beqom knows about successful HR and SPM technology rollouts. The company’s 100% success rate in software implementation is not a matter of chance. It’s the result of expertise and the unique constitution of an organization where every individual can walk the talk in compensation software and its technical aspects.
Successful HR and SPM Rollouts
Keen to discover more on the topic, we sat down with Joost Hoppenbrouwers, Head of Services at beqom, to hear his thoughts on what steps are necessary to consistently prove successful rollouts.
Step 1. Work Together With Compensation and Technology Experts From the Outset
There’s often the misconception that the sales cycle consists of sales reps in suits who are sent over to present attractive powerpoints and say everything is possible.
The problem with a sales exclusive attitude is that you can be laying the foundations for failure further along the line. Incorporating experts in compensation technology at this introductory phase allows you to promise on what you deliver.
It gives you the ability to share real-life examples, balancing expectations with reality. An open and honest dialogue at this step can’t be underestimated. Setting out clear objectives from the start can be one of the deciding factors for customer retention, with the building blocks to a long-term relationship already in place.
Step 2. Understand What Your Customer Requirements Are
The assumed way of selecting a software provider might look something like this: You define what problem you need to solve, look for a software product on the market, and start implementation based on those requirements. This ideal scenario though is rarely the case. Reasons for choosing a Total Compensation Solution might range from being unhappy with their current solution to moving away from an aging manual process. A set of compliance reasons might also be the case, with a new solution being at the request of their auditors. With the reasons for purchasing so varied, it is important to drill down on these exact requirements. The customer will be the ones that are running the system on a daily basis, and you need to understand how you can translate their compensation requirements into a working solution. A full knowledge of both the compensation and technical landscapes will allow you to directly speak the language of the client—eliminating any misunderstandings and wasted time.
Step 3. An Experienced and Motivated Team of Compensation and Technology Experts
When a customer’s reputation is at stake, it’s very difficult to place your trust in a fresh team with only two or three projects to their name. There should be no room for non-completion of a project. If a company comes to you with a complex set of crediting rules and massive volumes of data then the experience of a large team of compensation technology experts counts—failing in the face of complexity is just not an option. Experienced teams have typically seen most of the business challenges and, having learned their lessons from previous projects, can help with best practices, avoiding any pitfalls along the way.
Making sure that your team is aligned should be a priority for any company. When an employee understands the company direction—and how they directly relate to it—then great things can happen. It might seem simple, but a happy team leads to successful rollouts.
Step 4. Continued Support of Customers Through the Knowledge Transfer
Imagine the scenario. You’ve spent months on a project as part of a global rollout. You might think that the successful implementation marks the completion of the project, but for the customer, it is just the start. The system until now has built through a process of configuration based on the customer's requirements. Perhaps only the compensation and HR business partners have been involved—with 95% or more of the company having never heard of it.
With the functionality and processes set in place, this is when you touch on the core product, guiding the client through the knowledge transfer. Starting at the Executive level, you need to devise a series of teaching methods that are scalable to the hundreds of manager and thousands of payees that will eventually be using the system. There is no one-size-fits-all approach to the training process. An experienced team would have been developing a plan based on the client’s preferences that they would have discovered as the relationship grew.
Relationships shine throughout this 4 step process. Joost is adamant that maintaining a happy services team is key to having never failed an implementation at beqom. Our compensation and technology experts work closely with the customer at every stage of the project cycle. And this, in turn, leads to a long list of happy customers.