Before the Buy

I sat down with our General Manager of Professional Services, Jacques Dumais, to discuss some of the challenges he’s faced during his lengthy career implementing talent management technology. At Technomedia, Jacques is responsible for leading and managing the team that supports professional consulting services in addition to customer support to our clients throughout North America, Europe and Asia-Pacific so he had some very poignant opinions that will help anyone considering a technology change. I’ve highlighted a few of the key points that helped to form our latest white paper titled Before the Buy which you can download here.

Who’s on First? 

Selecting a talent management technology typically involves a variety of stakeholders with their own vested interests. As a result, organizations often opt to approach different HR needs using the same rotating cast of characters in an effort to expedite the process. Rather than recycle, take the time to assess the issue and identify the relevant stakeholders. After locking in the stakeholders, the chosen lot should outline the organization’s HR and technology needs to ensure the process will remain focused on the issue at hand. This is where things tend to go haywire. 

Are You Gonna Go My Way?

Consider what makes up the organization: employee demographics, office locations, growth goals, and other variables that could potentially impact choosing a technology. Ask questions, find answers, and debate the possibilities to determine the project’s scope and educate the committee on how technology will support the organization’s needs. With the objective and business needs clearly defined, the selection committee will be equally informed and with any luck, on the same page. From here, the process needs to identify existing IT and business systems to find integration points, outdated processes, additional influencers and potential future uses. Roadmap in hand, the selection committee will be able to develop a comprehensive RFP that sets realistic expectations to find functionality to fit the business objective and organization’s infrastructure.  

Are You Experienced? 

Moving from scope setting to evaluating proposals, the selection process should consider each technology in action. This means asking more questions to determine success metrics and change management to support implementation. Given that a talent management technology can identify workforce gaps and support leadership development, the selection committee should conduct a current state analysis to use for comparison in the future. Establishing metrics will work to reinforce the project’s original objective and remind the selection committee of the business needs, expectations and capabilities of the organization. 

By involving key stakeholders, informing the selection process and preparing for action, the organization can begin the discussion of which technology to purchase and buy with confidence.

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