When considering the adoption of new HR Technology or the upgrading of existing technology, it is essential to consider the impact on the organisation and its people and the nature of the transformation to be achieved. This is because whilst information technology can empower people and organisations there will invariably be:

• Varied & competing requirements and uses for the technology in different parts of the organisation and by different groups of people. For example the corporate centre’s need for management information may drive functional and system at the expense of considering the practical operational requirements that can improve business performance.

• Complex interactions and relationships affected by the technology. Established roles, hierarchies, organisational and personal relationships may all be thrown into question. The introduction of new technology may provide opportunities for a radical re-shaping of the HR delivery model and the introduction of shared services. Therefore in addition to establishing business requirements; the impact on staff numbers,  competencies, skills, training, customer relationships and third party suppliers will all need to be taken into account, if the adoption of technology is to be successful

• Differential impacts on the behaviour of people and of organisational units. One only has to consider how different groups and different individuals have reacted to the introduction of the mobile phone to appreciate that. In an organisation context, some managers find the implementation of self service applications liberating and efficient whilst others, see it as an attempt by the HR department to off-load the work they don’t want to do.

The successful adoption of HR technology therefore requires a great deal of preparation and planning and typically, the adoption of processes and disciplines that are new to most people interacting with them. The management of change within the organisation is therefore key.

The adoption of, or changes to, the HR technology in question. should be only part of a wider consideration of the nature of the HR services that the organisation requires.

The services, including consideration of HR Service Centres, & the HR technology are therefore inextricably linked. They need to be part of overall HR operating model. The Customer experience will depend on successfully integrating both.

 Our track record

1993 - Set up new HR Services function to support a major electricity distributer’s de-regulated businesses. Established HR service, process and system requirements. Sourced new client server HRIS and managed its implementation.

1995 – Project managed the delivery on time and budget, of a 30% reduction in personnel and payroll staff, through the implementation of an electricity distributer’s first fully integrated personnel and payroll system.

2001/02 – Developed a global HRIS strategy and roadmap for a blue chip IT Company, including organisational & systems design (20,000 employees; 25 countries across North & South America, AMEA). Established the company’s first UK shared services centre.

2002 - Developed the user and business requirements for a major IT company’s in-house resourcing system and managed the subsequent development of the system.

2003/2004 - Designed the core competency framework and on-line tools to support the implementation of a new global performance management system for a global IT Services supplier

2004 – Project managed the implementation of the above System. This significantly improved the proportion of completed staff appraisals amongst the 5000 UK employees.

2005 - HR/HRIS Advised on the global (Americas, APAC, Europe) HRIS and Payroll (PeopleSoft) programme of a major international property services company. Provided subject matter expertise to, and advised the Global Project team.

2006 - Reviewed all ‘HR to Payroll’ processes including the full employee life cycle, Compensation and Benefits, and Payroll for a multi-national electronics and media company.  Recommended changes to the HR organisation and the HR and Payroll operating models and HR Systems and produced a HR Services/Payroll operating manual.

2006/07 - Undertook analysis of HR services, HR organisation, process and systems and prepared the requirements specification for the implementation of a new Shared Service Centre and HRIS including Payroll by a major international Construction Group.

2007 - Analysis of HR Services and HRIS requirements (including: HR Admin, Compensation and Benefits, Payroll & L&D) and vendor selection for a global Legal Services company.

2008/09 – Project managed the implementation of a leading edge e-recruitment system and related solutions into a major UK Bank and a leading UK Construction group.