Business Case Template A template for securing HRTech funding

Agenda The problem we are trying to solve What the problem is costing our business The solution to the problem Our plan for change management Realistic return on investment

The Problem The problem statement should be: Straight-forward Specific Actionable Data driven Bringing your leadership into your problem This statement will help frame the entire presentation. Make this problem your leadership’s problem. Paint it in a light that helps them see how this problem is a business problem and use hard numbers to help them see this is impacting the business. Here are some do’s and don’ts. On the don’t side: Don’t tell your leadership that we can’t find the right people for the right jobs. It’s too general and it is actually your job in their minds. On the do side: the problem you’re trying to solve could be this: The average worker in on the market for 10 days. Currently, it takes us 40 days to fill a job. We would aim to close that gap. Example: The average worker in on the market for 10 days. Currently, it takes us 40 days to fill a job. We would aim to close that gap.

The Cost of the Problem Your C-suite needs hard numbers. Frame the problem this way: Cost per hire reduction Time to fill reduction Efficiencies created This will impact the two items above The c-suite wants to have hard numbers. In HR it can feel like all of our dollars are soft dollars. Since HR is viewed as a cost center, we have to work to change that perception. We have to show them that investing in these tools will create either savings or efficiencies. In many cases, we will be showing efficiencies. We need to show them how our efficiencies will create savings. When we talk about what the problem we are trying to solve costs the business, this is where we get additional data to bring this conversation to dollars and cents. This is how we get their attention. If you don’t put it in financial terms, you lose the CFO and when you lose the CFO, you lose your funding. So, if we talk about things that are soft like engagement, it’s difficult to get the CFO to buy in. We have to show them realistic costs to support the problem we are trying to solve. To build on the problem statement of: The average worker in on the market for 10 days. Currently, it takes us 40 days to fill a job. We would aim to close that gap. We fill this job on average 50 times per year. This is currently costing our business $474,000 per year. Now, never let a stat like that sit. You have to tell them how you got there. Every day that this job remains open costs our company $237 dollars. In problems like this, we like to look at average revenue per employee per day. Here’s how you can calculate the revenue per employee per day: For example, Company A had $10,000,000 in revenue this year. Divide the amount of revenue by the number of employees. In the example, $10,000,000 divided by 100 employees equals $100,000 of revenue per employee per year, which is the average for American businesses. Breaking it down further, you divide that by 365 and you get $273/day/employee. So, for each day that a job stays open, the business loses $273. If we can close the gap by 10 days, we can save the company $2,730 per role. On average, we fill this role 50 times per year, so, by closing the gap by 10 days, we could save the company $118,000/year. Other opportunities to show them the cost of the problem could be reducing the cost per hire. The key here is to understand how the problem impacts the business in financial terms. And that your solution can achieve the goals you’re setting forth. Example: The average worker in on the market for 10 days. Currently, it takes us 40 days to fill a job. We would aim to close that gap. By closing the gap by 10 days, we could save the company $118,000/year. See the notes section for how this is calculated.

The Solution The solution section should have: Data! A realistic approach More than 50% of projects fail Assumptions A (SWOT) exploration SWOT = Strengths, Weaknesses, Opportunities, and Threats A clear path to solving the problem An understanding of risks associated with the solution One you’ve established your problem, it’s crucial to share them how you’re going to solve it. And it doesn’t need to come across as a sales pitch from the partner you’re interested in. It has to come across as a thoughtful approach to saving the company money they are so clearly wasting with the “old way.” As you’re establishing your solution, share with your leaders how your solution will solve the problem. Building on the problem we are trying to solve, we have discovered a solution that will help us reduce our time to hire by 10 days based on the following research and assumptions. Tell them what your assumptions are. And give them data to support the solution. As you walk through the solution, it’s important to be highly realistic because frankly, 50% of all projects fail. So talk through the Strengths, weaknesses, opportunities, and threats. Talk about the risks and acknowledge that most projects fail because you don’t think about how we will get people to adopt the solution. It is critical to talk the leaders through the “what” and “why” of the solution and be plain and thoughtful about each of these pieces. Be sure to support the what and the why with data.

Change Management Plan This section should cover the following: How you plan to roll this out The project plan How you will get the team to adopt the solution The adoption plan How this plan is reasonable How this plan is achievable How do we plan to the team to change. How do we get people to adopt this solution. You see, many business cases include and cover a project plan, like how are we going to roll this out. How will we implement it. What is not missing from most winning business cases, is a change management plan. The #1 cause of project failure is adoption. Which is why a change management plan is so key to success of getting to YES on your business case. This shows your leadership that you are thinking it ALL the way through. Because solutions like this often times require not just money, but they require change. And if there is one thing people hate it is change.

Realistic ROI Your ROI should be: Hard numbers Data driven Focused on “realistic” Achievable Do not over-promise It’s really important to be realistic. Do not overpromise. Earlier when we were talking about what the problem was costing the business, it would have been easy to say we can cut the time to fill in ½. But is that realistic. Would it be even better to say we could cut the time to fill by 25% or less. Even 25% may be too aggressive. What’s important is that you put a line in the sand that is achievable. One that you can deliver against. It’s important to show the return on investment in as realistic a light as possible. Because if we ARE able to deliver a 25% reduction in time to fill with one tool, you are winning! Hint: If you think the ROI is aggressive, lower the assumptions. Show that it is reasonably achievable. Show data and trends that demonstrate how the solution will get there.

Questions? E-mail Bennett Sung at bennetts@allyo.com The team at AllyO is here to support you, please reach out if you have questions or need additional support. We are here to help you solve some of TA’s biggest problems! Questions? E-mail Bennett Sung at bennetts@allyo.com

Contact AllyO hello@allyo.com Questions? Contact AllyO hello@allyo.com The team at AllyO is here to support you, please reach out if you have questions or need additional support. We are here to help you solve some of TA’s biggest problems!