Most organisations invest in recruitment training to solve existing problems or optimise the recruitment process. But how do you make the implementation run as smoothly as possible? In this article, we will guide you through the optimal implementation in seven steps.
In addition to creating support for funding and adoption for this tooling, implementation is also a part of the process that should not be underestimated. Anticipation ensures that the implementation and use of the tooling runs as smoothly as possible.
Implementation is described in the literature as the transition phase after adoption, in which users ideally become more competent, consistent and committed to the tooling. The success of the implementation of recruitment tooling therefore depends on whether the tooling is used successfully and the desired results are achieved. The following seven steps will help you get started.
1. Project-based approach
Despite the fact that a supplier can and wants to take a lot of work off their hands, the choice and implementation of a tool requires a project manager with extensive experience in the field of recruitment, project management skills and affinity with ICT. For example, a senior recruiter can take on this role, or for a larger project, a separate (hired) project manager. The basis of the implementation is already laid down in the selection phase with activities such as: the workflow must be re- or described, technical and functional requirements must be set, integration with other systems must be realized, et cetera.
2. Preparing users
The recruiters, consultants and/or hr-employees will have to work with the new system every day. Before that happens, it is important that they have extensive knowledge of the use of this system. By ensuring that employees are thoroughly trained, you can optimise the recruitment processes and at the same time maintain user satisfaction.
3. Define your objectives
The success of the implementation of recruitment tooling depends on achieving the desired goal. A stumbling block when implementing a tool is poorly defined objectives. Often the problem is that different target groups within the organisation know their separate roles in the recruitment process rather than seeing the process from start to finish. Holding a general meeting to define the objectives of the tools in the selection phase can help to streamline them and achieve better results after going live.
Test the system thoroughly from both a technical and functional point of view before going live. Plan enough time for this with the project group, but afterwards also with other employees to see if things are not working properly yet. Training employees is also important, because how else can they test the system properly? The end result will be considerably better as a result.
5. Data Migration
When you switch from one system to another, the data has to be transferred. Which data will or will not be transferred? Do we first have to enrich the data because there are new fields and what do we do with the data that does not transfer? Sometimes you also have to deal with a transition situation in which you partly use the old and partly the new system.
6. Going live
Going live with a new system is important, because only then will it really be used. Do you have a big bang or are you going to switch gradually per department, branch, region or country? How do you ensure that the recruitment process continues while the old system is switched off and the new system is switched on?
7. Picking up the feedback
The real work only starts from the moment you are going live. In fact, you’re never finished and you’re constantly looking at what’s going well and what’s not going well. During the first months of use, there is a lot of feedback. Collect all this feedback and pay a lot of attention to things that are mentioned more than once. Configuration changes are often easy to implement even after implementation. Getting started with this feedback will increase the satisfaction of the users of the tool.