Framing
Scope, contacts, documents to gather, timetable. Half a day.
Back
HRIS selection and audit
Knowing where you are going before you invest. We look at what actually runs in your organisation, we frame the real need, and we build a roadmap that holds: costed, realistic and defensible in front of the executive committee.
Five ways in
You rarely call us for all five at once. Most often for a single one, and the rest follows on its own.
Five ways in, one roadmap
You rarely call us for all five at once. Most often for a single one, and the rest follows on its own. Pick a point to see what it covers.
- On any type of solution: payroll, time and attendance, talent
- Whatever vendor is in place, including if you do not have one yet
- An audit never presupposes the destination solution
Audit and roadmap
Take a snapshot of what exists: processes as they are actually practised, the configuration in place, the state of the data, what the teams use and what they work around.
- Gaps between the documented process and the real one
- Configuration debt and the clean-up work to plan for
- A two to three year roadmap, costed and prioritised
Solution selection
Translate your HR strategy into verifiable requirements, then run the selection through to the end without leaving you on your own in front of the vendors.
- A weighted scoring grid, built with your business teams
- Tender, demonstration scenarios based on your own cases
- Total cost over five years: licences, implementation and operations
Target organisation
A tool does not say who does what. We settle the split of roles before roll-out. Otherwise it settles itself, badly, afterwards.
- The boundary between HR, managers and the shared service centre
- Service levels and escalation paths
- The real workload created by the chosen solution
Process redesign
Rework the processes before tooling them. What did not work without the HRIS will not work any better once frozen inside it.
- Simpler approval workflows
- Business rules that are written down, decided and binding
- What should be automated and what should stay human
Training offer and catalogue
Structure what you offer your employees, and the way they get to it.
- Catalogue architecture by job family, theme and obligation
- Learning paths, formats and teaching approaches
- How the training plan fits with regulatory obligations
Talent management, domain by domain
This is where we have spent most of our time over the past fifteen years. Here is what we look at in an audit, and what we frame in a solution selection.
-
Core HR and reference dataOrganisation structure, positions, jobs, skills framework. Everything else depends on it: a shaky framework makes the next six modules fail.
-
Appraisals and objectivesAnnual and mid-year campaigns, objective cascading, the link with variable pay, real completion rates rather than the ones on display.
-
Talent reviews and successionPositioning grid, succession plans for key positions, what is actually decided in the review and what stays on paper.
-
RecruitmentThe flow from request to hire, careers site, candidate experience, the link with internal mobility.
-
Training and complianceTraining plan, session logistics, regulatory certifications and refresher courses, proof of compliance in the event of an inspection.
-
Mobility and careersOpen positions, career aspirations, the skills needed to apply for them, and what employees actually see of their own path.
-
CompensationReview campaigns, budgets and trade-offs, pay equity, the link with performance and with payroll.
-
Interfaces with payroll and time and attendanceTalent never lives alone. We look at the inbound and outbound flows, how often they run and what breaks when one of the two changes.
We work on any type of solution, whatever vendor is in place. Our Cornerstone expertise is the deepest, but an audit never presupposes the destination solution.
Four steps, six to ten weeks
Interviews and review
HR director, HR administrators, managers, IT. And above all the platform itself, open in front of us, rather than a description of it.
Analysis and decisions
Prioritised gaps, costed scenarios, an interim feedback workshop to settle the open questions with you.
Final report
Report, roadmap and budget, presented to the executive committee if you wish.
What you receive
- A map of your HR processes as they are actually practised
- An audit report on configuration and data
- A scoring grid and the tender documents
- A target roadmap over two to three years, with milestones
- A business case and total cost over five years
- A presentation deck for your executive committee
Let's talk about your project.
A first 30-minute conversation is usually enough to see clearly: scope, a realistic timeline, the things to watch out for. No commitment.