This case describes project management and consultancy for the global design of Action’s future international Time, Attendance & Absence (TA&A) process and system landscape.
The project addressed the need to harmonise and future-proof time registration, attendance, scheduling and absence processes for more than 88,000 employees across 16 countries and more than 3,400 stores.
Background
Action’s rapid international growth had resulted in differences in processes, ways of working and supporting systems across countries. A shared vision and international blueprint were needed for the future design of Time Management, Attendance and Absence.
The project focused on the global design phase, providing a basis for further decision-making, supplier validation/selection and implementation.
Ambition
The ambition was to design a scalable, future-proof and internationally standardised TA&A landscape that:
- Supports international harmonisation while accommodating local requirements.
- Provides a foundation for future system implementations and phasing out legacy applications.
- Enables integration between HR, Workforce Management, Payroll and reporting environment;
- Supports continued international growth.
Approach
The project combined project management, business analysis and process design within an international HRM and Workforce Management environment.
The approach included stakeholder management, project planning, risk and dependency management, requirements analysis, fit-gap and scenario analyses, and the design of global and local to-be processes.
A hybrid project approach was applied, combining PRINCE2, waterfall and agile principles.
Results and next steps
The project resulted in a global design for the future Time, Attendance & Absence landscape, covering the key process, functional, technical and organisational policies and principles.
The design provides the basis for investment decisions, phasing out legacy applications, supplier selection, implementation planning and international roll-out, while supporting further HRM standardisation and Action’s continued growth and scalability.
Noteworthy | key challenge was balancing international standardisation with local flexibility. Local legislation, collective labour agreements and operational requirements need to be accommodated within a global standard model.
Active involvement of multiple stakeholders across countries and internal disciplines was essential to creating a practical and well-supported global design.
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