12 Ways To Guarantee A Successful Go-Live With SuccessFactors Projects
Have you ever asked yourself what are the steps necessary to guarantee a successful go-live for your Successfactors project? What actions does it take to achieve a high acceptance of all your customers? How can we support you to make this happen?
Here are 12 recommended considerations when putting into effect your SuccessFactors project:
- Think primarily about what your goals are (e.g. KPIs)
- Try to reduce complexity (languages, forms, roles) and consolidate processes before project start
- Map your internal process including process steps outside the IT systems
- Consider that global harmonization & standardization takes time
- Make sure that all relevant stakeholders (especially top management) support the way forward
- Involve all stakeholders (e.g. works’ council) from the very beginning
- Develop the blueprint jointly with a test pilot group from the line
- Make sure that core/master data is available
- Make sure you have IT skilled HR project team members
- Upload of historical data might delay your go-live
- Have an implementation partner on site to build the bridge between virtual worlds
- Change management activities & continuous trainings are advantageous
During the kickoff phase organizations often realize that HR processes have not yet been fully aligned. This can delay the project, especially when it is the first time that HR colleagues meet in person and are facing what working on a global basis means.
Our recommendation is to go with the standard offering, which mainly covers all your needs and keeps it simple. SuccessFactors is configurable but not fully customizable. Maybe some requirements you would like to have cannot be set-up in the system. This could be a chance for you to change your process and reduce unnecessary complexity. During globalization, you should also rethink whether it is necessary to roll out SuccessFactors in several languages since most employees understand the English language.
We also highly recommended that not only HR fully supports the implementation of a new tool, but also your top management and IT will need to be involved since SF is no longer a standalone tool where only HR enters data. It is more than that! End-users (e.g. line managers) are using the same tools as HR. If they have a say in designing it, they will be more engaged in the project instead of just being informed about another new tool they have to work with. We have observed that the buy-in of the project team is higher if IT-skilled team members are involved in the project. Moreover, involve Powerusers (or KeyUsers) as early as possible in the project, since they can help to define requirements, tests, train other users, etc.
What is also often underestimated is the effort with historical data; it is more than just an upload that only takes a few minutes. After collecting and uploading the data it has to be tested, which might become very time-consuming since spot checks are definitely not sufficient. Remember that the users (line managers and employees) can see their own data which consequently has to be correct. Another tip: remember to have the master data of all employees ready before going live.
In many countries, especially in Germany, you have to obtain the workers councils approval for many things when you plan to implement a new IT tool within HR. You also need to have the approval of the data privacy officer(s). To achieve this, start with your end users to demo the system. Use real data to test the system and show its powerful functionalities. This will allow the privacy officers to see the Role Based Permission concept working properly, consequently trusting the system.
Moreover, if the project manager of the implementation partner spends a few days at the client site to build the bridge between, nowadays, virtual worlds, you will have another benefit in having a trusting partnership.