In our earlier articles, we discussed how factors such as Process and Data could be potential speed breakers in a cloud based HCM implementation journey.

This article deals with the other ‘P’ factor that has equal weightage, if not more, towards potential delays in cloud HCM implementations. We are now referring to the “People” factor as the other “P” factor.

There is a 360-degree PEOPLE connection to HCM engagements. Human Capital Management as the name suggests solution pertaining to PEOPLE, meant for PEOPLE (Key users and End users) and implemented by the PEOPLE (Process owners). Therefore, PEOPLE connections are established from all angles. Our references to PEOPLE in this article are about the key PEOPLE of the organization who would be involved in the implementation and the PEOPLE who would be using the system.

Every ERP implementation would have organizational process owners as key stakeholders who take the responsibility of shaping their portion of ERP. They are the ones who understand their core functional processes and accordingly ensure the computer system implemented, meets their specific process requirements. They essentially give the shape and form to their portion of Enterprise Application – Virtual Lord Brahmas……In HCM implementations,key HR leaders of the organization are these Brahmas. They have the responsibility to explain their processes and functional requirements to the implementation team and ensure the application gets configured in the system as per their requirement.

Fair enough. Where is the confusion? Isn’t this a similar story even for Financials or Procurement application implementations? What is so different in HCM implementations?

The difference here is the “CONTINUITY” element rather the lack of it.

Our experience suggests, process owners of finance or operational functionsstay longer in their jobs than their HR counterparts. HR leaders seem to change jobs more frequently than other leaders in an organization. Thus resulting in change of guard mid-way in the implementation. A new process owner might have a completely new approach to certain processes in their organization and hence might result in an unplanned rework in the form of re-understanding and re-configuration. Even assuming this does not take that significant a twist like a Bollywood movie; least it would delay the project ‘cos the new process owner would have to be brought to speed on the implementation. If the change is more at key users level, that would at the least mean additional training and hand holding efforts and time that have to be factored in.



This is just one dimension of the PEOPLE factor, which is the core team that is involved in the implementation. As mentioned earlier, there is another set of PEOPLE that could potentially delay if not derail the project. They are the End Users. Let us look at how potent they are, in our next article, in conjunction with another deadly factor called the “K” factor……….Stay tuned.