You Gotta Start Somewhere

Integrated talent management technology. It’s the catch phrase of the day among HR and workforce management leaders, and every vendor that’s worth its salt (aside from the few pure play folks) is scrambling to package end-to-end solutions to show it knows how to do it. Some vendors are trying to speed up their product lifecycles so they can deliver organically developed solutions suites, others are buying up companies like there’s no tomorrow. The end result is a vendor landscape with players at every level of real integration, from haphazard nightly feeds that mostly connect systems to fully integrated solutions that think and breathe like they were born together.

So what can, or should, you do about it? Do you go with the ATS or LMS vendor you’ve worked with in your little corner and hope their Succession and Performance modules work? Do you stay in your area of expertise till someone forces you to apply duct tape liberally in hopes of integration?

Do you have any real hope of finding the perfect integrated solution?

Let’s start out by debunking the urban myth that today’s vendor landscape has any perfect solution for you. The integrated talent management tech market is too new a creation for that to happen. But that doesn’t mean you shouldn’t look for it anyway. The most important thing to consider as you begin treading down this path is that if you have the right visibility and partnership across the areas loosely combined under the definition of “Talent Management.” If you have an idea of what your organization needs and wants to accomplish, if you can agree to play nicely together, you can find a solution that will take you to the next level. Okay, that was more like four or five most important things. The point is, the conversation has to start somewhere, and until you start asking these questions and hunkering down to get the right answers, any single solution or set of solutions you pick will be on a path toward mediocrity at best, disappointment and failure at worst.

So where do you start?

1. The first step you’ve got to take is to create the relationships and trust required to play nicely together. In all reality, not everyone is going to get a new toy at the same time. You’re not ready for that kind of change and neither is any vendor you select. You’re going to have to prioritize and create a roadmap, and without the proper relationships and trust, that fight can get ugly. So it starts with a single leader, or a strong partnership between a few of them. Take the time to get this support right, because it will set you up for your ultimate success or failure further down the line.
2. Next, gain a clear understanding of where you are today. This doesn’t simply include technology. You need to understand your processes, policies, organizational structures, corporate goals and challenges. Sound like a lot? It is. Hopefully you’re starting to see why simply starting with a demo from your favorite vendor is a guarantee of trouble down the road. Figure out where you are and what you want to do.
3. Create a desired timeline. Prioritize rollout. Gain agreement from everyone involved on the order of changes and the general calendar associated with it. This won’t be easy,
4. Get your process right. Let’s say that again. Get your process right. The best tools and flashy systems in the world will leave you worse off than before you implemented (or tried to implement) them if your process isn’t right first. Lipstick on a pig, that kind of thing.
5. Pick your vendor(s) wisely. You need a vendor that understands your requirements and shares your vision. You need vendors you can truly partner with, because they’re about to become a very embedded part of your world. They’ll always be a vendor, but you are putting an awful lot of responsibility on them, so you’d better be sure you can work with them.
6. Circle back, early and often. As things progress, everyone involved should be aware of successes and lessons learned, of status and outcomes. This way even those whose turn will come later will feel involved, and you’ll have plenty of opportunity to adjust should priorities change.

The secret to implementing an integrated talent management technology suite that works, be it a single vendor or a handful, lies less in the technology itself and more in your understanding of what you want to accomplish. If you can figure that part out, the technology is the easy part.