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How can you ensure success with HR predictive software?

Red Hat's talent VP advises making the vendor responsible for co-leading a change plan for implementing predictive software.

What are the most effective ways to guarantee widespread and successful use of HR predictive software in a large organization?

The first thing is you have to be good at capturing relevant data, and then you have to be able to put that data into some sort of warehouse where you can do some massaging on it and some analysis.

Make sure you have an environment where you can compare and contrast that data and get relevant insights out of it. Everybody has to be able to take data and turn that information into knowledge and then turn that knowledge into making decisions.

You've got to have some kind of leading tool, whatever it is. There are a lot of different options, but use a tool that enables you to do some relevant analysis. It could be any kind of data tool where you can pull data potentially from multiple sources into a central source and make some insights on it.

The second way to achieve predictive software success is to find a small use case. Get a small group of people -- maybe a diverse and inclusive group of people with different mindsets and approaches -- but pilot small, and then if you find success, try to go large. Don't go large from day one.

When I say go small, I mean manage your original scope. How you determine that scope could change. It might be the number of seats, it might be the number of fields you are testing, it might be the number of groups that you are going to analyze. If that works, then think about how you apply it more broadly. Don't get bogged down trying to do some large-scale implementation without understanding the tool very well.

Really make your vendor responsible for helping decide and co-lead the change plan with you.

Gild drove the training, the adoption, the capability development and the enablement of my recruiting team to use its tools. Gild owned that wholly, which I think is a differentiator for a vendor.

L.J. BrockL.J. Brock

About the author:
L. J. Brock is vice president of the global talent group and people infrastructure for Red Hat. Previously, he was director of talent acquisition of the Americas with Experian and a senior manager with Sapient. 

Editor's note: Red Hat, based in Raleigh, N.C., uses Gild cloud-based predictive software to help hire Linux software engineers. It is piloting other predictive software that Brock declined to identify.

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