- Document your process prior to the kickoff: This does not need to be a detailed document, but you should have a high-level overview that may be passed along to the consultant.
- Keep your workflow simple: This is especially true for your first year. Consider the approval levels, which can lead to higher-level managers getting numerous emails. Complex approval processes, such as iterative and steps requiring signatures for certain exceptions, could lead to a prolonged process.
- Provide a dedicated resource: Your Compensation department may be small relative to the overall organization, and compensation analysts and managers are typically taxed with numerous high-level projects that prevent them from fully comprehending what they expect to learn during implementation.
- Identify the system admin before or during project kickoff: This allows the consultant time to have the admin practice and demonstrate their knowledge.
- Ensure that the implementation team has easy access to key stakeholders: Ideally, these stakeholders should be involved in the project and be authorized to make any necessary decisions when needed.
- Have your own (internal) discussions to map out current processes and roles: Taking the time for this first step helps ensure that these roles will be translated into Role-Based Permissions (RBP) accordingly.
- Keep the repurposing of system fields and functionality to a minimum: SAP SuccessFactors is very flexible and allows for the repurposing of many items to meet a client’s needs. However, overuse of this flexibility may cause problems with future implementations because other modules may require certain functionality. When there is no other option, these changes should be well-documented and easily accessible by future consultants.
- Review the latest release information as upgrades and enhancements occur: However, future functionality is not in scope during an implementation.