So, you’ve finally decided that it’s time get rid of the outdated time and attendance system you have been using for the last 15 plus years. Whether that system is a combination of spreadsheets and paper time cards, the people that are commonly involved in managing it tends to be payroll, HR and, some in cases, the finance. More often than not, some companies see this as a IT project and so, the very people who are involved in the everyday process of adding up time cards (if your process is manual) are left out entirely or get introduced to system after IT has seen a demonstration or your company has selected its vendor of choice. Make no mistake IT is critically important to the deployment of a time and attendance solution-but to leave out the very people (stakeholders) who will be managing the system on a day to day basis is a recipe for disaster. In short, all stakeholders should be involved when deploying a solution that is designed to automate and enhanced business process.
Scott Span penned an article for TLNT titled 7 Steps to Successful Technology Adoption. It’s a good guide for any company who is going to deploy a cloud or onpremise time and attendance, talent management, CRM, ERP or HR application. Here is a condensed version of the article which reads, in part:
- Align technology and strategy
The purpose of introducing new technology to a business is to improve performance. Start with the goals you want to achieve, and then plan backwards, finding a technology that best supports improved performance. People are more likely to adopt new technology if they can see how it helps them to achieve their goals and objectives.
- Communicate for buy-in and engagement
Achieving user adoption for new technology requires communicating with stakeholders early and often. Before you can communicate with stakeholders you need to have all your stakeholder groups identified. The way each currently performs their work, processes, should be documented. The impacts the new technology will have on them needs to be identified and communicated. Ways in which your organization will mitigate any negative impacts for stakeholders also needs to be communicated.
- Perform a current systems analysis
Technology upgrades or introducing new technologies carries a huge compatibility risk – what if the new systems turn out not to be compatible with those you already have or integration requires more build time than was anticipated.
- Develop training approach early
One of the biggest risks to user adoption is lack of sufficient and customized training. Many vendors offer training options as part of your technology purchase, however, most of this training is standardized off the shelf and not specific to your business processes or culture. Training should not just be screenshots and PowerPoint. People need to see and play in the system, prior to go-live, in the context of their specific work processes.
- Integrate technology deployment with change management
Many organizations are so focused on deployment and conversion, schedules and criteria, that they fail to deploy and integrate a change management process for helping stakeholders adapt and adopt to technology. This is often one of the biggest reasons for rocky deployments, low adoption, and project failure. Technology only achieves desired goals if the people adopt it, if they don’t, technology is just wasted money.
- Create an effective governance structure
Many technology deployments fail to establish an effective governance structure to lead and manage the deployment. Often project management and technology resources are assigned to govern the implementation, but the voice of impacted stakeholders and even customers, is not represented. Effective governance can’t exist in a silo or a vacuum.
- Monitor and course correct
Introducing new technology is likely to cause a major disruption to workflow. Monitor your deployment and consider whether the implementation schedule may need to be revised into smaller more manageable stages. Provide stakeholders opportunities to offer feedback. New technology impacts everyone, so listening to stakeholder opinions and concerns and adjusting your deployment as needed, is important for achieving adoption.”
Deploying a time and attendance should not be a difficult undertaking. Once you have checked all the boxes of the above mentioned steps, the next important step is to assign a project manager. While that person does not (although this would be nice) need deep implementation expertise, they need to have the authority and capability to bring all parties together at any given time to ensure the success of your deployment.
Finding a time and attendance solution that meets your business goals and can be deployed on time and on budget can be overwhelming and frustrating exercise. But it doesn’t have to be. And, that’s why ATS created a helpful guide, based on the real-life experience of our customers who, like you, converted from manual and out-dated business practices and spreadsheets to a best-class time and attendance solution.
How do we do it? First, we cut through the hype select the solution that meets your business goals fits your needs of your operation. It all begins with scoping interviews, where we get an in-depth view of what you need from the ATS Time and Attendance Solution. Once this is complete, we can start to plan for implementation, testing, training, and support. From there, we initiate the ATS Time and Attendance as an integrated solution
To download an ATS Time and Attendance Implementation Guide, go to our website. You can also review a demonstration of ATS TimeWork OnDemand or attend a bi-weekly webinar, while browsing through our site. And, to reach one of our solution consultants by phone, call 866.294.2467.
