Janice Chalmers asks the experts...

So just how should you approach the whole 'persuasion process' to secure your internal stakeholders' support for your new system from the start? Here, two experts in the powers of persuasion - an HR change management adviser, and an internal communications consultant - offer advice on best practice to build buy-in...

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David Gartside, Human Performance practice Partner, Accenture
Alison Crossley, MD, item Group
Expert advice

David Gartside, Human Performance practice Partner, Accenture

What kind of internal resistance might an eRecruitment system provoke, and how can managers overcome it?
The typical barriers to implementation of an eRecruitment system are driven by two main concerns:

1. Increased administration - filling in numerous 'fields' on the new system is not something the typical user or line manager is expected to do. By having the system pre-fill as much data as possible, the user will benefit on repeated use.
2. Loss of freedom of supplier - one of the main drivers for implementing E-recruiting is enforcing the use of a Preferred Supplier List (PSL). This makes good business sense for the company, but can mean that local managers lose their autonomy. Managers need to ensure that the business case for using the PSL is understood and that the benefits accrue to the local manager or user group.

What are the typical mistakes HR makes when trying to sell a new initiative internally?
The most obvious mistake is not to plan for the change, but simply to install the new system, and send everyone an email with their login details. A second potential pitfall is to plan change around 'delivering messages' to employees, which can lead them to feel they have been 'told', not 'involved' in what is happening.

How can companies best manage and communicate the introduction of the new system in order to minimise internal resistance?
Change is best achieved by making it an integral part of the whole project, and not a separate activity. When planning the project, the 'people dimension' should be one of the project deliverables, alongside the technology and process components. Examples of how to manage this include brining in future and end-users as part of the design process - not just to get the design agreed but also to get them thinking about how they will user the system once live.

What about senior management involvement?
The platitude about getting senior exec involvement is a Red Herring based on command and control thinking. Successful projects feature a virus-like change programme, whereby people who touch the project get infected with enthusiasm for what is changing - recruiting others into the programme.

And senior management concerns?
In terms of senior management concerns, research shows that 84% of CFOs have very little faith that they understand the ROI on any Human Capital initiative. The key concern of senior management is not whether a new eRecruiting system is attractive or has lots of features, but whether it can make a demonstrable change to either the cost of recruiting or the quality of recruits.

Alison Crossley, MD, item Group

What are the typical mistakes HR makes when trying to sell a new initiative internally?

• Assuming the new system is as important to others as it is to you
• Not involving future users early enough - both the system concept itself and the communication plan should have employee input
• Sugar-coating bad news - be honest and realistic from the start if the system, and the reasons for it, are to be seen as credible
• Presuming that users will understand, internalise and act on information simply because it's made available to them
• Failing to put together a well thought-through communication plan that takes account of all the audiences, media and messages
• Failing to listen and to encourage dialogue around change - you don't know all the questions/concerns employees will have, so make sure there is an effective channel where queries and concerns can be raised and replied to
• Assuming the leadership team all support the change - do they behave in a way that supports it?

How can companies best manage and communicate the introduction of the new system in order to minimise internal resistance?
'Think audience' is the number one rule. Put yourself in the users' shoes and ask 'what will this new system mean for me?'. Then answer it in your presentations to them and your consultation with them. Also, don't assume people know the background - explaining, form the ground up, why the change or new system is necessary will have optimum impact. Finally, don't forget that people are busy - let them know what they need to do, and by when. Then follow up.

Which stakeholder groups are most critical?
Heavy users, and the people they listen to and trust, eg their line managers?

What about senior management support and concerns?
Senior managers sometimes feel like they've 'seen it all'. In many cases they'd rather see a simpler initiative that is fully carried through than a complicated plan that doesn't 'stick'. From day one, they should have a clear understanding themselves of the purpose of the change/new system. And they must 'walk the talk' because their behaviour is critical.

Expert advice

If you're about to introduce a new online recruitment system, or any HR system or initiative, here's what the experts advise:

1. Understand it - have total clarity about what you are doing and why before you try to convince others
2. Drive it - with a clear business case every time
3. Scope it - try and start with something small and manageable, and where there is an acknowledged business problem
4. Share it - get early involvement from impacted employees, and don't just pay lip service to their ideas - be seen to take on board their suggestions
5. 'Sell' it - think audience, 'what does this mean to me?'
6. Test it - allow full and comparative user testing before it goes live
7. Move it - implement it quickly, then allow yourself time to learn lessons
8. Measure it - establish key metrics, eg time-to-hire, cost-of-hire
9. Leverage it - once you have demonstrable results, use these to build momentum and wider buy-in from more reluctant parts of the business
10. STOP it - if you are not making a business impact, and rethink

Thanks to David Gartside, HR practice partner, Accenture and Alison Crossley, MD, item group internal comms consultants