Workthing.com PeopleBank..... resourcing technology
Thu, 9 September 2010
*
WORKTHING »  CLIENT TESTIMONIALS    PEOPLEBANK »  CASE STUDIES

CONTACT
*

Sales Team
Tel: 0870 036 3636
Email: sales@workthing.com


 
The big attraction

Matthew Mee was talking to Janice Chalmers and Helen Gray for Workthing.

Matthew Mee, Group Recruitment Manager for one of the world's leading attraction businesses, Tussaud's, explains how they won internal support for their new online system...

"The key for us was to present the benefits of online - in terms of speed, marketing, reduced admin etc - early and to the right people. The people we presented to were critical to the adoption of the new ASP - the HR director, and all the heads of HR and Recruitment Managers across the whole group.

We then agreed the plan in a very long one-day tender meeting with all suppliers and internal stakeholders present.

Senior management support?
Senior management were largely supportive, once clear arguments were communicated. But before we could convince them, we had to first be convinced ourselves, ie not just recite the benefits, but fully understand them, and then be able to communicate them in a way that senior management expect.

Biggest barriers?
We found that people generally had two major concerns. The first was that individual budgets had already been committed to other development. But by presenting the aggregate value of working together, we were able to show it by far outweighed what any one attraction could do independently.

The second was worry about the additional workload when teams were already working at capacity. This highlighted the importance of being able to show them very quick wins from the system in terms of time saved and capacity released.

Key learning points?
Most of our learning points are focused around the user. Since they've been using the system, users in some of the attractions have been a bit put off having to use technology. As a result, we've learned that what may appear the most insignificant issue in theory, eg internet links, can waylay implementation in practice. Specific learning points have been:

  • users need a high degree of focus and regular support
  • listening to and acting on feedback is so important; it's not enough to note users' experience - you've got to change the system to reflect their needs
  • and make sure internet links are reliable and quick

Even then, of course, there was still no guarantee it would work...! But we certainly feel we improved the odds with our policy of consultation, consultation, consultation."

Tussaud's Top Tips

There's rather a lot I learned, and a few things I'd do differently in terms of 'selling' in the new system. So my advice is to:

  • Check out the user site's technology - what systems are already in place, and how 'technology literate' are the users already?
  • Consult the vendor's clients - what have their experiences and approaches been?
  • Pre-empt user questions and issues - how will you get users to feel they own the system, and that it will make their lives easier?
  • Set clear and, most importantly, measurable objectives for implementing the new system well in advance - what ROI do you expect, and over what timescale?
  • Quantify quick wins, and make sure you present these to all stakeholders in the first six months - eg what early results or time or cost savings has the system produced?
  • Manage the system hands-on - eg apart from management reports, in what ways can you prove that it works?

next - Expert engagers

Expert engagers

Seminars
Workthing regularly holds seminars in conjunction with some of the top brand name employers. Sign up to be notified when our next seminar is to be held.
Book Now


The Workthing E-Recruitment Study 2003 contains the views of 2,000 UK internet users and 250 senior HR professionals.
Read more »