Leaders don't invest in technology, they invest in results. As HR leaders, we must demonstrate how that solution drives growth, reduces risk and improves decision making. Executives support what they understand and can measure. Align your technology project with key KPIs: time to hire, turnover, work climate. Make HR a strategic partner that proposes solutions with real business impact.

To secure executive buy-in for new HR technologies, it's essential to align the technology's benefits with the organization's strategic goals. Present clear data on how the technology can improve efficiency, reduce costs, and enhance employee experience. Highlight the potential for increased productivity, better decision-making through analytics, and how the solution supports long-term growth. Provide case studies or examples of successful implementations in similar organizations to build credibility. Also, address any concerns about implementation by outlining a clear plan with measurable outcomes and a timeline, ensuring the technology’s ROI is easily understood.

To secure executive buy-in for new HR technologies, clearly align the tool with key business goals such as boosting productivity, reducing costs, or improving talent retention. Support your case with data, highlight current challenges, expected ROI, and success stories from similar companies. Finally, involve influential stakeholders early on to show cross-functional support and reinforce that the initiative benefits the entire organization, not just HR.

I’ve found the key is to connect the technology to outcomes that matter to the executive team—whether that’s enabling growth, improving decision-making, or unlocking capacity. It’s not about a HRIS; my experience is that most non-HR people are interested! It’s about showing how it solves a business problem. And often, securing buy-in is as much about influence as it is about insight—which is where coaching can be a real asset, helping HR leaders build the confidence and strategic muscle to engage at that level.