Challenges
- Global change programme: Mobilise an international programme led out of the UK
- Sceptical HR team: Previous HR technology system and project implementations had been delayed
- Align an HR organisation: Work with an HR organisation that has undergone several people and structure changes in the last 18 months
- Limited self-service: Limited ability and appetite for employees and managers to manage transactions
How LACE helped
Change impact assessments completed for all areas of the business, outlining what was changing for the business in relation to core HR system, absence management and compensation changes.
Stakeholder map created, to outline how key personnel were managed in the roll-out of the new system, how often they were communicated to, as well as the key changes that would impact the business they support.
The effective development of a comprehensive training approach which included a full plan, training needs analysis, as well as collateral to support the roll-out of Oracle HCM to the business.
What made us different?
We created a persona-driven adoption plan to meet the needs of impacted user populations.
We established to get business buy-in, defined a global change network to ensure functional and regional HR representation. LACE worked closely with the in-house programme team to ensure functional and process changes were integrated, reflected appropriately in the adoption approach and plan.
Additionally, personas were identified and ‘day in the life’ stories built out to improve engagement and understanding amongst staff.
