Part 2 - Do you feel like you are getting short-changed on your HR Tech investment? In the last article we looked at Setting up for Success and Utilising what you have bought as a start point for gaining value from your investment. In this one we will move to look at those Technology Vendor Relationships which can often be messy and tricky to untangle once they start to go wrong but they are relationships worth the time and investment. The Importance of Engaging with Your Technology Vendors Your relationship with your technology vendors shouldn't end after the sales process and like every relationship it takes time and investment from both sides. I often feel more marriage counsellor than consultant, as there are two sides to every relationship, but I am only going to talk about the side you control as a customer here, as obviously if a partner or vendor goes rogue, then that is a very different issue. If managed well then they can sustain for long periods of time and should evolve into a partnership which yields value above what you might anticipate. Pre and Post selection - Building and Maintaining Strong Vendor Relationship There is a whole article alone to talk around the pitfalls whilst going through a selection process, but the critical point is that the type of engagement with a vendor is often set during the procurement phase. This can be difficult to turn around if it is too adversarial or in fact if it is too distant. Including engagement with leadership in your business (more on that later). A good vendor relationship post Go Live starts with: Post Go Live Onboarding - to understand key operational areas such as; how they are structured and how this structure aligns to your internal operational teams. And don't leave it until you have gone Live. Start this process in advance to iron out the issues. How support works - to manage inevitable bugs, issues and errors, particularly around regular updates and upgrade process. Roadmap and upcoming features - What mechanisms are in place to understand new capabilities/features which you could align with your roadmap to meet your business goals and the business case which the transformation was likely built upon. Above all a be proactive. A proactive approach benefits both parties, fostering a partnership based on mutual growth and improvement. Communication; Schedule Check-ins they are Essential Don't wait for issues to arise before contacting your vendor. Regular reviews between operational and also semi-regular leadership meetings, will help address potential problems early and keep your vendor informed about your evolving needs. These meetings should be scheduled consistently to discuss performance, upcoming updates, and any changes in your business requirements. If they aren't offered as part of the approach with a vendor then set them up yourself. Don't wait to be offered. Participate in User Groups, Customer Communities and online content The user groups and webinars are excellent opportunities to learn about best practices and new features directly from the vendor and other users. The customer communities can offer a wealth of knowledge for users who are themselves evolving their solutions or running into the same issues, use the power of the crowd to get issues resolved. Encourage your team to participate in the events which keeps everyone informed and engaged. Leadership Engagement and Tech Vendors Leadership plays such a pivotal role in the success of HR technology implementations and the Vendors know this. Leadership engagement is a currency in the Vendors eyes as a commitment to promoting and growing the relationship, as well as the use of the solution within the organisation. It cannot be understated. The most successful transformations involve leadership engagement with the vendor. People leaders and CIOs should actively participate. Do not leave this solely to your teams as it can be a sign for the vendor that you are not serious about this investment, so will be come more transactional rather than a partnership. None of the above is to say that you shouldn't be holding the vendor's feet to the flames when needed, but it should be used as an exception rather than a rule and this type of engagement will make it so much more effective. Takeaways In every successful transformation, nurturing the relationship post purchase with a vendor can be make or break in supporting the ongoing value you could be achieving from your HR tech. It is an element which is so often missed as a factor of success, and isn't realised until it was too late and as with most relationships, once they are broken they are hard to recover so to try and avoid this start with: Being Proactive - Push to understand how to engage and align where you can in your teams on the best ways to leverage the relationship. Communicate - Consistent communication ensures that you continue to invest in the relationship, stay updated on the product roadmap, and receive the support needed to adapt the technology to your business needs. Leadership Engagement - the relationships at the top will often set the tone for ongoing relationships elsewhere in the teams. Remember these are the ones that can add value on your investment. This capital is also one you can draw down on in the trickier times. Creating a successful HR technology transformation is a collaborative effort. A good relationship can yield value beyond the investment as it is the additional value derived from long term engagement in good and tough times which will support gaining value beyond the pounds and pence. Ready to take your HR tech investment to the next level? Get in contact to discover how we can help you maximise your technology's impact.