A global HCM Transformation project was underway but behind schedule. The HR team's resources were stretched thin causing tension between them and the Systems Implementers.

Triad HR was engaged to employ a team of analysts, data conversion specialists and program level resources.

Within a very short time frame, the Triad HR team was able to work with the client and liaise with the SI to broker realistic expectations of timing for the project.

A large HR Core and payroll implementation was experiencing several data conversion and configuration errors during the testing phase. This moved the project into red status and jeopardized the target go live date.

The HRIS manager reached out to Triad HR asking for assistance with testing and data conversion. Our team quickly deployed three analysts on a part-time basis to deploy data conversion templates, create test scenarios, and lead testing efforts.

Our team provided , detailed feedback on defects to the Systems Implementer and we were able to correct problems with the system quicker and more efficiently. Data conversion efforts included better cleansing of data. Project went live on-time with <1% error rate.

A subsidiary was being spun off from its parent company, challenging HR operations. Their team was expected to lift and shift all HCM systems from the parent company with a short timeline before divestiture.

HR operations challenged the lift and shift approach and got approval to move forward with a better, more fit-for-purpose system on the condition that all timelines were met.

The HR operations project team engaged Triad HR to lead a thorough but abbreviated RFP process selecting several Software Providers and System Implementers in under two months.

Our team provided leadership and insight during the development of the overall project budget and timeline approved by senior management.

Triad’s program and project management as well as a team of business analysts and a test lead guided the implementation of a new full suite HCM, compensation and recruiting system on time and within budget.

A newly promoted CHRO was getting multiple internal requests from different constituencies to replace current failing systems. HR Operations and IT had conflicting views, advice, and business cases on next steps. The new CHRO needed to obtain reliable facts about current cost basis, issues needing addressing, and potential future options.

Triad HR was engaged to provide thought leadership to the situation and an overall, unbiased HR technology roadmap.

The Triad HR senior strategy consultant identified several key inefficiencies in the landscape and root causes. Baseline costs for systems and support structures were identified. Four options for replacement of current systems were outlined in support of the overall technology roadmap development.

Triad HR also recommended that the Client sponsor a short-term project to optimize current integrations and bring in vendor technical support to address existing technical issues within the landscape. The Client engaged a Triad HR PM to run the project resulting in reduced cost and immediately improved employee experience before systems began to be replaced.