HR technology is the number one area of investment for HR leaders, however many leaders have a high level of regret with their HR technology purchases, according to Gartner.
We spoke with Harsh Kundulli, senior director analyst in the Gartner HR practice, to discuss how to prioritize the right technology investments, what makes a strong HR technology strategy, and how HR leaders can avoid regret with their purchase decisions.
Journalists who would like to speak with Harsh Kundulli regarding this topic can contact Mary.Baker@gartner.com or Gerri.Weinberger@gartner.com. Members of the media can reference this material in articles with proper attribution to Gartner.
Q: How can HR leaders avoid regret with their HR technology purchases?
A: The key to avoiding regret with HR technology purchases is to create an overarching HR technology strategy to guide purchasing decisions. Without a robust and frequently updated HR technology strategy, organizations respond reactively to a specific technology need or crisis, rather than with calculated intent. They fall into the trap of buying too many and often expensive technologies that don’t work well together to achieve desired HR and talent outcomes.
To overcome this challenge, HR leaders must create a holistic technology strategy that incorporates these four key ingredients (see Figure 1):
- Define Business Outcomes: Articulate a vision that defines a list of prioritized business, HR, and talent outcomes for the organization to achieve with HR technology, such as employee experience, cost optimization, or talent agility. This should act as the HR technology north star.
- Capture Gaps and Requirements: Align on the HR areas or business capabilities the organization must prioritize for technology investment over the next three years. What are the organization’s gaps and needs within these prioritized HR business capabilities?
- Determine Best-Fit Future State: Assess the technologies on the market to understand their pros and cons. Often, HR leaders will realize that no single technology will meet all their needs. They must look at their holistic “portfolio” of HR technologies and assess which combination is the best fit to enable their prioritized HR business capabilities.
- Develop Roadmap: Develop a roadmap that defines all the initiatives the organization must achieve - spanning people, process, technology, and data. This type of holistic approach will drive organizational readiness for the adoption of HR technologies.