The days of the “early HR cloud adopter” are now over, and volumes have been written about the transformational opportunities that Software-as-a-Service (SaaS) technology provides. Capabilities that were once aspirational have become commonplace, and the improvements often are truly remarkable. An HR leader at a Fortune 500 company that just completed a move to global SaaS HCM, for example, can produce – for the first time ever – a global headcount report on-demand in seconds instead of waiting weeks like she had to do prior to implementing SaaS HCM. As an added bonus, the org chart even has pictures!
And yet not all successful SaaS HCM implementations result in the true transformation that organizations expect. We often hear senior HR leaders say things like:
- “Our managers are not adopting self-service, and HR is still processing transactions on their behalf. That’s significantly impacting our business case.”
- “Even when our managers try self-service, they often get frustrated and give up. The transactions aren’t as intuitive as promised in the sales cycle, and managers need help late at night when support isn’t available.”
- “We have much better information available, but we don’t have the right skills on our team to develop the insights to effectively drive our business.”
- “The volume of work decreased (fewer manual transactions), but the nature of the remaining work changed. We weren’t ready for that shift and are trying to re-organize and re-skill.”
Enterprises in this situation are asking what they need to do to realize the full value of their investment – and organizations just embarking on the SaaS journey want to know how to avoid the pitfalls experienced by others. It’s clear the “war stories” of early SaaS HCM adopters are valuable lessons for the next wave.So what are the key lessons learned? This ISG white paper explores how a targeted SaaS roadmap can help organizations achieve their transformation objectives.