Despite many HR professionals and business leaders understanding that they need tech to survive and thrive, too many are still witnessing high failure rates.
So, what’s stopping them from a successful technology journey?
In this episode of the HR Leader podcast, host Emma Musgrave is joined by Pinpoint HRM Founder and Managing Director, Craig Aunger, to discuss where many go wrong in the pre- and post-implementation phases.
Backed by over 25 years of experience, Craig takes listeners through his three secrets to HR tech success, sharing how you can effectively evaluate cloud HR solutions, what key points you need to consider prior to rolling them out in your business, and how you can ensure ongoing success beyond go-live.
Craig started Pinpoint HRM in the early 2000s, and since then, he and his team of 75 consultants have delivered over 650 HR tech projects, working on over 100 client engagements at any point in time, across the full cloud HR project life cycle.
The insights and learnings from these many and varied projects over the years are what Craig brings to this discussion today.
We hope you enjoy the episode.
Need help with your HR tech project or looking to get more from your current solution? Contact our HR tech experts today.
Also streaming on Spotify, Apple, Google and Amazon Music.
FAQs
What does “from business case to business impact” mean in HR tech projects?
It’s about moving beyond building a business case for HR technology and ensuring the investment delivers measurable impact. Many projects stall after go-live, but true success comes when HR leaders link technology outcomes to business objectives such as improved employee experience, data-driven decisions, and productivity gains. Pinpoint HRM helps organisations close this gap by embedding post-implementation strategies that sustain long-term business value.
Why do many HR tech projects fail to deliver impact?
Research shows that 40% to 60% of HR tech projects don’t achieve their original objectives. Common reasons include poor planning, under-resourcing, lack of executive sponsorship, and weak change management. Too often, organisations focus on selecting the software rather than preparing the business and supporting adoption.
How can HR leaders justify investment in HR technology?
Executives respond best when the HR business case aligns with enterprise-wide goals, not just HR efficiency. Linking technology to improved customer experience, higher employee engagement, agility, and profitability makes a compelling case. Start with the “why” and build use cases that demonstrate how HR tech enables growth and competitive advantage.
What are the three key stages of a successful HR tech transformation?
Pinpoint HRM identifies three stages: 1) evaluation of the market and defining business needs, 2) pre-implementation readiness, and 3) post-go-live optimisation. Success depends on treating the project as more than a system implementation. It’s a long-term transformation requiring ongoing support, governance, and user adoption strategies.
Why is pre-implementation in HR tech projects planning so critical?
Pre-implementation in HR tech projects ensures your organisation is ready before the vendor begins configuration. It helps identify resource needs, design decisions, and change impacts early. Without this, HR tech projects face delays, cost overruns, and resistance from employees. Starting pre-implementation as soon as a preferred vendor is chosen to avoid wasted licence fees and keep momentum.
What role does change management play in HR tech success?
HR technology is a people project, not just a software rollout. Effective change management addresses employee resistance, builds confidence, and drives adoption. Without it, staff may revert to old ways of working, undermining ROI. Ongoing communication, training, and engagement across all levels are needed to make technology “stick” well beyond go-live.
How can HR tech deliver real business impact post go-live?
Go-live is not the finish line, it’s the beginning. Organisations must invest in governance, continuous training, release management, and optimisation. When done well, HR tech enables data-driven leadership, enhances employee experience, and shifts HR from transactional work to strategic influence. Pinpoint helps clients build post-go-live roadmaps to achieve these outcomes.
What is the number one risk to HR tech project success?
Under-resourcing the project team is the most common risk. Expecting staff to manage both business-as-usual roles and a transformation project often leads to burnout and poor outcomes. Pinpoint HRM advises building a “dream team” of project sponsors, managers, analysts, and change leaders, supported by backfill or external experts. For further insight, check out Meet your Dream Team: 8 roles that define Cloud HR project success.
How should HR leaders measure success after implementation?
Success is measured by adoption, business alignment, and ROI. Indicators include high user engagement, reliable data insights, improved employee experience, and leaders using analytics to make better decisions. Be sure to conduct post-go-live maturity reviews to ensure the system continues to evolve with organisational needs.
What is the role of executive sponsors in achieving business impact in HR tech projects?
Executive sponsors are vital to aligning HR technology projects with business priorities. They advocate for resources, break down silos, and champion cultural change. Without visible senior leadership support, projects risk being seen as “HR-only” initiatives. Executive sponsorship is one of the top enablers of long-term HR tech success. Learn more about the role of the executive sponsor.
What’s the biggest takeaway for HR leaders starting this journey?
Always start with “why”. When the business case is framed around enterprise objectives, leaders will support proper resourcing and governance. HR tech transformation is a big project, but with the right planning, team, and post-go-live strategy, it becomes an opportunity to elevate HR’s credibility and deliver real business impact.
