Leadership is the Catalyst for Successful Technology Adoption
December 3, 2024

In the final part of the 'Are you getting value from your HR tech investment' we look at leadership. Leadership has been a common thread throughout the series but deserves a discussion all of it's own.


The alarmingly high figures of those transformations which fail to deliver on expected outcomes (the figure ranges between 70% to over 90% across various research McKinsey, BCG, Bain & Company), the one consistent theme is leadership. Whether it's having a clear direction, having the right skills in the organisation (including the leadership), securing the right resources or overcoming internal resistance, the process can seem overwhelming. This is where strong leadership comes into play as the anchor that can weather those storms or indeed be the compass that shows direction, particularly after you have gone live as change is continual and doesn't stop.



Visible Advocacy for Change


There are the 'hard' demands of a leader, such as budgets, resources etc. but actually let's start with the 'soft' skills needed to promote and keep the momentum of change.


The role a leader plays in technology adoption is being visible advocates for change. When leadership demonstrates their commitment to integrating new technologies, it sends a powerful message to the entire organisation. Employees look to their leaders for cues, visibly supportive leaders help to alleviate fears and uncertainties. This is particularly important once the programme has gone live or moved into a BAU state. The programme provides visibility for the initiative but once that moves on then as a leader continuous championing of the benefits and ongoing change is important. Remember leaders and leadership exists at all levels within a business and not just as a senior leader. Managers and employees should also be advocates and this is often where it is most effective. However, behaviour is mostly driven by senior leaders and the trickle down effect of positive advocacy, intention and action.



Commitment and Resources


Advocacy is not just about words; it’s about actions. Leaders must ensure that they are providing the necessary resources to facilitate this transformation. This includes allocating budgets, providing training, and ensuring that there is adequate support for troubleshooting and problem-solving. When employees see that leadership is backing warm words with actions, they are more likely to buy into the new technology and the change that accompanies it. But commitment goes beyond budgets, it's about being present, supportive and vocal. Again this tends to happen more in the midst of a delivery, but actually needs to continue after go live and is key to being active in creating the right environment to get the value from an investment long term.



Aligning with Business Drivers

Holding on to 'why' you started the change in the first place so you can continue and the teams can align technology adoption with business drivers and strategy is vital even more so after a go live. Leaders need to make it clear how the new technology continues to aligns with the company's long-term goals and that it will continue to grow with the business. This not only helps to prove the investments validity, but also helps employees understand the bigger picture. When technology adoption is tied to business objectives, it is easier to measure its impact and ROI.



Optimising Investments


In an age where optimising investments is paramount, leaders play a pivotal role in ensuring that technology serves its intended purpose.


Firstly, understand what you have bought, what you are using and importantly what you aren't using. The number of customers who I speak to who are unaware what they have bought and that licenses for functionality remain unused. Usually with another solution being used in it's place and essentially paying twice! Often it comes back to leaders saying 'I don't need to know all the details', but some awareness of the basics is important.


Working closely with vendors to support the optimisation of the technology is key, and we talked about this in the last article so I won't go into much detail here. But if done right then the roadmap of a vendor offers opportunity to continue to show improvement over time and in doing so continues to give teams, managers and employees more value in their day-to-day activity.


But beyond the vendors then it is ensuring you have the right operating models and skills in place, which will then allow capacity to listen and act on the demands of the team and the evolving requirements coming from the business. I talked more about these in the first of this series.



Internal Buy-In and Overcoming Resistance

Perhaps one of the most challenging aspects of technology adoption is overcoming internal resistance. Change is hard, and it's natural for HR teams and employees to be wary of new systems, processes and ways of working that may disrupt their routine and well trodden patterns of work.


Here, leadership visibility is crucial. When leaders are actively engaged in a transformation process, it encourages the entire organisation to buy into the change by leading from the front. Resistance is natural and should have been looked at when in programme delivery mode, but that resistance if not addressed during delivery will grow, persist and get sticky once you have gone live and becomes much more difficult to unwind. As a leader, come out and address that resistance with your change teams. Listen, act on the feedback, but don't be afraid to be honest about the challenges. It goes without saying that having reliable change agents throughout the business especially if you are dispersed geographically is crucial. There isn't enough space here for discussion at length around approaches to change but many great resources out there.



Transparency


Whilst organisations can be dysfunctional, idiosyncratic, and in some cases endearingly crazy, the people who work in them are not silly. They can smell diplomatic non-communication (waffle!), so being honest and transparent is key. Whilst sensitivities do exist and timing can be difficult, being straight about the challenges (and oddly sometimes about the successes too!) is important. Regular updates and open forums for questions and feedback can help in addressing concerns and building trust. When employees feel heard and involved, they are more likely to engage and reduce the areas of friction or resistance.



Action points:


  • Leadership is the catalyst for energising, guiding, and ensuring you maximise your investment. It distinguishes between a stagnant transformation and one that delivers lasting value long after going live.


  • By advocating, providing the necessary resources and explaining how the transformation aligns with business goals, leaders can ensure smoother and more effective technology integration. Engaging with employees to overcome resistance and align with the organisation’s capabilities to foster a culture of continuous improvement.


  • Remember leading can come from anywhere in the organisation and is most effective when leadership behaviour is displayed in all parts of a programme, but is all to often shaped and set from those displayed by those at the top.


If you’re ready to lead the business through a successful technology transformation, it’s time to step up, be visible, and take action. Your commitment to this change will inspire your team and drive your organisation forward.

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Let's Talk Vendor Relationships

November 10, 2024
Part 2 - Do you feel like you are getting short-changed on your HR Tech investment? In the last article we looked at Setting up for Success and Utilising what you have bought as a start point for gaining value from your investment. In this one we will move to look at those Technology Vendor Relationships which can often be messy and tricky to untangle once they start to go wrong but they are relationships worth the time and investment. The Importance of Engaging with Your Technology Vendors Your relationship with your technology vendors shouldn't end after the sales process and like every relationship it takes time and investment from both sides. I often feel more marriage counsellor than consultant, as there are two sides to every relationship, but I am only going to talk about the side you control as a customer here, as obviously if a partner or vendor goes rogue, then that is a very different issue. If managed well then they can sustain for long periods of time and should evolve into a partnership which yields value above what you might anticipate. Pre and Post selection - Building and Maintaining Strong Vendor Relationship There is a whole article alone to talk around the pitfalls whilst going through a selection process, but the critical point is that the type of engagement with a vendor is often set during the procurement phase. This can be difficult to turn around if it is too adversarial or in fact if it is too distant. Including engagement with leadership in your business (more on that later). A good vendor relationship post Go Live starts with: Post Go Live Onboarding - to understand key operational areas such as; how they are structured and how this structure aligns to your internal operational teams. And don't leave it until you have gone Live. Start this process in advance to iron out the issues. How support works - to manage inevitable bugs, issues and errors, particularly around regular updates and upgrade process. Roadmap and upcoming features - What mechanisms are in place to understand new capabilities/features which you could align with your roadmap to meet your business goals and the business case which the transformation was likely built upon. Above all a be proactive. A proactive approach benefits both parties, fostering a partnership based on mutual growth and improvement. Communication; Schedule Check-ins they are Essential Don't wait for issues to arise before contacting your vendor. Regular reviews between operational and also semi-regular leadership meetings, will help address potential problems early and keep your vendor informed about your evolving needs. These meetings should be scheduled consistently to discuss performance, upcoming updates, and any changes in your business requirements. If they aren't offered as part of the approach with a vendor then set them up yourself. Don't wait to be offered. Participate in User Groups, Customer Communities and online content The user groups and webinars are excellent opportunities to learn about best practices and new features directly from the vendor and other users. The customer communities can offer a wealth of knowledge for users who are themselves evolving their solutions or running into the same issues, use the power of the crowd to get issues resolved. Encourage your team to participate in the events which keeps everyone informed and engaged. Leadership Engagement and Tech Vendors Leadership plays such a pivotal role in the success of HR technology implementations and the Vendors know this. Leadership engagement is a currency in the Vendors eyes as a commitment to promoting and growing the relationship, as well as the use of the solution within the organisation. It cannot be understated. The most successful transformations involve leadership engagement with the vendor. People leaders and CIOs should actively participate. Do not leave this solely to your teams as it can be a sign for the vendor that you are not serious about this investment, so will be come more transactional rather than a partnership. None of the above is to say that you shouldn't be holding the vendor's feet to the flames when needed, but it should be used as an exception rather than a rule and this type of engagement will make it so much more effective. Takeaways In every successful transformation, nurturing the relationship post purchase with a vendor can be make or break in supporting the ongoing value you could be achieving from your HR tech. It is an element which is so often missed as a factor of success, and isn't realised until it was too late and as with most relationships, once they are broken they are hard to recover so to try and avoid this start with: Being Proactive - Push to understand how to engage and align where you can in your teams on the best ways to leverage the relationship. Communicate - Consistent communication ensures that you continue to invest in the relationship, stay updated on the product roadmap, and receive the support needed to adapt the technology to your business needs. Leadership Engagement - the relationships at the top will often set the tone for ongoing relationships elsewhere in the teams. Remember these are the ones that can add value on your investment. This capital is also one you can draw down on in the trickier times. Creating a successful HR technology transformation is a collaborative effort. A good relationship can yield value beyond the investment as it is the additional value derived from long term engagement in good and tough times which will support gaining value beyond the pounds and pence. Ready to take your HR tech investment to the next level? Get in contact to discover how we can help you maximise your technology's impact.

When all you have is a hammer, everything looks like a nail - When not to use Gen AI

October 14, 2024
I was lucky enough to drop by both the techUK and CIPD Festival of Work events this week, both excellent, and certainly will be heading back next year. As you'd expect other than the space race for more elaborate stands (my favourites being mini golf and seeing my terrifying realistic holographic digital twin), AI presentations, demos and chat were everywhere, particularly GenAI. Speaking to a few of people at the events though, including some vendors, it struck me that there was increasingly a misconception or association that AI means Gen AI. Now this won't be helped by the likes of the Apple product launch this week including Gen Ai across it's products (I can't wait to generate my own emojis....) but its worth taking a step back just to look at what Gen Ai is useful for in an HR context and where it isn't. The same was true a few years ago when every new product needed machine learning as part of a core offering. GenAI and tools like Chat GPT are often lauded for their ability to generate human-like text and streamline various tasks. However, it’s crucial to remember that generative AI is just one type of AI among many. The field of AI is broad, encompassing diverse techniques such as rules and heuristics, optimisation, simulation, data visualisation, and non-generative machine learning. As an HR team do I really need to know? Well, yes! As we will see having transparency is key and not all AI is equal or appropriate, and while our trusted software vendors and partners will be focused on delivering new AI capabilities in the coming years, it's crucial to delve deeper to gain a better understanding also as it will become apparent there is still preparation and thought as to how to deploy it rather than just switching it on. So for HR professionals and business owners, knowing when not to use generative AI—and considering alternative AI approaches—is essential. Here’s why: The Limitations of Generative AI Context-Specific Solutions Generative AI excels at producing text based on patterns in large datasets. It’s perfect for drafting emails or generating content ideas. However, it falls short in specialised contexts where domain-specific knowledge is crucial. For instance, making complex HR decisions based on nuanced employee data might require a more tailored approach, such as rules-based systems or simulation models. Accuracy and Reliability Generative AI can produce impressively coherent text but may sometimes generate plausible-sounding yet incorrect information. This is a significant limitation in scenarios where accuracy is paramount, such as compliance and legal documentation within HR. In such cases, a combination of data visualization and non-generative machine learning might offer more accurate insights. Lack of Explainability One of the critical drawbacks of generative AI models is their "black-box" nature. They offer little insight into how they arrive at specific outputs. For HR teams needing transparency is paramount in decision-making, especially in regulated industries. Rules and heuristics-based systems provide a more explainable and trustworthy alternative.