The 11 Most Typical HRMS Software Implementation Issues

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The 11 Most Typical HRMS Software Implementation
Issues
Choosing the best HRMS solution for your company
is simply the first step. The system is only
possibly flawless at this point. The setting up
and execution of your new technology will
determine whether it truly transforms your HR.
And this presents some very real
issues. According to a survey by SHRM, 36 of
organizations reported employee resistance as a
significant challenge during HR technology
implementation.
Project Management Before we even explore the
technical or functional parts of the system, we
must decide how you will manage the
implementation process. Is a specialised
implementation team in place? If part or all of
the team is active in the project in addition to
their 'day job' (which is highly likely and, in
fact, the usual), what assistance is in place to
help them balance priorities? If there are none,
your HRMS installation is likely in jeopardy.
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Who makes up the team? Are all of the important
stakeholders represented? Is there adequate
overlap with the team that oversaw the system's
selection (that is, does the implementation team
have access to the information and expertise
gained during the selection process?) Change
Management You're not only altering technology
you're also changing people's working
environments, how they access HR services, and -
in the case of HR employees - their employment
duties and responsibilities. Have you considered
how others would react to these changes? People
have emotional reactions to change, and these
reactions are invariably negative (no matter how
big of an upgrade your new HRMS promises to be,
all change is loss - even if the loss is of the
comfort of the old way of doing things). A
study by Gartner found that 46 of HR leaders
identified change management as the biggest
barrier to HR technology adoption. The
reactions of people to change should influence
how you manage the project, particularly your
communications approach. Employers should manage
and prioritise communications in order to help
users and stakeholders as they go through their
emotional reactions and arrive at their "new
normal." Stakeholder Management Although all HRMS
users are stakeholders in your project, not all
stakeholders are users. Anyone with an interest
in and/or influence over your HRMS implementation
is considered a stakeholder. While employees are
important, your stakeholders also include senior
management and the C-suite, who may never use the
system personally but envision to see and
capitalise on the benefits. Then there are the
specialised jobs that will interact with and
utilise the HRMS in their own unique ways (for
example, HR, payroll, and finance personnel). You
might even argue that major clients and
suppliers should be impacted in some way or have
the ability to influence the outcome of the
deployment process. Distinct stakeholder groups
will have distinct implementation requirements.
Contingent on the stakeholder, the manner you
manage the project and interact with them to
guarantee that they are 'along for the ride'
will change. Your communications plan will be a
collection of distinct mini-strategies.
Stakeholder participation should have been a key
component in overseeing the pick of your
selected HRMS and should be continued smoothly
during deployment. Testing and Setup
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The level of setup required is determined by the
complexity of your HR automation requirements.
Perhaps your chosen HRMS software is exactly what
you're looking for, right out of the box - plug
and play. However, your HRMS implementation
project may also include an assessment of your
HR procedures and some subsequent modification of
the system's processes. You may need to modify
the phases of the process to meet the needs of
your workforce, make modifications to input
fields, or simply add your firm name and logo for
internal branding purposes. In any case, some
setting and modification may be
required. Remember that users are demanding
creatures that are extremely dismissive of faults
and system problems. Don't be persuaded to hurry
the configuration and testing. If no issues are
found, there's a significant possibility you're
not testing well enough! HRMS Data
Precision Putting aside the system for a time,
there is also the matter of the data you will be
using with the system. Your present personnel
records will be your main source of data for
populating the new HRMS. These could be stored
on your old HRMS, a simple database, an
Excel-style spreadsheet, or even in a filing
cabinet. Along with the task of converting that
data into a format that the new system will
recognise and use, there is also the issue of
accuracy. Data Migration from HRMS Moving your
employee and HR data from one system of record to
another is an excellent time to reach out to
workers and request that they review and, if
required, update their personal information.
This is not simply a matter of assigning the work
to people most suited to do it, but it can also
be employed as part of your stakeholder
engagement strategy, including future users in
the creation of the new system you intend them to
use. A study by Deloitte showed that only 18
of organizations believe their HR systems are
"fully integrated."
Data Validation When the system has been
data-filled and is fully operational, it is time
to test it. Neglecting this stage is asking for
a catastrophe after all, for software that will
handle or influence payroll and holds highly
confidential data (name, address, social security
numbers, banking details...), any error or
problem is unlikely to be miniscule especially
for the poor employee on the receiving end.
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• Everything must be tested, including basic
  functionality and navigation, interface with
  other software (ERP, CRM, independent
  best-in-class HR modules), and critical report
  output. Concurrent testing with the previous
  system or manner of doing things is especially
  crucial. The bottom line for your users is that
  the new HRMS must be better than how things were
  done previously if you want to be confident that
  the new system will surpass the old.
• Data Safety
• Data accuracy and migration are critical, as is
  data security once properly transferred to the
  new HRMS. Why is security such a concern? In
  2020, the United States was the victim of 46 of
  cyberattacks (more than twice any other country),
  with the average cost of a data breach being
• 4.24 million.
• The following are the primary risk considerations
  for HRMS security
• Ransomware assaults (in which a cyber-attacker
  breaches a business's systems and shuts them
  down pending payment) are expected to increase
  during 2022, making ransomware prevention a
  growing concern. The pressure is twofold not
  only are attackers attacking your systems, but
  you may face legal consequences if you pay.
• The Internet of Things (IoT) - the internet-based
  connection of physical devices, systems, and
  other mechanisms - introduces susceptibility,
  including the physical operational systems
  managed by the IoT.
• Remote and hybrid working - with the COVID-19
  epidemic on the increase and showing no signs of
  abating, an increasing number of employees are
  accessing their employer's systems (including
  HRMS) from home, with all the hazards it entails.
• Mobile access - a continuous off-premises flow of
  data between users' devices and your
• HRMS (whether in the cloud or not) is a potential
  cyber-attack vector.
• BYOD - When employees use their own devices to
  access the HRMS, the security risk associated
  with mobile access increases.
• Unhappy workers - non-technical but nevertheless
  a security concern, the angry employee may have
  less incentive to adhere to your system's
  security requirements.
• Plenty of Training for Users
• Well done, your new system is exactly what your
  company requires, and the technical installation
  went off without a hitch. However, your HRMS
  implementation could still fail. Why? Because of
  insufficient user training. People like to employ
  systems with which they are acquainted and at
  ease. Creating that sense of ease and familiarity
  prior to the go-live date of your system is
  dependent on sufficient training, and various
  users will have different demands.
• HR personnel - how to use new interfaces, inputs,
  and reporting capabilities.
• How to utilise the new HR dashboard for managers.
• How to obtain and use strategic data for the
  C-suite and senior executives.

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• Employees - how to gain access to employee
  self-service.
• Above all, resist the urge to 'sheep-dip'
  training, in which everyone receives the same
  package irrespective of role or need. Consider
  your training channels with varied user demands
  in mind. Different people respond best to
  different methods of gathering information.
• According to a study by Accenture, 60 of
  employees in India feel they don't have the
  necessary digital skills for the future of work.
  Moreover, a survey by Cornerstone OnDemand also
  found that 38 of HR professionals believe the
  lack of training is a key barrier to adopting new
  technologies.
• You may need to explore a number of learning
  approaches, such as in-person training sessions,
  online e-learning, 'just-in-time' intranet
  lessons, or expert 'super users' who can teach
  their colleagues on an ad hoc, on-demand basis.
  The following should be included in your user
  training, regardless of how you do it
• The new method was implemented for business
  reasons, including potential advantages to both
  the organisation and individual personnel.
• The on-screen user experience - displays, fields,
  basic system navigation, and so on.
• Changes to HR services What will be different in
  the way users approach HR in the future?
• Where do post-go-live concerns go for continual
  support?
• Remember that a software change, like any other
  system or process change, is a de-skilling event
  - users used to know how to schedule a week's
  vacation, but now they don't. You want to return
  user skills and acquaintance to earlier levels.
  HRMS setup user training should at the very
  least provide users with the information they
  require. Even if reaching the condition of
  'unconscious competence' takes some time, they
  should know how to find out what they need to
  know from the start.
• Compliance
• This may be a long-term problem, but the
  foundations of its resolution are most
  effectively sown at the implementation stage.
  Essentially, you want your new HR solution to
  help you comply with labour norms and
  legislation. One of the advantages of automated
  HR is that it prompts managers and staff to do
  compliance measures, such as capturing crucial
  information and preparing timely reports for
  submission to the appropriate government
  authority.
• It is critical that your system adheres to the
  legal standards of your jurisdiction. Naturally,
  if your company operates in more than one
  country or legislative region, this becomes a
  more challenging (and vital) issue.
• Scalability
• Scalability is concerned with the future. Your
  new HRMS may be functional now, but what about
  tomorrow? Or in a span of five years? First,
  there's the matter of the business's vision of
  the future. Consider the following

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• What are the current organisational strategic
  priorities?
• What are your long-term goals for growth,
  diversification, consolidation, and acquisition?
• How can your HRMS help you accomplish your future
  strategic goals?
• The future is then defined by workers and system
  users. As part of the HRMS selection process,
  you conferred with them about their requirements
  and needs. However, not all user requests make
  it onto the list of requirements you send out to
  HRMS vendors, which can result in a bucket list.
  Some of those suggestions for new features or
  enhancements may be of secondary importance and
  will be executed at a later period.
• A survey by HR.com found that 38 of
  organisations reported difficulty in selecting
  the right HR technology vendor. According to
  another report by Bersin by Deloitte, 43 of
  organisations reported that they were
  "dissatisfied" with their HR technology vendor.
• In such scenario, the system must be capable of
  scaling up to a greater functionality, and you
  may build the groundwork for it today. For
  example, if you plan to integrate HRMS and
  payroll software in a year or two for
  simplicity's sake, you can keep that integration
  in mind during the initial configuration and
  setup (and data cleansing), making the entire
  process of broadening functionality simpler and
  more seamless later on.
• As with any IT project, implementing a new HRMS
  raises a number of concerns. The following HRMS
  installation problems are possible roadblocks
  regardless of the size of your firm or the
  extent to which you intend to automate your human
  resources activities. Disregard them at your own
  risk.

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Most Typical HRMS Software Implementation Issues