So you’re implementing a new payroll system, and wondering where to start? Well, lookie here, wouldn’t you know your neighborhood HR Tech geeks have compiled a checklist just to help guide you through the implementation of your new HR technology. (It’s like we were reading your mind!) You’ll notice that “establishing a drinking problem” is not on the list – although we’ve seen many folks pencil that particular item in over the years. We’re hopeful this information can not only save your implementation but also your liver!
First Things First
- Obtain the project resource roster from the vendor and ensure the vendor has a designated Project Manager. Note – the size of the vendor team will vary per project. If you don’t see experience or competence in their selection, please advocate for a better assignment. It’s your right, and if they have excess capacity, they can often swap out agents.
- Confirm everyone is aligned on the expectations of the project. This can be part of the project scope or a similar document. Hold it up against the expectations set in the sales process to ensure none of the vendor’s “sure, we can do that” throwaway comments are omitted. Ensure all stakeholders have a say and are in agreement. – This one is super important for success!
- Ensure you are comfortable with the general roles and responsibilities of both your team and the vendor. Ask the vendor for a matrix or illustration of the roles and responsibilities. How much of their full-time equivalency (FTE) is expected to be consumed? Are you staffed appropriately for the duration?
- Know the escalation points of contact on the vendor side. Hopefully you have an executive sponsor from the sales process that can carry over into implementation.
- Establish a Steering Committee to inform about key project details, help remove roadblocks and obstacles, etc.
- Confirm everyone (client team and vendor team) is aligned on the project timeline and key dates. Ensure the vendor is updating the project plan/timeline as the project progresses.
- Compare scheduled vacation, out of office, and time-off to the project plan and timeline and adjust if needed. Many industries have busy seasons (such as Q4 in retail) that must be accommodated. You can’t have a key implementation tollgate right in the middle of an “all-hands on deck” time.
- Schedule the weekly status meetings with the vendor and an internal weekly meeting.
Sidebar: With a Payroll go-live, Jan. 1 is always preferred, but quarter start is absolutely fine too. Avoid any mid-quarter starts if at all possible.
These are just a few of the items to consider pre-implementation to set your implementation on the right track. For the list of items to consider during the implementation, check back in next week. Hopefully the start of our list hasn’t already driven you to drink!