Every company knows that digital tools are essential—especially in human resources management. But how do you actually implement such a digitalization step in a mid-sized business? One of our clients, a mid-sized mechanical engineering company with its own production facilities and around 150 employees, decided to take this step forward with us and digitize its HR processes.
The particular challenge was that at the start of the project, much of the data and information was in paper form, with only a little in Word or Excel. Furthermore, the company's resources for this project were very limited. Despite these hurdles, the software was successfully implemented, and the entire company has benefited significantly. Many processes have been automated since the system was introduced, which has freed up valuable personnel and financial capacity within the company. Managers, HR staff, and employees benefit from greater transparency and 24/7 access to the data they need for their tasks.
Creating a solid foundation: The needs analysis
At the start of the project, we conducted an analysis to determine the company's requirements for using a tool. Various points were discussed and clarified, with a focus on the company's processes and the different roles involved. What processes does the company have? Which ones should be digitized? Which ones need to be adapted or redesigned? This was directly linked to the access rights of individual roles and the scope of the information. Naturally, the topic of how to integrate stakeholders into the transformation process was also addressed.
The requirements for the future HR management tool were developed from this needs analysis. The central point was that the company's processes should be mapped as closely as possible, with minimal compromises. In addition, budgets for the software and implementation efforts were estimated and included in the requirements. During this phase, we already outlined the future data flow to demonstrate how it would interact with software already in use at the company.
Once all important questions, wishes, and requirements were clarified, we moved on to selecting the right tool. To do this, we compared and evaluated various providers with the client. The decision for the preferred provider was coordinated with the works council. A roadmap was developed for the software rollout. The project plan and timeline were communicated to the staff at an early stage to involve them in the change processes from the very beginning.
Transparency and structure on the path to digitalization
Responsibility for implementation was assigned to a project team. They first tackled the most important foundation of digitalization: the data. All data, such as employee master data, was collected, prepared, and, if necessary, cleaned up. The data was standardized according to clear guidelines: job titles, recording of career paths, qualifications, competencies, etc. Existing or "old" data was also archived in accordance with GDPR regulations. Required documents were digitized and standardized. Since the company has interfaces with other software, the data flow was defined in detail. For the implementation and rollout, all employees were informed about the important changes and steps and trained in how to use the software.
After some time had passed, the results were evaluated to retrospectively assess whether all expectations had been met and the goals achieved.
Looking back and looking ahead: High transparency and efficiency
Our conclusion: Through digitalization, efficiency goals were met and the HR department was significantly improved. At THE MAK'ED TEAM, we were able to apply our many years of experience and professional expertise to the project in such a way that we not only achieved a temporary success for the mid-sized company but also created long-term added value.
You can access our checklist for support in introducing a personnel management tool in your company.
You can find more about digitalization in HR here.
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