Workforce Management: boost productivity, enhance employee engagement
Situation
The company of 150 employees needed to replace an outdated software application in Human Resources to remain competitive. The problems were: slow and fragmented workflows, lack of functionality and interoperability with Erp/Cloud, lack of payroll data integration with controlling data, legacy software out of service.
Challenge
To really simplify the day-to-day work, even in the light of many official formalities, it was essential to involve various stakeholders and to coordinate the teamwork between the human resources function, employees, managers, payroll, controlling, and internal/external IT specialists. For these systems to work, data must be structured in such a way that it can flow seamlessly between the different platforms and there can be no discontinuity when switching from one system to another. The digitization process also partly implies a cultural and leadership change in the way data is managed and exploited.
Actions
The first step was the selection of the most suitable software. Then a well-planned strategy and a gradual migration process of the various modules was adopted: attendance, payroll, expenses and travel, training, personnel records, human resources controlling. A clear sequence was adopted for each topic: analysis of existing critical issues, definition of a starting point, prototyping, testing and release of the pilot, monitoring/feedback, updating and optimization of processes based on feedback and data collected. During the whole implementation process, it was crucial to recalibrate the company’s rules and policies, provide adequate information and training to managers and employees, and ensure the proximity of IT specialists to individual use cases.
Results
The new systems were introduced with a significant increase in efficiency. Data is now available monthly for pre-analysis and making data and evidence available to bosses in real time. Informed decisions can be made to optimize issues such as the use of overtime, absenteeism, holiday and leave planning, and training organization. From the introductory phase, it was considered crucial not only to solve the problems of the HR department, but above all those of the employees.