"I don't have a proper handle on my global workforce and that's making M&A very difficult."
CFO, Global Hedge Fund

Our Brief

Our client had four Human Resource (HR) systems, making a consistent view of HR to support M&A activities very difficult. Previous attempts to consolidate four existing HR systems onto a single, global PeopleSoft platform had failed. Twice. Our client had seen us deliver before where others had failed previously, so we were asked to devise a way forward, and then implement our solution.

Our Approach

There was a need to standardise and streamline employee management and organisational reporting systems. We addressed the immediate headcount problems by agreeing and implementing a common definition of terms across all staff locations. We devised an initial solution to bring basic HR information into PeopleSoft on a daily basis, so that the quality of information available for M&A was greatly improved. We reviewed the existing HR systems and confirmed that they should consolidate on PeopleSoft, which was highly under-used.

Next, links were created to PeopleSoft from the various HR systems, so that there was a consistent up-to-date record of basic HR information in one place. We managed the incumbent development partner, augmenting their staff with our own where necessary. Through a staged rollout of PeopleSoft, each local HR system was migrated and decommissioned.

We then extended the scope of PeopleSoft to include recruitment, FSA compliance and employee self-service and amended and formalised the existing HR processes to support this.

End Result

Within a few months, accurate, up to date global headcount information was available. Employee policies were standardised and there was a reduction in the administrative workload. HR staff had fewer fires to fight and were able to focus on harmonising and maturing a single set of global processes.