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What are the essential factors for starting an international HR project?


Rolling out a HR technology solution in your organization is not a simple task, mainly due to all the factors that must be managed during implementation. In fact, this situation becomes even more complicated when these projects are done in multinational companies that have global and local applications. For such projects, it is very important to previously analyse the company’s needs and objectives if we want it to be successful.

The first challenge that the HR department must face—and probably one of the most complex ones—is to know how to start implementation, as that’s when we set down the basis for our subsequent work and in which we will invest much of our time. So, we believe that the key to proper implementation of an international solution lies in both the tangible and soft factors. By this we mean that it is customary to first define the budget, scope, functionality and valuation of the different providers, but sometimes we overlook intangible factors that are so necessary for achieving better experience and for implementing and building a sustainable and long-lasting solution successfully.

If you need to embark on an implementation project of a global HR solution, here are three essential factors you should examine closely:

  1. Overview: examine certain key points to help you define the purpose. Defining these objectives is an essential requirement for any project, even though sometimes it may be hard to do so as certain aspects may be either overestimated or ignored. This lets you discover the opportunities that you may have in the future, yet you should also consider the risks and challenges that may hinder or delay outcomes and, if necessary, take more critical measures to overcome them. So, it is prudent to create and distribute to all stakeholders a list of objectives, together with other materials that help to achieve these objectives. This list serves as a benchmark throughout the project. In addition, within this overview, it is essential that you also factor in the project scope.
  2. Identify the right people: you must discover which people and groups will be essential, since they are the ones with whom you must set up effective relationships to offer a solution that is sustainable and readily accepted. So at this point, you ought to focus on defining what the relationship with the HR technology provider will be like, on training up the team reviewing what kind of skills and talent are needed, on securing commitment from the project sponsors and collaborating work with future users who will be affected by the change.
  3. The project: in this last point, focus on planning, budgetary management and administration of the project itself. We are all aware of the pressures and expectations arising out of budgetary control and project planning, as well as from setting up the proper structures for project management and administration. So, we recommend you consider aspects to do with budget allocation—for software, equipment, and more—as well as contingency allowances. Moreover, you are advised to execute a plan that covers tangible and intangible points as well as address project management and governance issues.

In short, when embarking on a project to implement an international cloud HR solution, you must tackle four cornerstones: technology, people, culture and change.

If you want to know more about these and other factors to consider when starting a global HR project, download our ebook:

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Betsy Kolkea

En la actualidad, Betsy Kolkea trabaja como consultora de recursos humanos en Meta4. Betsy cuenta con más de 20 años de experiencia en la gestión internacional de RRHH y en el área de tecnología aplicada a la gestión del talento. Ha desarrollado su carrera profesional en el ámbito de los recursos humanos tanto en compañías privadas como en organizaciones sin ánimo de lucro, tales como World Vision International, United Mission to Nepal, Pecaso, Tate & Lyle y Conoco. Con un Máster en International Human Resources por la Universidad de Cranfield, Betsy está particularmente interesada en la globalización de las empresas y más concretamente en el papel crítico que juegan las personas para el éxito organizacional. Durante su etapa liderando diferentes equipos de Recursos Humanos , Betsy se hizo consciente del papel fundamental que ocupa la tecnología como habilitador para gestionar a las personas de forma eficiente. Ha participado en la puesta en marcha de diferentes soluciones de Recursos Humanos desde varias perspectivas, tanto como cliente como de consultor.

Currently working as an HR Consultant with Meta4, Betsy has over twenty years’ experience in international HR and HR technology. Her career spans both commercial and not for profit organisations, having held HR positions in World Vision International, United Mission to Nepal, Pecaso (SAP HR Consultancy), Tate & Lyle, and Conoco. With a Masters from Cranfield University in International Human Resources, Betsy is particularly interested in the globalisation of organisations and specifically how critical people management is to organisational success. During her time in HR team leadership roles, Betsy was particularly aware of the importance of HR technology as an enabler for effective people management. She has been involved in implementing both Peoplenet and SAP HR, both from a customer perspective and as a consulting implementation partner.

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