This energy technology company’s current state represents the combination of two legacy companies. The result of a simultaneous divestiture and merger, the two entities needed to work together to optimise resources, taking on the challenge of bringing together their legacy organisations. As Human Resources (HR) leadership set out to combine the legacy organisations’ human capital operations, they exemplified the company’s innovative attitude toward digital transformation. Committed to leveraging new tools and innovative technologies and taking a “think bigger” approach, they set out to create one Human Capital Management (HCM) system.
The company needed to centralise data for easier access and analysis, harmonise processes across the organisation, and enable self-service for employees. They also wanted to elevate the HR function to be more strategic than tactical, recognising an opportunity to cultivate talent and generate insights that would empower the company’s future success. The company team approached the implementation with realistic expectations, knowing that the result would be worth any extra effort at the beginning. Among the earliest decisions included selecting Workday as the flagship project within their programme for their comprehensive IT revamp. The initiative would provide a comprehensive set of tools to HR leaders that is consistent, innovative, and integrated—and ultimately, improve the experience of employees. The company then selected Deloitte as their Workday implementation collaborator confident they could rely on the company’s experience in the energy domain and its global perspective. Deloitte brought the knowledge and know-how necessary to grasp the timing and breadth of a complex project that required navigating multiple cultures, geographies, and industry groups.
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