Scoping matters. It matters because until you have understood the implications and impact of the HRIS configuration your decision-making is inadequately informed. As a HRIS vendor consultant, you cannot give value-adding advice about configuration, project methodology or process design unless you understand the organisational context, the managerial/user culture, the direction set, the resources on the ground, the nature of the work. As an independent consultancy service, Phase 3 invest heavily in scoping – and in doing so for the longer-term – because we believe that it is a holistic approach that’s going to ensure that the choices you make as a client result in a gently transformative implementation, rather than a succession of bolt-on solutions.
I should stress that the greater the integrative potential of your chosen HRIS (and one respect in which I’m a great advocate of iTrent, for example) the more this is true, because one choice – as simple as the use that you make of a structure-related field – will inform other modules or the tools you wish to interface with the HRIS core. Again a desperately simple note worth making is that if you’re going to need a report on this, then tell us – to make sure our advice is based on an end-goal that includes full Business Objects or Cognos reporting, for example.
Scoping matters for service style too. Please do consider the way in which your supporting partners are best to work with you as an organisation. Are you best suited to intensive work or to occasional support? Which are the missing skills you are going to need available to you? What is the breadth of the consultancy support you envisage in coming months? Are you happy to have expertise working remotely or do you need someone onsite? I do not suggest that these are questions you should have to come up with as a client organisation, but I do suggest that they are questions you should be asked and are wise to answer to thoughtfully.
I have made the case for a challenge to the apparent truism that we are “All talk and no action” and advocated quite a bit of talking in system selection, blue-printing and scoping, both of technical requirement and expert service partnering. Extend the same thought into your ongoing team-work to enable you, as a project or HR leader, to make informed choices that are impactful and holistic, at the right times and with a strategic mind-set.
If you read my previous article “All action and no talk” about the balance between getting on with things and taking enough talk to understand impact of partnering and decision-making, then by now you may be resolute on a bit more of one or the other. For those wishing further to prod a troubling conscious on this point, perhaps you will enjoy a little check-list for some self-diagnosis, sufficiently transparent that I trust you can provide your own chosen score sheet.
My HRIS project typically gets behind because:
My HRIS consultant is great because:
I know I’m making a success of my HRIS implementation because:
Our reports are typically created:
We put the end-users first in that we:
My greatest concern for our HRIS implementation in the long-term is:
Please forgive the simplicity of my statements here. There is of course a happy medium and it is that balance between talk and action, with scoping mattering, that I love to help people find.