CASE STUDY
Industrial Manufacturer HR and Organizational Impact
HRIS (Human Resources Information System) adoption and organizational design reduced operational risk for a large industrial manufacturer.
Our client is a $3 b privately-held industrial with a robust sales and operations focus, and historically has operated in a very decentralized manner across all functions. Their continued and significant organic growth was stretching their ability to create value without some degree of standardization. In addition, their lack of a centralized HR function created unnecessary risk across the regions.
The Challenge
Our client deployed their first-ever HRIS across the enterprise to unite HR employee data, talent processes, and payroll under a single platform. But why were they having trouble getting adoption across the businesses, what were the new interdependencies, upstream/downstream impacts, and how would they structure the HR function once the tools were in place to allow for more central support and leadership?
How Montis HR Helped
We found that the organization was leading the HRIS implementation with system capability, rather than company strategy. Our initial scope was to identify the client-specific critical needs to extract the most value from the investment, supporting the project lead in targeting critical value drivers for the deployment, and then organizing the future state HR function around the business to best support the people needs of this growing company.
We also helped the executive team align on the HRIS value proposition, such that they could build trust within their own organizations, enabling discussions on HRIS-related impacts, including workflows, upstream/downstream implications, and new accountabilities.