Do you want to integrate an HR initiative but can’t get buy-in from management?
Gaining support from decision makers is crucial to successfully implementing new HR initiatives and strategies that you may have.
Unfortunately, some HR leaders struggle to communicate and craft persuasive messages that actually sell the initiative to management. And in today’s economic climate where pockets are tight, it’s important that HR managers get the sell right.
For example, let’s assume you want to integrate Martian Logic’s 2.0 Human Resource Information System (HRIS) platform, but you need buy-in from your CEO first.
For context, Martian Logic’s HRIS gives HR teams their time back by simplifying manual tasks throughout the employee lifecycle like recruitment, onboarding, changes in employee conditions, off-boarding, and more. Martian Logic’s platform allows HR teams to focus on other strategic initiatives that genuinely drive your organisation forward.
So, let’s look at different strategies to get executive buy-in on an HR initiative, like HRIS.
Knowing your audience
As a communicator, you’re probably thinking, “Yeah, I know it’s important to analyse my audience”, but in my experience, this first step is most commonly overlooked and underrated.
When it comes to building a presentation and preparing to pitch, you’ve got to put yourself in their shoes. They’ve sat through half a dozen meetings by the time they get to yours. Their brains are fried. And there’s a chance they won’t be over-zealous about your meeting on a Thursday at 4:00pm.
Don’t take it from me. We know from studies and research papers that judges in court are more lenient to the accused after lunch. So the adage that justice depends on what the judge ate for breakfast may not be far from the truth!
So to begin, think about what kind of mood they will be in. What are they most worried about with respect to your organisation—what keeps them up at night? Think about the time of day. Where have they come from? Was it a 3-hour strategy session or back-to-back interviews?
This attention to what’s going on within your organisation and the executive team will make all the difference to whether or not your idea will get through before you’ve even opened your mouth.
Knowing your organisation
Pointer problems lead to pointer solutions.
From the outset, figure out how the initiative solves a problem within your organisation. This should be pretty straightforward, and it’s important to nail it upfront. The key to selling an idea is to bring people along on the journey as early as possible. So, if you can present your initiative as something that solves one of their concerns, you’ll have an easier time selling it.
Be considerate of changes occurring in the near future, and think about how your initiatives will impact them, positively or negatively. Or if something is going on that will affect employees using the HRIS, ensure it’s addressed upfront. Additionally, make sure you make it very clear in your pitch how your initiative links to a key strategic priority or one of HR’s KPIs.
Another way to show executives that you’ve thought holistically about your initiative is to touch on other departments in your organisation. Show how your initiative considers and could impact other work streams. So, when you’re thinking about how to get your pitch right, use what the HR department has to its advantage. The ability to check in with anyone in your organisation!
So, if you think information from someone in another department can help you win the pitch, take them for a 15-minute coffee and do a classic “I’ll scratch your back if you scratch mine” deal.
For example, having precise data on how long it takes to onboard an employee manually would help sell in the HRIS initiative as it quickly shows how much time the platform will save teams. It shows executives that you care about this initiative and have gone the extra step to understand the landscape and how your initiative solves a problem within your organisation.
When seeking buy-in or pitching a new initiative, it's vital to understand your audience and the current organisational context. Consider your executives' priorities and workload. Knowing the right timing and how this tool addresses specific organisational challenges can make your proposal more compelling. Always link your initiative to strategic goals and demonstrate its direct benefits, ensuring it's a solution for HR and the entire company.
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