RFP Process for HR
- Format: Self-paced
- Course Duration: 1 hr 19 mins
- SHRM Professional Development Credits: 1.25
- HRCI General Recertification Credits: 1.25
- Certificate of Completion (after passing quiz)
It’s Friday morning, the end of the work week. Imagine yourself sitting at your computer analyzing employee data. The software keeps crashing and it just doesn’t have the capability you need any longer. You have a big problem. What’s the solution? An RFP (Request for Proposal).
HR departments conduct RFPs regularly across a broad spectrum of HR functions such as benefits, compensation and recruitment with vendors who supply goods and services to support everyday business needs. This course will guide you through the often overwhelming yet rewarding process of implementing an RFP. It’ll show you how to conduct one from start to finish.
As an HR practitioner, you will eventually be involved or possibly manage an RFP process. The overall learning objective is to not only help you understand the process but also enable you to successfully lead it!
SHRM:
HR Jetpack is recognized by SHRM to offer Professional Development Credits (PDCs) for SHRM-CP or SHRM-SCP. This program is valid for 1.25 PDCs for the SHRM-CP or SHRM-SCP. For more information about certification or recertification, please visit shrmcertification.org.
HRCI:
This activity, has been approved for 1.25 HR (General) recertification credit hours toward aPHR™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). For more information about certification or recertification, please visit the HR Certification Institute website at www.hrci.org.
The use of the HRCI seal confirms that this activity has met HR Certification Institute's® (HRCI®) criteria for recertification credit pre-approval.
Title: Impact on the Organization
Module: Conducting a Needs Analysis
Duration: 3:26
Conducting an RFP can have an impact on your organization. If the RFP results in switching a service provider, it may cause slight disruption during a transition from existing to new provider. Take the example of switching a payroll provider.
For a payroll change of providers, certain processes may need to be redone such as new financial benefit feeds to your providers. Your I.T. and Finance department may need to provide support to accomplish this. Additionally, the look and feel of documents and statements may change along with the portal that employees utilize to access their payroll information.
Employees will need support and communication! Put on your change management hat. In a previous lesson, I mentioned the importance of considering the expectations of your stakeholders. If you’re changing payroll providers, think about how this will impact employee access to their pay. You know as an HR Pro, this is a big deal. Think about yourself as an employee.
What information would you want made available to you? Provide FAQ’s with screenshots of the new look and feel, set up a webinar or meeting prior to going live, and record it. Provide the recording to everyone after the session. Most importantly, educate your managers. They are on the frontline and could get bombarded with questions before contacting you. In addition, make sure you have staff available to answer questions and help out the first time you process payroll.
Above all else, communicate, communicate, communicate and be ready for resistance. A percentage of your employees will not be receptive to change. Period. Take steps to proactively address this resistance.
Sometimes the changes can be significant. For example, I worked at an organization that changed its recruitment software. We implemented a whole new platform with a workflow that interfaced with hiring managers throughout the organization. Training and communication on the new system had to be conducted during the transition. Additionally, reports that were created from information in the system looked different with slightly different data points. We needed to make some adjustments to the data and the finished reports to conform to our business needs.
Bottomline is, as you are preparing for and moving forward with the RFP, you must be thinking about how changes will impact your workforce. Go back to your stakeholders and take some time to assess the potential effects on their departments and operations.
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Lessons Not Completed:
- Introduction
- What is an RFP & Common RFPs for HR
- Who is Involved in the RFP Process
- Preparing for an RFP
- Understanding Contract Lengths & Renewal Terms
- Setting the Scope & Requirments
- Achieving Consensus on the RFP Parameters
- Roles & Responsibilities
- RACI
- What is Important & What's Not Important?
- Marketplace Trends & Considerations
- Impact on the Organization
- Key Measurements & Metrics
- Begin at the End
- Participant & Business Scheduling Considerations
- Service Provider Transition Timing
- Purchasing Department Requirements
- Who & How many Vendors to Invite
- Providing Information to the Vendors
- Reference Checks
- Establish Quality & Criticality Factors
- Develop a Rubric to Capture Key Capabilities
- Select an Evaluation Team
- Make a Selection
- Complete the Process
- Notify Winner & all Participants
- Transitioning, Contracts & Miscellaneous
- Conclusion
Instructor: Mark Fogel
Mark S. Fogel, SHRM-SCP, SPHR, GPHR, is an educator working as a Senior Adjunct Professor of distinction at Adelphi University’s Business School. Mark leads HR classes for MBA and Undergrad students in Staffing, Selection, Compensation and Global disciplines. He has also presented over two dozen times at SHRM national, regional, and local conferences on a...