The implementation of disruptive solutions in sectors such as Human Resources provides a number of specific advantages as highlighted in the report “The robotization of HR in Spanish companies”, prepared jointly by Meta4 A Cegid Company and Future for Work Institute (FFWI) and with the participation of Capgemini, everis, EY, IBM, Konecta, Prosegur and Uipath.
However, as the report states, the success or failure of the implementation of these innovative RPA (Robotic Process Automation) solutions in the field of HR involves taking into account a number of key aspects.
Alignment with the organization’s automation roadmap
As a starting point, it is essential to align the objectives of the RPA initiative with the strategic objectives of the organization and with the automation roadmap (EAR). Likewise, in addition to seeking the greatest return in terms of efficiency, it will be very important to detect those areas of the company where there is greater receptivity on the part of users to the adoption of new technologies.
Selection of the process to be automated
In order to select the process to be automated, it is necessary to understand the operation and the limits of the RPA tool, since these solutions cannot be extrapolated to all the existing problems in the company.
Therefore, to effectively choose the processes to be automated, it is necessary to have a clear vision of the process from beginning to end, including times, process branches and exceptions, in order to understand what can be standardized. In turn, the identification of small adjustments or the application of reengineering in the processes before robotizing, can also provide great value.
When selecting the most appropriate RPA technology, it is advisable to take into account a series of fundamental requirements such as the capacity to integrate with other tools that add value to the process, scalability in order to increase the capacity of the automated processes, ease of use, both for the consultants who automate the processes and for the users, as well as the security of the tool.
If the company does not have the necessary internal resources to carry out the project, it is essential to rely on a strategic partner with experience in implementing RPA solutions and in the processes to be automated. Depending on the scope of the project, the complete outsourcing of the automated processes can be considered, relying on a partner that also offers Business Process Outsourcing (BPO) services. In any case, the selection of the right partner will not eliminate the need to ensure the high degree of commitment of the company’s IT team to the RPA implementation project.
Definition of the ‘Business Case
Usually, the projects with technologies of this depth are usually preceded by a ‘business case’ through which the investment to be made is justified and which must consider not only the total cost of operating the process, but also the benefits derived from managing the processes more efficiently, quickly and safely.
Management of user expectations
As in any project of technological change, the management of expectations and the facilitation of the process of assimilation of the new technology, are fundamental for success. It will therefore be necessary to carefully manage the messages to the employees involved, even before the start of the project, and to manage possible resistance. And, of course, we must ensure that the project is supported by the right sponsors.
The experts participating in the study agree on the convenience of starting with short projects (Proof of Concept) that allow to verify and demonstrate the technical reliability of the solution and to identify early on the technical problems that may arise. Likewise, starting with simple tasks, will also allow to know the technology and to solve the implementation problems. Once the first bots have been successfully launched and focused on specific tasks, it will be possible to work later on more complex bots capable of integrating with a larger number of systems and solving more extensive tasks.
Solution Governance and Maintenance
Finally, it will be key to define the new roles and responsibilities, as well as new management processes, the operating model, business continuity plans, and a clear strategy for the support and maintenance of the robots.