Implementing SAP SuccessFactors EC: Over seven bridges to secure operation

A successful implementation depends on thorough preparation. It is important to ask and answer the right questions right from the start. The central question is: What do I want to achieve by when with which team? The rule here is: The more precisely the "What" is defined, the more efficiently EC can be used later. Do I want to improve data quality? Reduce turnover in the company? Or perhaps primarily speed up processes? And above all: What and how can EC contribute, and what budget is available for that? A multidisciplinary project team takes care of all these tasks, which ideally should consist of an external consultant as well as representatives from HR, IT, data protection, and the works council.

Once the objectives, project team, and timeline are established, it's time to analyze the data and processes. What does the organizational structure look like? What are the data sources and who are the owners? Before the data migrates to the cloud, it must be complete, and above all, accurate and in the correct format. The current processes should be documented and optimized, and it must be clear which workflows need to be represented in EC. Globally operating companies have additional obligations, as they must consider country-specific regulations. For the implementation of EC, this means: the solution must be configured according to the applicable requirements.

The effort involved in data modeling should not be underestimated. This refers, on the one hand, to the configuration of the fields that appear in the personal information and employment information of the employee. On the other hand, it also pertains to the configuration of organizational structures and any individual customer-specific objects. Additionally, the modeled processes are technically integrated into the data structure. 

Furthermore, depending on the architecture and connected systems (SAP ERP, Payroll, third-party systems), interfaces need to be defined. During the technical implementation, the security and authorization concept must also be considered. On the one hand, roles and permissions must be assigned according to company policies. On the other hand, the protection of all personal data must be ensured, in accordance with the General Data Protection Regulation (GDPR).

Is everything set up, the question is: Does it work? Trust is not enough here; control is absolutely necessary. This can be achieved through a series of tests. For example, unit and integration tests are used to check the individual configurations and interfaces to ensure the functionality of the workflows. And through User Acceptance Tests, it can be assessed whether the software meets the desired user requirements.      

A true litmus test is the migration tests. This allows for the verification of data completeness and consistency. Since not all processes run as desired during the testing phase, an appropriate error and change management is also needed. The establishment of a system like Jira can be helpful in this regard.

Changes on a large scale, such as the introduction of new software, never go smoothly. The earlier management and key user groups are involved, the better. When they understand the benefits, acceptance increases. Therefore, communication should be a top priority from the outset, either in the form of regular updates for all stakeholders or by providing comprehensive training materials like FAQs or videos before the go-live. However, merely handing out materials is not enough. All training measures should be embedded in a strategy. Part of this strategy includes training key users and/or end users with the aim of improving user-friendliness and promoting the use of self-service features.     

The big moment is approaching. To ensure that nothing is left to chance, the rollout should initially be tested with a selected group of users. The feedback can help smooth out any last-minute rough edges. Since each rollout is initially likely to generate a wave of support requests, resources should be allocated for this purpose. To make the rollout as smooth as possible, many companies prefer a staggered introduction by region or department. In any case, the go-live should be announced with clear instructions for action.

The new software is set up and ready to go. Since not everyone can be familiar with the system, especially in the initial phase, a help desk or service team should be available to answer questions. This team helps not only when someone is stuck in the workflow but also provides valuable support by offering tips and fully utilizing the solution. The incoming questions, in turn, are valuable indicators for the project team to continuously improve the system. To ensure that everyone benefits from the ongoing development of the solution, knowledge should be refreshed regularly through training sessions. These are also important regarding the regular releases from the client side, through which the system is continuously improved.