Guiding a multiple systems change while preserving values and ways of working
Client
An international financial institution
Role
Project Manager
Head office in the Netherlands decided to standardise several HR processes globally onto one global HR IT systems vendor, starting with personnel administration and payroll, followed by Compensation & Benefits automation. For the Belgian organisation this meant: implementing multiple systems simultaneously while switching to a new payroll provider in the same move.
A global standardisation brings efficiency, transparency and cost savings at group level. Locally, it meant converting existing personnel administration and payroll systems in parallel onto new platforms (SAP software, ADP GlobalView, SAM Level 5), including time tracking.
The complexity lay in the simultaneity. Multiple systems, multiple vendors and a payroll provider change - all within the intended timeline, cost and budget, and while respecting the client's values and ways of working.
As project manager we built an approach that was validated by everyone involved: steering committee, business managers and vendors. Risk assessments ran across all project activities and towards the vendors, with attention to system security and organisational structure.
Alongside content-level steering, there was a second layer: translation. Making the client's requests and requirements clear towards the vendors, making complex situations pragmatic and understandable for the client, and actively steering vendors so their actions matched client expectations. We also negotiated actively on quotes to keep the agreed scope sharp.
The turning point came when everyone involved - internally and at the vendors - shared one picture of what had to happen, in what order and with which dependencies. From that moment the project became manageable instead of complex.
Continuous communication to and with all stakeholders carried that trust. Locally we took end responsibility for the switch to the new payroll provider and its systems for salary payments and time tracking, while supporting the central project team in the rollout of the global SAP system for personnel administration.
Implementing multiple HRIS systems in parallel is more than a planning exercise. It is a balancing act between system configuration, vendor governance and respect for the organisation's existing ways of working. Those who keep those three on course together deliver on time without undermining the culture.
The simultaneous project implementation met the planned go-live date. That is human-centred digitalisation in practice: renewing technology and payroll provider at once while the organisation continues to recognise itself in how the work gets done.
