Struggling to integrate IT and HR for new information systems?

In my opinion, HR & IT are a valuable asset to every company or organisation. Without these two tools or pillars we can not move smoothly towards success in our business. HR skills is to be sharply implemented with coordination of Information technology (IR). Both joint shoulders create a powerfull strength to the company. A positive attitude will flow & that should be in well planned way to give a disciplined way decision to implemented in around all the key persons so we can get proper way good smell of growth as we deserve, design & desired too.

Document your processes both on the HR side and the IT side, then create a flow chart showing where the gaps are in the flow. This allows all key stakeholders to see the gaps quickly and start working on a plan to better align. Make sure you have the expected outcome showing the positive change for all parties involved.

Absolutely, assessing your organization's specific needs before diving into integration is essential. Start by involving both IT and HR teams in a collaborative discussion. This will help in identifying the gaps in your current system and in determining the functionalities required from the new system. It's important to consider how the new system will address these gaps and improve both productivity and employee satisfaction. Successful integration isn't solely about the technological aspects; it's equally about meeting the needs and expectations of your workforce to ensure a smooth transition and maximize the benefits of the new system.

Focusing on assessing needs should first begin with what are the gaps and a validation on whether those are truly technological deficiencies in current state or simply business process inefficiencies. Often times organizations will prefer to blame technology instead of assessing how their current state was set up and how many exceptions and customs had to be created by the same teams now being tasked with implementing new solutions. Everyone must be clear-eyed about the expectations if the business is unwilling to use the tools as they were designed (for the most part).

The critical part of the 'Plan' stage, is to ensure there are clear roles and responsibilities. I would go as far as developing a RASCI model and a broader Stakeholder map. Knowing 'who's who and who does what' is key to seeing up the right working teams and decision-makers. Just a reminder and for further discussions, not all tech sits with Technology as with many more mature organisations, HR tech is owned and largely managed by HR tech/functional professionals.

There is such a thing as too many cooks in the kitchen - especially if everyone is thrown together and no one ever level-set roles and areas of governance. Setting a task force composed of subject matter experts is key but they must all be consistently available and have their teams’ support to manage their regular day-to-day tasks while they’re focused on a project of this size. That’s what will help make the project plan successful- communication is a given - how that’s done is up for debate (cadence, tools, meetings, vs emails, etc) but having someone through which that’s funneled helps the team have one voice.

In my opinion, Once the needs are clear, it's crucial to move into the planning phase with a collaborative approach. Form a joint task force with members from both IT and HR to define the project scope, establish timelines, and set milestones. This joint planning ensures that both departments have input, which helps build a sense of ownership and minimizes resistance to change. By engaging both IT and HR in this process, you’re not only aligning the technical aspects of the project but also preparing the organization culturally for the upcoming changes. This approach fosters smoother implementation and helps ensure that the new system meets both operational and employee needs effectively.

In my experience, Selecting the right system is a decision that warrants careful consideration and should never be rushed. Take the time to evaluate multiple vendors and solutions, ensuring that they align with the needs previously identified. Your choice should not only support your organization’s long-term strategy but also be adaptable to future changes. Involving end-users from HR in the selection process is crucial, as they can offer valuable insights into usability and functionality, helping to ensure that the system effectively meets practical, day-to-day requirements. This comprehensive approach will help you choose a system that is both strategically sound and operationally effective.

Practice man perfect. Proper training to everyone must be given time to time repeatedly without hesitation. Regular clarity makes freshness mood in stakeholders. Our vision must be visualise with reasons into mind of everyone showing national interest & growth unlimited & ultimately with each & every stakeholders.

Training is indeed a crucial aspect of implementing a new system. It’s essential to provide comprehensive training for both IT and HR staff, ensuring they are not only proficient in using the system but also equipped to leverage its full potential. This goes beyond just technical know-how; it involves empowering users to integrate the system into their workflows effectively. Investing in thorough training helps to minimize post-implementation issues and boosts user adoption rates by building confidence and competence among the staff. By doing so, you set the stage for a smoother transition and more successful utilization of the new system.

In my opinion, Rushing into full-scale integration can indeed be overwhelming and potentially disruptive. Instead, adopting a phased approach is a more effective strategy. Begin with the core functionalities and gradually introduce more complex features over time. This method allows both IT and HR teams to adjust and refine processes incrementally. By implementing the system in stages, you can troubleshoot and fine-tune in real-time, minimizing disruptions to daily operations and providing a buffer for learning and adaptation. This gradual approach helps ensure a smoother transition and better overall integration.

Grow step by step, Don't try to come into race of rabbit. No any city have made in a month or year. Therefore, planning must be looking our group & ground level. Accordingly, we imagine & manage with slowly but solid way to execute the innovative thought by received from our R & D.