From vendor selection to implementation success: Crafting your WFM Center of Excellence team
Imagine the team that selects your WFM solution staying on board from start to finish—through selection, implementation, and ongoing management. This continuity guarantees that the project remains consistent and aligned with your strategic vision, highlighting the importance of involving the right stakeholders from day one.
When assembling your center of excellence, bringing representatives from every facet of your organization is crucial. Decisions should echo strategic objectives and leverage insights from diverse departments such as information technology (IT), clinical leadership, human resources (HR), and finance to ensure an efficient change management strategy. This comprehensive approach supports well-rounded decisions and accommodates your organization’s varied needs and perspectives.
By bringing these key players together, your organization can adeptly navigate the complexities of implementing a WFM solution that aligns with its needs. This sets the foundation for long-term success and adaptability in a rapidly evolving business landscape.
Deloitte’s 2024 Global Workforce Management Survey found that only 22% of over 500 organizations surveyed had a WFM governance model in place. However, 79% of those with a WFM governance model (CoE) reported higher satisfaction, citing a smoother frontline worker experience, reduced administrative burden and minimal tech maintenance.
Key stakeholders to consider
1. Executive sponsors
Example roles: System-level Chief Information Officer (CIO), Chief Human Resources Officer (CHRO), Chief Nursing Officer/Chief Nurse Executive (CNO/CNE)
Key responsibilities
Executive sponsors provide strategic direction by ensuring WFM initiatives align with the organization's overarching business objectives. They leverage their leadership position to secure support, drive accountability across departments, and engage various levels of leadership. Executive sponsors are also responsible for resource allocation, ensuring that financial, human, and technological resources are distributed effectively to support project success. They also oversee performance outcomes and strategic alignment, making necessary adjustments to keep projects on track.
2. IT leaders
Example roles: CIO, Chief Technology Officer (CTO), IT Manager
Key responsibilities
Overseeing the technical aspects of projects, IT leaders manage IT solutions' architecture, development, integration, and deployment. They ensure system security and maintenance while fostering a culture of innovation to improve workforce management solutions through technological advancements.
3. Project managers
Example roles: Project Manager, Scrum Master, Product Manager
Key responsibilities
Project managers lead the planning, execution, and completion of projects, ensuring they are delivered on time within scope and budget. They coordinate cross-functional teams, facilitate communication and collaboration, and proactively identify and address potential risks early in the project lifecycle. The project manager should keep the governance team informed as the project progresses.
4. Clinical/nursing leaders
This role is sometimes overlooked in developing a WFM governance model, yet it’s essential when selecting and implementing a system widely used in clinical settings. Including a nursing perspective in the discussion is critical to the project's success.
Example roles: CNO, Associate Chief Nursing Officer (ACNO), Nursing Directors, Clinical Managers
Key responsibilities
Clinical and nursing leaders ensure that IT solutions align with the needs of clinical and nursing operations. They advocate for process improvements that enhance scheduling, staffing, patient care workflows, and overall clinical operations through technology. As a bridge between clinical staff and IT teams, they facilitate clear communication and mutual understanding between these groups.
5. Human resources
Example roles: CHRO, HR Director, Risk Leader, Compliance Officer
Key responsibilities
Human resources is critical in risk and compliance management, ensuring WFM projects adhere to relevant regulations and standards. They support project staffing by identifying and assigning the right talent to project roles, fostering a capable and motivated team. Additionally, human resources is often responsible for overseeing and guiding the redesign of organizational policies.
6. Finance
Example roles: Chief Financial Officer (CFO), Senior Director of Finance, Payroll Leader
Key responsibilities
The finance team is responsible for developing and managing project financial plans, ensuring budgets are realistic and adhered to. They provide regular updates to maintain transparency and support informed decision-making. Additionally, they monitor expenses, implement cost-saving measures, and evaluate potential return on investment (ROI) to ensure alignment with the organization's strategic financial goals.
7. Change leaders
Example roles: CHRO, Communication Leader, HR Leader
Key responsibilities
Change leaders oversee the organization's transition and adoption of new processes or technologies. This includes developing and implementing training programs to equip employees for the changes, providing ongoing support throughout the transition phase, and creating communication strategies to keep all stakeholders informed and engaged.
8. IT vendors/implementation partners (after selection process)
Example roles: Vendor Executive Sponsor, Vendor WFM Leader, Implementation Partner Leadership
Key responsibilities
Once the WFM vendor is selected, this resource can become a valuable member of the CoE. IT vendors or implementation partners provide expert guidance and support throughout the project lifecycle. They ensure alignment between the customer's goals and the vendor's capabilities, fostering collaboration and mutual understanding. Committing to quality and excellence, they help ensure that solutions meet agreed-upon standards and requirements, playing a crucial role in the project's success.
Each stakeholder's unique contributions and collaboration are essential to completing projects efficiently while staying strategically aligned with the organization's broader goals. Members of your CoE must be fully engaged and willing to serve as active participants and change agents. This role requires a time commitment and a genuine passion for innovation to help drive the organization forward.
With your team in place, you are ready to move forward. Selecting your next WFM solution can be complex, but understanding common pitfalls can help. Read more about key mistakes to avoid during your selection process.
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