Jason Seiden

Enable HR’s Digital Transformation

Drive user adoption, eliminate fatigue, get results

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Why user adoption?

 
 
 
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Because the most valuable HR Tech toys are the ones people actually use.

Often, a big idea’s success hinges on something very practical In HR, the big idea is digital transformation; it’s success hinges on user adoption. Because when even large, sophisticated HR departments might use parts of 11 different systems of record (Bersin, 2018), what hope is there to “transform” anything?

I drive user adoption of HR Tech, maximizing value for customers, simplifying HR Tech stacks, and paving the way for successful digital transformations.

 
 

 

what a mess

 
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The current state of HR Tech? Yikes.

When companies are continually evaluating, buying, and implementing software—and then getting different systems to work together or creating work-arounds if they can’t—what those people are not doing is their actual day jobs. HR suffers.

Focusing on user adoption provides a strategic advantage for buyers and sellers alike by breaking this vicious cycle, accelerating time to results, increasing ROI, clarifying unmet needs, and getting people away from their side gigs as tech experts and back to the business of running their businesses.

 
 

 

unlock HR tech’s value

 
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Avoid Costly Distractions

 
 
 
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A lack of focus on user adoption can lead to:

• Difficulty in reporting
• Stalled pilots
Unacceptably high user error levels
• Increased support costs
• Duplication of work across departments
• Loss of organizational focus
• A desire for even more technology
• Manual work-arounds & legacy processes

 
 

 

Accelerate growth

 
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Meanwhile, improving adoption rates can lead to:

• Maximized ROI on an HR Tech spend
• Better HR data & insights
• Improved employee experience for end users and admins
• Operational efficiencies
• Simplified support needs
• Improved vendor/customer relations

 
 
 

 
 

Methodology:
Simple, Smart, Doable

 

Most organizations—including vendors—have people focused on user adoption… but they tend to be scattered throughout the company, meaning they’re not coordinated, not focused, and not connected to the big picture. Process design might be handled by one group, for instance, while internal communication is handled by another and a third group takes responsibility for the customer/vendor relationship. Training support is likely provided by a different vendor altogether.

It’s a classic “if everybody owns it, nobody owns it” scenario, and it leads to a lot of teams claiming “wins” when in fact no progress is made.

When an organization is focused, all these teams are working together to do the following:

 
 

Step 1

Put value into context.
Learn to put product features in context for users, so they can see how to use the product to eliminate the specific business problems they face.

 

 

Step 2

Get those WIIFMs.
Learn to go beyond business needs to understand what “what’s in it for me” needs are blocking admins, end users, and executives from engaging.

 

 

Step 3

Make change safe.
Learn to mix personal and work-related benefits into engaging campaigns that blow away typical show-and-tell messaging.

 

 

Step 4

Measure each step.
Learn which metrics indicate a genuine change in user behavior, and get decision-makers laser focused on those.

 

 

Step 5

Repeat frequently.
Learn how small, continual improvements can keep adoption rates high and cost of ownership low, even as needs, competitors, and products evolve.

 
 
 
 
 

Proven under pressure

 
 
 
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A founder who knows what it takes.

As the first LinkedIn certified consultant in North America, I worked with enterprise customers on their social recruiting and sales strategies, helping them achieve 250% – 900% higher adoption rates than LinkedIn’s own in-house teams were able to deliver. My company also developed & hosted the Rock My Profile booth for the 2011, 2012 and 2013 TalentConnect conferences.

My approach then delivered results as Brand Amper (now BrandBuilder), an employer branding technology I co-founded that was acquired by The Muse.

 
 

 

case study: The Surprise WIIFM

 
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People like to avoid looking foolish.

Turns out, as much as people like to look good, they really like to avoid looking foolish.

As LinkedIn was going mainstream, my research showed that what held most people back from engaging was not a lack of understanding of the platform, but a lack of knowing how to talk about themselves.

So my team developed a simple way for people to create a summary and headline they could be proud of, resulting in 250% – 900% more adoption within corporate customers than LinkedIn’s own teams were achieving… and 2 of the top 10 LinkedIn Talent Blog posts of 2013.

 
 

 

case study: when metrics failed

 
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Something wasn’t adding up.

When an HR Tech vendor believed only 34% of customers were using a particular product in their suite, it suggested a problem. A deeper look told us that not only was the feature being cut from many on-boarding orientations, but that 53% of customers weren’t opening the vendor’s follow up emails about it. Of those who did, over 70% adopted the product, and they used it more than twice as expected!

Digging into the vendor’s metrics showed that it was customer communications that was holding back user adoption, helping the company make quick progress while avoiding a costly (and likely unpopular) product re-design.

 

 
 

Services

 

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deep dive DIY TRAINING & Metrics Development


Want to build your team’s internal capabilities? Let’s go: my team and I will share with you everything we know.

We will be a resource as needed to your in-house team for up to 18 months, supporting them as they develop a pilot program, review relevant metrics, and test various communication plans.

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Workshops, breakouts, panels, & keynotes


"Terrific message & insightful encouragement...
Good take-aways from/for my team, too."

–CEO, Distribution Market Advantage

Speaking services are for executives who want to communicate the importance of user adoption to their leadership teams and/or broader organizations, in order to get people thinking and to start shifting the organization’s culture.

With a background that spans both leadership/communications consulting and also technology—as well as having considerable experience speaking on topics both serious and more light-hearted—I am able to work with executive teams, program leads, and managers from across functions to share stories, methodologies, and lessons learned that drive home the importance of user adoption.

 
 

 

Let’s get started

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