1. Define the requirements

The project plan should begin with requirements gathering.

This step includes getting input from the HR team, IT staff, employees, managers and other key stakeholders, such as those from payroll and finance. A lack of documented requirements makes it difficult to evaluate each HRIS and determine if itmeets the company's needs.

2. Prepare for the implementation

Before the implementation begins, the implementation team should confirm that they have carried out all the necessary steps that should take place before the implementation.

These steps include identifying or writing policies and procedures for the configuration, confirming the data in the current system, and carrying out any necessary cleanup work, such asfixing incomplete, inconsistent or inaccurate data.

3. Evaluate HRIS candidates

Whether the HR leader chooses to use an RFP process or simply approaches vendors directly, the implementation plan must include time for identifying candidates, receiving demonstrations and confirming that the functionality of each system candidate meets the company's key requirements.

A product often does not meet all of a company's requirements, so the goal of this process should be to choose a product thatmeets the company's key requirements and as many other needs as possible.

4. Select an HRIS

Once the evaluation stage is complete, the HR leader must decidewhich application to choose.

The HR leader often makes this decision with input from the evaluation team and key stakeholders. Important considerations include the HR system's ability to meet the company's requirements, the cost of the implementation and annual licensing fees, and the proposed implementation timeline from the vendor.

5. Implement the HRIS

The next step is to implement the HRIS.

This process is typically carried out with implementation specialists from the selected vendor or one of its recommended partners. The specialists should know the software very well, so they can help guide the implementation team through the process. The specialists can also pass on questions to others who work for the vendor, if necessary.

Other tasks that are part of the implementation include data migration from the current system, interface setup and testing. Each of these tasks can have a major effect on the final product, so the implementation team should allot enough time to make sure that the HRIS is ready at go-live.

6. Create training and documentation

Before go-live, the implementation team must develop documentation and training material for employees at all levels.

The vendor can also provide training material, but the implementation team will likely want to create training material that is specific for their company. For example, the company's version of the software might include different field names to meet the company's needs, so the training material should include the correct field names.

In addition to developing the material, employee training must take place. This might include live events and self-guided training, such as recorded videos and documents. Training should be available before and after go-live so that all employees who require training will be able to complete it.

7. Move forward with go-live

Once employeesbegin using the new HRIS, the implementation team and the implementation specialists should be on standby for the first few weeks to answer questions and resolve any issues. The implementation team also uses this time to close out the project, which can include finalizing any documentation that was created as part of the project and storing the documentation in the proper location for future reference.

The implementation team should be sure to allocate time for these cleanup tasks so that the team doesn't disband before the closeout is complete.

Eric St-Jean is an independent consultant with a particular focus on HR technology, project management, and Microsoft Excel training and automation. He writes about numerous business and technology areas.