Redesigning HR processes and landing them in the system in one move

Documentation, ways of working and tools had been built up independently, without standardisation across the HR domains. Every adjustment therefore required alignment all over again: between domains, with the broader HR framework, and with the partners around the platform: Cornerstone, AgO and the internal IT organisation.

And as long as the configuration was the starting point instead of the work, every discussion was about the screen and not about the way of working.

A phased trajectory in a fixed order. First map and redesign the core processes: recruitment and selection, onboarding of new colleagues, performance and development conversations, learning and development. Then update the tools and documentation. Only then the translation to system requirements.

In working sessions with the HR business partners every process step was tested against daily practice, while the collaboration with Cornerstone, AgO and the internal IT organisation was kept on a single course.

The moment when the discussion was no longer about which process step belongs on which screen, but about what is actually our way of working here. Ownership returned to the HR colleagues, and the configuration became a derivative of that clarity instead of the starting point.

Updated processes, documentation that speaks one language, and stronger alignment with the broader HR framework. Process and system reinforced each other: the process architecture gave direction to the platform, and the platform made the choices visible.

New questions the HR organisation can now answer from its own processes, not from the system.