Creating a “Business Case” not just a “HR” Case

Everyday, someone is asking me my latest thoughts on how to build a business case for HR and workforce technology. While this is something that each day, based on the organization, has a bit of a different answer, overall the answer is shockingly similar. Here are a few random tips, not in any sequence or order that you should think about when working on a business case for HR/workforce technology.

1. A business case needs to be tied to overall business objectives, not a functional area objectives. By using the term “business” case, I am explicitly saying that it should have business benefit. Lets tie that to the world of HR/workforce technology. I am not simply making a “HR” case in order to be successful with my project, I need to make a “business” case. How do I do that many ask me and the thing I say each time is that you must GET OUT of HR and understand in as much detail as possible the true goals and objectives of the business. If you align your business case to these goals and objectives, not only will the case be made, but you will be creating the vision as to how to help the business, not just helping yourself.

Think about calling it something other than HR technology. By using the label HR technology, we are basically saying technology for the HR function.

By using a label like “workforce technology”, we are being inclusive of the entire workforce and when we ask the business what they care most about, it is the engagement and culture of the workforce, not only the HR function.

1. Insure you are asking yourself as a function, “What do we want to be great at as a HR function versus what is ok to be performing at?” This is a CRUCIAL question as we will never be able to do everything and by making sure that what we are trying to make the business case for is aligned to our GREAT versus our PERFORMING, our case will be much easier to make.
2. Realize that a business case is always, yes always, made up of both cost savings as well as value creation. Another way to say this is, “how am I driving efficiency with this initiative as well as how am I creatively driving effectiveness.” So many organizations build their business case strictly on saving money, and because so many treat HR as a cost center, they feel this is the only way to be successful. With a bit of work, blending value with cost savings MUST be done as we reframe the HR function as a whole.
3. Finally, we need to show how our initiative is part of a bigger strategy and program. Many of us go on year over year putting another brick on the stack without painting the true picture as to what all of the bricks together are doing for the business. The art of selling a business case is all about telling stories about the past, present and the future. If you try to make your case without telling a story, you are nothing but a line item stacked against other line items, and your chances of success are very limited.

We live in a magical time where people are truly, yes truly, our most important asset and many in HR are learning how to demonstrate this.

As we shifted from a manufacturing economy to a knowledge economy, we have for the most part, not made the necessary investments needed to have the people infrastructure to deal with the major economic shifts that have happened. Our time is now and now is the time for all of us.

Learn more by joining an in-depth webinar on 5/24/17 on building an HR business case.

Shape the future!

Jason Averbook is the CEO of LeapGen. A new-age, global services firm that works with organizations globally to challenge established thinking and shape their future of work