Introduction of personnel software — Errors during implementation

 Fehlerquellen bei der Implementierung von Personalsoftware

High effort for the personnel department

The Human Resour­ces depart­ment plays a spe­cial role within the com­pa­ny as the inter­face bet­ween manage­ment, spe­cia­list depart­ments and employees. Howe­ver, for many years, the HR office was con­side­red a purely admi­nis­tra­ti­ve depart­ment who­se main task was pay­roll and employee management.

For some years now, howe­ver, HR mana­gers have had to take on much more exten­si­ve tasks. The requi­re­ments are beco­ming more and more com­plex, not only on the part of the legis­la­tor and the employ­ers’ lia­bi­li­ty insu­rance asso­cia­ti­on, but also on the part of the company’s own employees, who are making ever grea­ter demands on the HR depart­ment today than they did some time ago. In addi­ti­on to a new ran­ge of life­styl­es, the desi­re for more self-deter­mi­na­ti­on has also found its way into com­pa­nies, which must be reflec­ted in dif­fe­rent working time models, remu­ne­ra­ti­on sys­tems and time recor­ding con­cepts. All this infor­ma­ti­on must be map­ped on the sys­tem side and should ide­al­ly con­ver­ge in one soft­ware solution.

At the same time, the length of ser­vice of employees con­ti­nues to decli­ne as they chan­ge employ­ers more quick­ly today due to the shorta­ge of skil­led workers. The workload for the HR depart­ment con­ti­nues to increase. As a result, jobs need to be back­fil­led more fre­quent­ly, and spen­ding on head­hun­ters and staff lea­sing firms con­ti­nues to rise. The com­pa­ny is beco­ming incre­asing­ly depen­dent on exter­nal per­son­nel ser­vice pro­vi­ders and is no lon­ger able to recruit per­son­nel its­elf. Alt­hough digi­tiza­ti­on makes it pos­si­ble to respond more fle­xi­bly to the needs of employees, the new­ly gai­ned pos­si­bi­li­ties crea­te fur­ther orga­niza­tio­nal effort.

The desi­re to digi­ti­ze and thus reli­e­ve the HR depart­ment with HR soft­ware is under­stan­da­ble. Howe­ver, due to evol­ved struc­tures, true iso­la­ted solu­ti­ons for each area have for­med in most com­pa­nies, which are not or only insuf­fi­ci­ent­ly com­pa­ti­ble with each other. Many peo­p­le are reluc­tant to con­nect them to ano­ther sys­tem. Howe­ver, HR soft­ware that is indi­vi­du­al­ly sel­ec­ted and con­fi­gu­red for your com­pa­ny is the key to final­ly having all infor­ma­ti­on at your fin­ger­tips in a tar­ge­ted man­ner at the touch of a but­ton. Nowa­days, Excel lists should no lon­ger be used in any com­pa­ny for con­trol­ling in the per­son­nel area. This is becau­se Excel lists do not pro­vi­de you with an up-to-date over­view of your per­son­nel indi­ca­tors: no real-time data trans­fer, no cur­rent sala­ry deve­lo­p­ments and no auto­ma­tic remin­ders, for exam­p­le, befo­re the end of the pro­ba­tio­na­ry period.

Human resour­ces soft­ware can do all this and much more. It is the­r­e­fo­re extre­me­ly important to choo­se the right pro­vi­der alre­a­dy when sel­ec­ting the HR soft­ware. In addi­ti­on, the per­son­nel soft­ware solu­ti­ons offe­red, as well as your exis­ting IT land­scapes, must be careful­ly che­cked for com­pa­ti­bi­li­ty. But which soft­ware is the right one and maps your HR pro­ces­ses per­fect­ly to real­ly reli­e­ve the HR depart­ment, depart­ment mana­gers and also the employees?

Sources of errors in the implementation of human resources software

Due to the high demand for HR soft­ware, many com­pa­nies have included this pro­duct in their port­fo­lio in recent years and offer the map­ping of all HR pro­ces­ses, start­ing from the digi­tal per­son­nel file, appli­cant manage­ment, time recor­ding, to the digi­tal pay slip. Howe­ver, the­re are major dif­fe­ren­ces on the mar­ket in terms of data migra­ti­on, inter­face con­nec­tion and sys­tem stability.

Fin­ding your way around here is dif­fi­cult as an out­si­der. In the sales pro­cess, each com­pa­ny offers the best sup­port, the hig­hest secu­ri­ty stan­dards, and com­pa­ti­bi­li­ty with exis­ting sys­tems is “a no-brai­ner.” After the soft­ware has been purcha­sed, howe­ver, many com­pa­nies dis­co­ver that the inter­face con­nec­tion does not work so smooth­ly after all, the pro­ject dura­ti­on is delay­ed, and even the inter­nal IT depart­ment can­not help with work­flow mode­ling within the HR software.

Often unneces­sa­ry modu­les are purcha­sed, which ent­ail a high month­ly licen­se fee. Actual­ly, no one has free capa­ci­ties for this exten­si­ve pro­ject, the con­fi­gu­ra­ti­on of the per­son­nel soft­ware requi­res exten­si­ve IT know­ledge and the data migra­ti­ons do not work due to incor­rect­ly trans­mit­ted files. In the worst case, the expen­si­ve­ly purcha­sed sys­tem is only used to mana­ge mas­ter data. The com­ple­te poten­ti­al of the soft­ware is unu­sed and the imple­men­ta­ti­on has cost a lot of time and money, crea­ted fal­se expec­ta­ti­ons in the work­force and only leads to gre­at frustration.

To avo­id such risks and bad invest­ments, you should the­r­e­fo­re work from the out­set with an expert who spe­cia­li­zes in the are­as of digi­tiza­ti­on and human resour­ces and who not only plans your HR soft­ware pro­ject, but also suc­cessful­ly imple­ments it ope­ra­tio­nal­ly. As a pro­ject mana­ger in various IT pro­jects and an expert with years of expe­ri­ence in HR and as, I have alre­a­dy suc­cessful­ly sup­port­ed many com­pa­nies in the digi­ta­liza­ti­on of the HR department:

“In par­al­lel, Ms. Her­bak digi­ti­zed the HR depart­ment with HR soft­ware that maps all HR pro­ces­ses. Start­ing with the con­sul­ting regar­ding the sel­ec­tion of the soft­ware, through the imple­men­ta­ti­on, con­fi­gu­ra­ti­on and inter­face con­nec­tion, to the final go-live and trai­ning of the users, she suc­cessful­ly imple­men­ted the intro­duc­tion of the soft­ware as the sole pro­ject manager.”

Excerpt of the refe­rence of the com­pa­ny Ecker­le Tech­no­lo­gies GmbH
Show refe­rence in original

Otto-Micha­el Eckerle

Mana­ging Direc­tor, Ecker­le Tech­no­lo­gies GmbH

“Due to her expert know­ledge in the are­as of employ­er bran­ding, digi­ta­li­zed HR pro­ces­ses and recrui­ting, as well as her high ana­ly­ti­cal abili­ty, she achie­ved abo­ve-avera­ge suc­cess within a very short time.”

Extra­ct of the refe­rence of the com­pa­ny Koni­ca Minol­ta Busi­ness Solu­ti­ons Aus­tria GmbH

Show refe­rence in original

Tho­mas Gappmayr

Head of HR — Mem­ber of the Exe­cu­ti­ve Board, Koni­ca Minol­ta Busi­ness Solu­ti­ons Aus­tria GmbH

I would also be hap­py to sup­port you with your project!

I am loo­king for­ward to your 

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