Get it right: Implementing your HRIS
In part one of our Less Stress HRIS series, we outlined the foundational elements needed to embark upon an HRIS (Human Resources Information System) implementation. Once you have built a robust value case, secured stakeholder buy-in and funding approval, selected software vendor and SI partners, mobilised the hybrid programme team and agreed your change approach, you are ready to tackle the next phase – implementation!
Why go to the Cloud?
There are many benefits for a business to move to the Cloud and that’s what we outlined in our first whitepaper (which you can access here). As a reminder we’ve listed below a quick visual of some of the benefits:
What’s in this whitepaper?
Much like any climb, getting to basecamp sets up your fundamentals, but moving to the implementation phase is also part of the journey that requires careful planning and execution. This paper explores eight essential areas for setting up your HRIS for long-term success – we are aiming to get you beyond basecamp and up the mountain so you can celebrate your success!
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Step 1: Structure and governance
- Establish clear roles and responsibilities to prevent confusion.
- Set up regular communication channels for stakeholder alignment.
- Implement a system for tracking progress and managing risks.
Step 2: Change management
- Engage leadership to model and cascade change messages.
- Identify and address behavioral changes needed for adoption.
- Use tailored messaging and training to increase engagement.
Step 3: Solution
- Involve employees in defining future experience journeys.
- Make key design decisions early to streamline system configuration.
- Ensure the solution aligns with the overall operating model.
Step 4: Data
- Conduct a comprehensive data audit to identify quality issues.
- Develop a clear strategy for data cleansing and migration.
- Establish data governance frameworks to maintain data quality.
Step 5: Reporting and analytics
- Assess current reporting and analytics landscape to identify gaps.
- Balance out-of-the-box solutions with necessary customisations.
- Leverage AI and advanced analytics for deeper insights.
Step 6: Integrations landscape
- Map out current integration landscape and data flows.
- Collaborate with IT to define integration requirements.
- Prioritise business-critical integrations for initial implementation.
Step 7: Testing and quality assurance
- Define a comprehensive test strategy and socialise it across the business.
- Conduct various types of testing (e.g., configuration, UAT, integration).
- Gather feedback from business users to refine the system.
Step 8: Target operating model, service delivery model, and cloud support model
- Align the HR operating model with business drivers and strategy.
- Decide on in-house vs. outsourced support for post-implementation.
- Define the employee experience and how the HR operating model can enable it.
Download a copy of the report through the form below:
Authors and contributors
Sian Beacham
Client Executive Director
Sian is an HR Transformation specialist and global programme director with over 25 years of experience.
Before Sian joined LACE as an Executive Director in May 2022, she worked at Accenture and IBM and has held a number of senior client-side programme director roles at large global organisations. Sian has delivery execution experience across the full HR scope and lifecycle from strategy and design through to delivery, adoption and business case realisation.
Sian’s passions are the upfront definition and structuring of the approach to transformation, including all the critical ‘readiness’ work to ensure a Tx journey is successful AND how to build an engaged, collaborative and productive team (with an innovation and FUN factor!)
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Marcus Uzubalis
Director
Marcus is a data-driven HR leader with over 20 years’ experience in delivering HR transformation and change programmes. Before Marcus joined LACE Partners in 2024 as a Director focusing on client delivery, he worked in global, matrixed organisations spanning multiple industry sectors, including management consulting, financial services, aviation, and pharmaceutical logistics.
Marcus is passionate about optimising organisation design and establishing HR as a strategic partner to the business. He holds deep, practical understanding of the HR Operating Model gained from in-house roles in regional and global business-facing HR, Centre of Excellence, and programme management with a focus on organisation design, and mergers & acquisitions. He has attained extensive international experience from having lived and worked in the UK, Australia, Hong Kong, Japan, the UAE and Italy over the course of his career.
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Annette Frem
Manager
Annette combines theories, best practices and expertise from the fields of Change, HR, L&D, Branding and Communication to design strategies, plans and initiatives that create stakeholder buy-in, drive engagement, innovation, collaboration and deliver sustainable change.
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Martin Colyer
Director Digital and AI
Martin joined LACE in September 2024, Martin is a thought leader, business leader and entrepreneur who has worked extensively in HR Technology for 20 years.
Prior to joining LACE he ran his own advisory firm supporting clients such as BT, Tesco, Schroders and WPP. Before this worked both client side and within consulting both leading consulting practices and programme directing.
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