Outdated (or non-existent) software is the bane of the savvy HR manager’s existence. As one of the “boots on the ground,” you know that new software could supercharge your productivity and eliminate redundancies in your process, but it’s not always easy to convince management to fund the purchase.
Every purchase decision has both pros and cons that should be considered, and these must be presented fairly to management in order to make your case. Ready to meet with the decision-makers in your company? Before you make your presentation, follow these six steps:
1. Demonstrate the need for new software. What critical business needs or pain points will the new software address? What big picture benefits do you expect it to deliver? Be ready to show how the software will support current business goals and initiatives and to discuss expected return on your investment (increased productivity, reduced friction, streamlined processes, etc.).
2. Assess costs. Hopefully, you have already conducted research, narrowed down your options, and created a short list of vendors and software programs that can meet your needs. Now, it’s time to get quotes from each vendor. Make sure the quote is itemized so that you know exactly how much you will pay for things like project management, implementation, training, future upgrades, additional modules, etc.
3. Consider technical implications. Will the new software run with current machines and programming or will upgrades be needed? Do you have the necessary infrastructure? Create a plan for implementation that addresses these needs. If upgrades are required, make sure they are included in your budget proposal.
4. Anticipate roadblocks and have a plan to address them. Is your boss most concerned about cost, benefits, implementation, productivity, ROI, or something else? Ideally, your presentation should address all of these issues while anticipating potential roadblocks and offering a plan to overcome them. For example, if your HR budget isn’t large enough for the purchase, consider asking other departments that will benefit from the changes if they could contribute to the purchase price, or come up with an internal solution.
5. Plan your presentation. Great presentations require more than a flashy PowerPoint show. Your proposal should address each of the three greatest concerns for any budget—cost, benefit, and implementation—in a concise format. Avoid subjective evaluations (This is a great program!) and focus instead on quantifiable benefits (This software will increase our productivity by 20% over the next 5 years). You’ll also want to anticipate questions your boss may have and prepare answers to those questions ahead of time. Take the time to consider the purchase from several different angles so you will see the negatives as well as the positives, and be ready with a solution for the negatives (expenditures, additional training, infrastructure requirements, etc.) You may also want to include a SWOT analysis to demonstrate the benefits of the purchase.
6. Schedule a demo with the vendor. If you have done a good job presenting your case, your boss will be ready for a demo. Prepare specific questions about usability, integration, and training for the vendor. It’s important that at least one of the decision-makers in your company be present for the demo so that he or she can ask questions and see the software in action.
There will be times that a purchase request must be denied, even when you have carefully done your research and created a stellar presentation. A “no” may result from company-wide budget cuts, pressure from higher-ups, more pressing needs being presented at the same time, or other factors. However, when you demonstrate that you have considered the benefit to the company, addressed budget concerns, anticipated risks and challenges, and crafted a solid plan to address each of those needs, you are much more likely to get the “yes” you’re hoping for.
