HR技术购买：实现顺利与成功的HR技术采购和采用

Introduction3Part1:Who is Buying4Part 2: How They're Buying5Three (common) Mis-Aligned Factors ofDecision MakingPart3:ABetterWaytoBuyHR6TechnologyStep 1: Planning Building the Business Case10Step 2: Evaluating & Selecting the Solution13PartrierAl: What to Look forin Your HR Technology21Step 3: Implementing the Solution $ DigitalTransformation ConsiderationsPart4:MeasuringSuccess27To RFP or Notto RFP28Conclusion30Footnotes312025.Aspec1 43, LLC 722 INTRODUCTION:Everyone tells HR what solutions to buy.butfewhelpHR understandhowtobuy.Buying HR technology in today's fast-changing landscape is no small task. with Alinnovations, staffing shortages, a surge of new solutions, and the need to replaceorganizations face both exciting opportunities and significant challenges. Themarket is overflowing with options, and ensuring that the technology you choosealigns with your team's needs—and that your team will actually use it-is criticalto long-term success.It's not just about attending a few demos and signing a contract: buying HRvalue. whether you're roling out a global HR suite or implementing a single toolstacks, rapidly shifting business demands, and packed schedules leave little roomforerfor.From identifying your needs and selecting vendors to proving ROi for budgetapproval, implementation, and change management, each step requires carefulattention-all while juggling your day-to-day responsibilities. Our State of HRTech 2024 research found that 3:4 companies would replace their current HRtechnology if they could, and many are doing just that.1 The CoviD-era contractsare ending and organizations are replacing hard-to-use systems, tools withBuying HR technology doesn't have to be hard. with insights into who is buying.how they're buying. and why it's challenging. you can approach the process withconfidence. In this guide, we'll share data, lessons learned, and practical advice tchelp you make smart decisionsfrom defining your needs to ensuring adoptionso you can choose technology that truly benefits your organization. 2025.Aspec1 -13, LLC 3 PART 1: VWVHO IS BUYINGEach year we look at trends and issues worldwide and how they impact thebusiness, the employees, and the technology used (state of HRTechj. In themost recent research, we dove into over 7o categories of HR technology tobetter understand where the market is headed - and why. while marketactivity hit an all-time low in early 2023, companies are once again investingin HR technology, with budgets holding steady. We anticipate a rise inreplacement purchases over the next year as contracts signed during thedriven by the growing availability of Al-powered solutions from new marketplayers.The decision influencers, managers, and final signers also come frommultiple areas of the company. while recruiting and human resource teamswould be expected to lead the way in these purchases, numerous otherparticipating at smaller organizations would be expected, we saw IT.Procurerment, Customer Success, Operations, and non-HR C-Suite as part ofthe decision-making process event at the enterprise level (these arecompanies with over 10,o00 employees). with recent priorities shifting fromrecruiting/retention to revenue/savings, Finance is now participating andeven leading the process at times.Companies of all shapes and sizes,across every industry,aremaking big changes to their HR technology.While most are sticking with their Core HR systoms, many are rethinkinghow they handle talent acquisition and talent experience, and even payroll.It's not surprisingafter all, the relationship between employers andemployees has shifted dramatically, and businesses are looking for toolsworld of work. 2025 Aspec:1 43, LLC: PART 2:HOWTHEV'REBUYINGAfter studying buyers, sellers, and adloption rates over the last two decades, one thing isclear: companles need to get better at burying HR and recruiting software.To be fair, it's not the fault of the HR Teams.For years, the 'standard'way to buy software was a clunky, outdated process that often didmore harm than good:, Start with an RFP (Reguest for Proposal; that strippecd away any chance for vendors toshowcase real differences or standout features. Worse, some RFPs were crafted bycompetitors or consultants working with specific vendors, rigging the process from the, lgnore companies that didn't respond, even if they couldn't clarify cuestions or fullyunderstand your needs., Demand scripted demos based on outdated ideas of what technology should do, ratherthan focusing on actual business needs or process improvements.Involve a large group of stakeholders-many who wouldn't even use the technologyto check off boxes on features that everyone already knew the tools could cleliverwithout considering usability or efficiency., Use a rigid scoring system based on the flawed RFP to cut most vendors from, Finally, negotiate with the few remaining vendors and pick the cheapest option.The thinking was,"They all have the same score, so how much differencecan