Mark Stelzner, the Founder and Managing Principal at IA, recently provided valuable insights on how C-suite leaders can choose the technology providers that best meet their organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s needs. With the increasing demand for sustainable, differentiated, highly integrated, and value-added HR technology services, it is crucial for leaders to understand how to navigate the crowded and noisy HR technology provider landscape.
Several factors serve as catalysts for employers to embrace the best HR technology offerings from the market, including a wide HR remit, a highly mobile workforce, an omni-channel strategy, a rapidly changing regulatory environment, data-driven enterprise, the reorg-happy business landscape, and a call for wellbeing. However, the abundance of options and the constant influx of information make it difficult for leaders to select the right technology provider.
According to a recent survey, HR technology has been named the top concern by nearly half of all HR leaders for two consecutive years. This comes as no surprise considering the rapid pace of change in the way work is done and the pressure to continuously innovate. Technology plays a crucial role in improving business process automation, scalability, and data accuracy, which are areas where HR leaders are constantly looking for improvement.
Unfortunately, budgets do not always reflect the importance of HR technology. Another survey reveals that technology budgets for HR have been shrinking instead of growing in recent years. This means that HR leaders have to find ways to stretch their budgets while maximizing productivity. It becomes a balancing act for leaders to consider the cost of provider services, the quality and value they provide, the organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s requirements, and the return on investment.
Leaders are also becoming more aware of the issue of &https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8220;tech debt,&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8221; referring to technology that the business is paying for but not fully utilizing. To avoid this, HR leaders are focusing on provider relationship management and governance to ensure they are getting what they pay for.
In evaluating provider value for HR technology, there are five common factors that C-suite executives consider. The first factor is expertise with insight. HR leaders look for providers who are true experts in their field and can offer scale and capability beyond the organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s internal resources. Differentiation comes from the provider&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s ability to apply their expertise to the unique needs and outcomes of their clients.
The second factor is value over time. Traditional request for proposal (RFP) approaches are not sufficient for fostering sustainable relationships. HR leaders need to assess the delivered value first before considering the cost. They want to know if the provider&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s cost is sustainable and if the extra value brings tangible benefits.
The third factor is relationship management and governance. Providers struggle in maintaining meaningful and engaging relationships with HR leadership. They need to be &https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8220;interested&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8221; and &https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8220;interesting.&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8221; Being interested means having a deep understanding of the client&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s needs and being prepared for conversations. Being interesting requires proactive intervention and solutioning to address organizational considerations.
The fourth factor is experience and integration. HR leaders assess a provider&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s ability to enhance employee experience and have seamless integration across channels and solutions. The end-users&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217; perception and value derived from the tools and resources are crucial.
The fifth factor is direct alignment with strategic vision. Providers must align with the organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s strategic goals and communicate clearly about any changes or new offerings. Leadership looks for providers who can meet the organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s needs in the present and the future.
In conclusion, choosing the right technology provider can be a daunting task for C-suite leaders. However, by considering factors such as expertise with insight, value over time, relationship management and governance, experience and integration, and direct alignment with strategic vision, leaders can make informed decisions that best meet their organization&https://adarima.org/?aHR0cHM6Ly9tY3J5cHRvLmNsdWIvY2F0ZWdvcnJ5Lz93cHNhZmVsaW5rPUJSUmIzUWc3U1h3QXBic0NhZGZFZUZsZ2lIbmlrZURWb2REWkNkak5GY1VWVU5saFplR1ZLU2tkVVVUMDk-8217;s needs. With HR technology being a top concern for HR leaders, selecting the right provider is crucial for improving performance, connection, and service across the organization.
