This article accompanies The Decision
Once an organization has decided to implement a Software-as-a-Service-based enterprise system, HR leaders should assess their team to ensure it has the right skills not only for the SaaS implementation but for managing the new system once it's in place.
Post-implementation resource requirements may mean reducing, re-assigning or re-training staff as appropriate based on the SaaS model; and roles may need to be realigned to reflect new responsibilities -- IT, for example, will have to play an advisory role as opposed to a tech-support role.
A major SaaS implementation typically requires the following three roles:
Implementation project manager, who can follow the SaaS vendor methodology.
System administrator/manager, a system expert who will liaise with the given SaaS vendor. For SaaS solutions, this role frequently sits within HR instead of IT, which is a shift from the trend with on-premises solutions.
Vendor relationship manager, who will build and maintain relationship with the vendor account manager and review vendor performance during and after implementation.