Are there internal timeline commitments that will drive the rollout schedule (e.g., Performance module must be implemented in time to support the next annual cycle, etc.)?

Gather Module Requirements

A common misconception around requirements is that if they were gathered as part of the RFP process the work is done. However, requirements gathered during RFP typically include all items you hope the system will be able to do. During implementation, organizations need to gather the requirements the system needs to do to support their intended use of the system in alignment with business processes and objectives. The requirements for an initial deployment could be a subset of the RFP requirements, and often they are more detailed than what was originally presented to potential vendors. Putting in the effort to determine which requirements are relevant at the current point in time based on the selected roll-out approach is critical to the success of the implementation.

Questions to consider:

• Is it feasible for your organization to host module workshops during the initial planning phases of the project?

• Which stakeholders should be included in the process/requirements workshops?

• Which members of your team will participate across all module workshops to gain a cross-module understanding of the system needs?

• Who on the project team will be responsible for compiling the collective set of requirements that come out of the individual module workshops?

• Who will be responsible for reviewing the resulting document for conflicting requirements, and how will these be resolved?

 

To learn more about building a successful cross-module implementation, click here to download our recent eBook and click here to view our presentation from Cornerstone Convergence.

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