How to successfully manage change as part of an HRIS project?
As with any project involving a change of tool within a company, upgrading a human resources information system necessarily entails profound changes in the practices and habits of its users.
This is why change management for an HRIS cannot be carried out without a clearly defined strategy, especially as it concerns most of the company's departments (payroll, leave and absence management, recruitment, training, etc.).
How do you organize and support the change to ensure the success of your HRIS implementation? If properly orchestrated, this approach aims to remove obstacles, reassure and prepare for the transition to your new tool, focusing in particular on individuals.
From essential communication to training, let's explore all the key stages to win your employees' support and make your transformation project a success!
What is change management?
Change management refers to the strategies and resources implemented to solve the problems associated with a major change in the processes or tools previously used within a company.
Methodical and collaborative, this approach aims to overcome all factors of resistance to change, with a view to encouraging the adoption of the tool by end-users - in our case, the HRIS.
How do you support HRIS change?
Change management doesn't begin once the change has taken place: it must be anticipated, prepared for and organized upstream of the project.
Here are the various steps you need to take to facilitate the implementation of your future HRIS, before, during and even after its roll-out.
Step 1: estimate the impact of your HRIS project
This preparatory stage is essential if you are to gain acceptance for future changes to internal practices and processes. To this end, carry out an audit of the existing system to identify any problems, shortcomings and areas for improvement.
The results can be used to draw up your HRIS specifications, which precisely define the scope of your project. You should also detail the positive changes that the tool will bring (time savings, cost reductions, productivity improvements, etc.), at company-wide level.
Carrying out an impact analysis will enable you to justify the merits of your project at a later date.
Step 2: Build strategic support
Gather together people from within and outside the HRIS project team who will be involved in managing the change. Share your vision with them, so that they can relay it throughout the company and give meaning to the project.
For example, set up a dedicated working group, within which you appoint a project manager (or change leader), to decide on the strategy and resources to be implemented to support the change and facilitate team buy-in.
Your support can also come from your CFO and CIO, to help you bring your project to the attention of your management, and obtain their support and the appropriate resources.
Step 3: Communicate widely
Communication is the key to successful change management. Lack of information, misunderstanding or even preconceived ideas can lead to stress, doubts and rejection of the implementation of a new HRIS.
That's why it's important to communicate as early as possible about your HRIS change project, even if you're just starting to think about it. This will enable you to prepare the ground, and give free rein to initial feedback and any questions that may arise, so that the changes to come can be better accepted .
Tips for organizing your communication around the HRIS project:
- adopt a clear communication style, adapted to everyone in the company ( avoiding less accessible technical terms );
- circulate information not only to HR teams, but also to all employees, at least in summary form;
- explain and explain the reasons for changing the tool, including the notion of urgency to justify its priority and necessity;
- specify the stages and key dates of the project, as well as the people involved, their roles and responsibilities;
- communicate your vision to show that this project is part of the company's overall strategy, and will contribute to improving the efficiency of the entire organization.
Step 4: Involve your staff
Your employees, and end-users in particular, need to feel involved and concerned from the very start of the HRIS project, and throughout its duration. The aim of this approach? To co-construct their future tool, so that it is as adapted as possible to their practices.
Tips for engaging teams throughout the project and over the long term:
- arouse their interest in the project by conveying a positive image of their day-to-day work with the new tool;
- listen to their needs : get their feedback on their current use of the tool, and transcribe it with a practical, on-the-ground vision;
- involve them in the choice of tool and publisher, by refining the criteria you have identified in a collaborative way;
- encourage collective intelligence: solicit their opinions, discuss the methodology to be adopted, encourage the emergence of ideas and proposals, etc.
Regularly consulting teams and involving them in the decision-making process will make it easier for as many of them as possible to become project sponsors.
Step 5: organize training
To help your teams get to grips with the new tool, draw up a training plan, in which you will consider :
- the training schedule,
- the content, to be customized for each type of user, according to the services and their specific uses,
- training format and materials,
- the people in charge of running the sessions: experts, consultants, in-house members, or the use of the tool training offered by the HRIS publisher,
- the setting up of a test environment to enable appropriation of the tool before a real situation, etc.
💡Provide reference materials, such as user guides that can be consulted at any time, to reassure users. Make sure this documentation is easily accessible, exhaustive, and as clear as possible.
Step 6: Set up a monitoring system
Define performance indicators (KPIs) to monitor your change management process, check that it is running smoothly and fine-tune your approach:
- Is the chosen procedure proving effective?
- Are the tests carried out conclusive?
- What feedback have you received from key user groups? What changes can be made on the basis of their feedback?
- Is the training followed? complete? useful?
Evaluate the real impact of the project, and adopt a continuous improvement approach. Take note of what went well, what didn't work so well, and take stock. This project feedback can be formalized and shared, to enrich the company's project culture.
Managing change management like a project
All in all, change management is both a key stage in the HRIS project, and a process that can be managed as a project in its own right.
To do this, you need to draw on a genuine project management methodology, and define a change management plan, complete with objectives, players, resources, indicators and tools.
Finally, don't forget that internal communication is the foundation of your success. How do you go about organizing the success of your HRIS project?