HR Technology: How to Get Executive Buy-In

HIGHLIGHTS
  • Research before speaking to your leadership team
  • Think long term when adopting new tech
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HR technology is ubiquitous these days, but that doesn’t mean getting buy-in for a new type is easy.

As an HR manager, you wear many hats, including guidance counselor, accountant and recruiter. This presents an opportunity for you to design your employees’ workplace experience.

No two companies are completely alike – which means that no single HR technology vendor will have a full set of service offerings that meets each of your needs. So you’re tasked with finding harmony between all the products available to create the most effective HR program for your company and its employees.

As you conduct research and craft the right product suite for your organization, you’ll face certain obstacles, from eliminating legacy systems to adopting new technologies outright. Here are some tips for overcoming those hurdles:

Going from analog to digital

If you need to get a green light to automate a process you typically complete manually, it’s understandable to feel apprehensive about pitching a vendor (and its added cost) to your leadership team. You may even think that your supervisor will think you’re managing your time ineffectively.

Ask yourself: What percentage of your weekly workload is taken up with this task? How much time do you stand to save if you adopt an automated process? Then communicate with your supervisor clearly and honestly about the added productivity automating the time-wasting tasks can save you and the company — and how gaining that extra time would be reflected in your output.

Adopting a budding HR technology provider

Is your provider of choice a new player to the game? Prove the product’s worth with strong referrals from other business users. Reach out to your HR colleagues of large, well-performing companies to see if they’ve used the platform and can attest to its quality. If so, see if you can use them as a reference. Obtain specific details and figures showing return on investment to back up their claims.

Making a departmental argument

Your chief technology offer may not care about the price point of the platform you’re pitching, but chances are, he or she is concerned with possible integration complexities and the ability to control data via the proposed system. When making the case for change, put yourself in the shoes of each department head so you can anticipate objections and support your argument by speaking their language.

Depending on how large the investment is, you may even need to go further and present a three- to five-year plan on how the platform aligns with the goals of each department. However, while you’re connecting the platform with each departments’ needs, make sure to connect to how it will support the company’s goals as a whole.

Constructing a competitive analysis

If your top competitor is using the platform you’d like to onboard, would your company follow suit? Often, the answer is yes. If a vendor can give your company a competitive edge, that might be reason enough for your leadership to opt for change. Ask your contact for a list of companies that use the product within your industry and add them to your product pitch.

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