David creelaman is author of this case study who is also CEO of Creelman Research which

focuses on fresh, interesting and important topics in managing people and culture (i.e. human
capital management).

in this case study the author points out the process in implementing the right talent
management software

First to succeed in choosing a right talent management software the HR should be prepared for
the process which requires ability to translate business priorities into talent management strategy
and collaboration with IT department to execute it.

This case study is about example hospital sisters health system, they have a particular type of
TMS system which doesn’t fulfil their goals. Their main crucial goals were retaining the leaders
and developing them, the old tms system could not fulfil on these goals. So their CIO decided to
go for new TMS system. In order to access this Tms system we need to collaborate with different
teams like IT to execute it. Here HR occupies the middle seat, the upper management of the
company like CEO ,CXO will have certain business strategies to be executed which will be
conveyed to hr, the hr will find a way to execute it and will pass on to functional level team. Hr in
the middle seat acts as a bridge between upper management and functional team.

This also says that from the middle seat the role of the HR is not only limited to finding a right
TMS software and vendor but also make sure that the business objectives align to the needs of
business. And also manage an effective collaboration with IT dept.

The mid sized organisations like hospital sisters focuses mainly on employee benefits, managing
compliance and employee relations. But they should also focus on getting a right Tms to meet
their organisational goals.

Here are some reason why TMS software fail:

• Lack of clarity in strategy: Every business has its own shortcomings or problems in it.
The strategy to overcome the shortcomings should be communicated
• Poor process: This emphasizes that Tms cannot work efficiently if the process followed
by the company is flawed. The company has to correct all the flaws and the implement
TMS software for effective results.
• Lack of buy in: Lack of acceptance of the new TMS or poor implementation without
proper process will lead to difficulty in using for the end users.
Common sources of failure in selecting a TMS:

• Failing to connect business needs: We should not implement a TMS just like that.
Seeing other companies implementing we cannot follow the same. It is important for HR
to make sure that the business strategy perfectly aligns with Talent management strategy.

• Failure to clearly translate the talent management strategy into technology requirements:
There are chances of many failures happening due to lack of converting talent management
strategies into queries and data points which will not be the output of technology. The Hr
must also be in the place to understand the IT needs.

• Expectation that technology can “fix” poor talent management pro cesses : TMS software
can act as a tool for better talent management but it alone cannot fix the process. So instead
of thinking that TMS will fix everything it will be better if we focus on our process.

• Lack of buy in: Even if HR understand the business needs the stakeholders may not be ready
for the change. So it’s the responsibility of hr to make sure the importance of TMS is being
conveyed for the stakeholders to help them understand.