1. Revisit HR technology strategy and three-to-five year plan for the introduction of new HR technologies or functionality, ensure HR`s plan supports the human capital and business strategies and consideration is given to adopting a potentially lower-cost service-delivery model (e.g., Software-as-a-Service versus on-premises).
2. Review existing HR technology budget and determine where there may be ROI associated with new investments and/or functionality (e.g., self-service, talent management).
3. Conduct HR-systems and audit to identify any redundancies and competing technology initiatives, and to ensure data and process integrity.
4. Work with existing HR technology vendors (or internal IT department) to identify potential areas for gains in service delivery and/or process efficiencies with existing technologies (e.g., offshoring, technology upgrades).
5. Review internal processes to ensure HR is focused on core, value-add processes, and not those that are non-core or that could be done more efficiently by third parties.
2. Review existing HR technology budget and determine where there may be ROI associated with new investments and/or functionality (e.g., self-service, talent management).
3. Conduct HR-systems and audit to identify any redundancies and competing technology initiatives, and to ensure data and process integrity.
4. Work with existing HR technology vendors (or internal IT department) to identify potential areas for gains in service delivery and/or process efficiencies with existing technologies (e.g., offshoring, technology upgrades).
5. Review internal processes to ensure HR is focused on core, value-add processes, and not those that are non-core or that could be done more efficiently by third parties.
