A Case Study of an HRIS Implementation

09
Feb 2023
505
A paper cut out of the letter i on a yellow background

Author:  Ada Tai

Has your organization considered adopting a Human Resource Information System (HRIS)? Selecting and implementing HRIS has become a trendy topic in recent years. Employers recognize the need to enhance workplace efficiency and accuracy through integrated business applications that are reliable and user-friendly. In this blog, I will share a case study of one of our clients who is implementing an HRIS for the first time and several “aha” moments along the journey.

Background: 

Company XYZ is a value-based organization. The company experienced positive growth in the last five years: it grew its employee base from 30 to just under 100 and maintained a roster of 30 subcontractors/freelancers. Until early 2022, the accounting system was used for employee expenses and payroll. Recruitment, employee files, performance review and other employee data management functions were still done manually. Furthermore, reporting and benefits administration were handled by two other systems. Unsurprisingly, employee timesheets and time off requests were managed using Excel and email. 

The Accounting team spent endless hours every month managing multiple systems, retrieving information from one system to feed into another, and ensuring data integrity and accuracy. Managers were concerned about the inefficiency and security risk of the current method. Additionally, leaders contemplated the need for better decision-making and future scalability as the company projects a 60 - 70% headcount growth in the coming three years.

Initial Action:  

We were lucky that this was a long-term client of our company, so we were familiar with their business environment and the employee situation. Two people from our firm were assigned to this project, one being the project lead and the other person providing support. After obtaining the budget, we created a cost estimate and a project plan with major timelines, milestones, people and resources needed. Then we dived into “Needs Assessment” understanding and business requirements gathering.

Needs Assessment: 

1. We sent out a questionnaire to four types of users in the company to understand what the “must-have” functions and “nice-to-have” functions are. The users include:

  a) Frontline employees (end-users)

  b) Supervisors & managers (end-users & approvers)

  c) Accounting, IT, Administration (Functional users)

  d) Leaders (end-users, approvers & ability to oversee everything)

2. After compiling the information, we identified the top “must-have” functions as:

A table showing the hr is compatible with the current accounting system

The following were the “nice-to-have” functions:

A table showing the different departments of a company

3. We then facilitated a focus group meeting and five one-on-one meetings with leaders, functional users, and selected supervisors and staff to deep dive into their needs.

Vendor Selection:

1. With all the information collected, we quickly narrowed the selection to the top five vendors. 

2. We then sent the short-listed vendors to confirm their functionality, pricing, and customer service approach. Then our team watched their live demonstrations. Given our familiarity with the company culture and employee demographics, we knew only certain vendor systems would match the client’s needs, and the user interface must be extremely intuitive. 

3. We reported our findings and recommendations to the company. The top two vendors were brought in for live presentations and demonstrations.

  • After both demonstrations, we asked the audience to provide ratings and feedback.

4. Once the top vendor was selected, the company representative negotiated and signed the vendor agreement.

A yellow light bulb icon on a white background.When evaluating vendor pricing, a few factors should be taken into account: Company location, Cost per employee, Monthly cost, Implementation fee, Total cost of the first year, Total annual cost from the second year on.

A yellow light bulb icon on a white background.After confirming the functionalities of the selected HRIS, the company reviewed the current systems, their pricing, effectiveness, vendor relationship and contract terms, and decided as to which current systems would stay and which systems would be phased out over the coming period of time.

If someone thinks that selecting a system is the end of a complex project, it is only the beginning of it…

Implementation: 

1. The company assembled a 4-people Implementation Team, which includes a manager, an employee, an accounting person and an IT staff.

2. We then worked with the Implementation Team to decide on a department in the company that works the best as the Test Department for user/usability testing. Since HRIS systems nowadays are more intuitive, most vendors do not provide user training or training manuals. The Test Department we selected had more tech-savvy employees inclined to adapt to change.

3. The Implementation Team and our team then prepared information to transfer to the new system and converted the company’s historical data into the new system.

4. Working with the vendor, we did a “soft launch” of the new system with the Test Department for three months. The existing systems were operating at the same time. During these three months, we learned what worked well and what needed adjustment. We also gathered the Test Department staff’s feedback on a bi-weekly basis. We then worked with the vendor to ensure a smooth transition to the official launch.

5. In the fourth month, the new HRIS was officially in operation! The launch party was a lot of fun and got people’s attention. During the initial period after the launch, the Implementation Team, the Test Department and our team addressed questions from the staff. The existing systems would still be in operation for another 6 months to ensure a smooth transition and backup.

A yellow light bulb icon on a white background.Having a Test Department is a critical element to success: It ensures early adopters get a chance to use and review the new system, feed information as to what needs to be adjusted and help the company set the stage for the official launch. For large organizations with change management challenges, the Test Department also serves as the company’s influencing force for the rest of the employees/users. 

A yellow light bulb icon on a white background.Taking into account the cost of the Implementation Team and consultants’ time in the company’s HRIS budget is key.

What's now?

So far, so good! After the official launch, several training sessions were delivered to ensure a comfortable transition for employees and managers. A quarterly check-in and a formal new system evaluation were also planned to help the Implementation Team gather information and make adjustments as needed. 

Selecting and implementing HRIS system is a costly and complex project! Each organization has its unique needs, budget and challenges. Having a structured project plan and a methodical approach will help ensure businesses’ success. 

I see. I hear. I experience. is a column created by and written by Ada Tai, a chartered member of CPHR Alberta. The column is written in a blog format where Ada and invited co-authors will present their own experiences and interpretations of the world of human resources and its impact on business management. This and the subsequent posts are copyrighted materials by the author(s) and only reflect their personal views, not CPHR Alberta’s.

Author bio: With an MBA Degree, a CPHR, and an SHRM-SCP designation, Ada Tai has been working as an HR professional in a variety of industries for 15 years. Through her consulting firm, Ada and the team provide various strategic and pragmatic management consulting services.  Ada’s public speaking skills have enabled her to be regularly invited to speak about HR, people management, career search, and networking topics throughout the province. She is also a well-respected Instructor at the University of Alberta and MacEwan University.

Contact information: 

BadaB Consulting Inc. provides a wide range of human resources solutions, including Strategic HR and Succession Planning, Organizational Design & Development, Merger & Acquisition Support, Recruitment, Skills Development Training, Compensation Design, Performance Management, Workplace Investigation, Policy Development, etc. Another specialty of BadaB’s services is personal job search and career coaching. The team has effectively helped over 500 people to find work.

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta. 

 

 

 

 

The views and opinions expressed in this blog post belong solely to the original author(s) and do not necessarily represent the views and opinions of CPHR Alberta.



2025 Year-End Message - Geordie MacPherson

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I’m feeling genuinely proud of what CPHR Alberta has accomplished this year, and grateful for the members, volunteers, partners, and staff who made it possible. Together, we’ve continued to strengthen the value of the CPHR designation, expanded professional development opportunities, and deepened relationships with government, post-secondary institutions, and business leaders. This year also brought some milestones worth celebrating. We’re ending 2025 in a financially stable position, and our membership grew by 7% , which is a nice reminder that the HR community is thriving, and that we are still the kind of people others willingly choose to join. One of the most important pieces of work this year was launching our 2026–2028 Strategic Plan. This roadmap was shaped by member input, market research, and alignment with CPHR Canada’s national priorities. It’s the product of a truly collaborative process led by our Board and operations team, forward-looking, grounded in data, and practical in how it positions us for what’s next. At its core, the plan strengthens the HR profession and supports the people who drive it, reinforcing our commitment to a resilient and inclusive HR community. I encourage you to read it and see where we’re headed. View the Strategic Plan here. Our pursuit of self-regulation remains a priority, and our advocacy efforts this year continued to deepen relationships with government and position HR as a trusted profession. We’re making progress, ensuring HR’s voice is present in key policy conversations and recognized where it matters most. If nothing else, we are getting very good at showing up, staying thoughtful, and keeping the conversation moving forward. To build on this momentum, we’re currently recruiting two Chartered Members and up to one Public Members to join our Board. We’re looking for candidates with prior governance experience and strengths in areas such as strategic business leadership, financial management, legal expertise, or IDEA. It’s also important to us to have meaningful geographic representation from outside Calgary and Edmonton, because Alberta is bigger than two postal codes, and our Board should reflect that. You can learn more about the process and requirements through our blog , and I’d encourage you to apply or share the opportunity with someone who’d be a great fit. Applications close January 9, 2026. Chartered and Retired Members: Apply through your member portal Public Members: Contact Heather McMaster at hmcmaster@cphrab.ca for application details As the holiday season approaches, I hope you find time to rest, recharge, and take a moment to acknowledge what you’ve contributed this year, professionally and personally. Thank you for everything you do to advance the HR profession. I’m confident that, together, we’ll continue building something even stronger in 2026. And if your out-of-office message is already drafted, I respect the efficiency. Geordie MacPherson, CEC, CPHR, SHRM-SCP Chair, Board of Directors, CPHR Alberta

2025 Year-End Message - Ioana Giurca

By Jessica Jaithoo • December 17, 2025
As we close out 2025, I am proud to reflect on the incredible work our association has accomplished this year. With the support of CPHR Canada, we continue to strengthen a national network of over 33,000 HR practitioners and professionals, including more than 7,300 in Alberta. Our collaboration with provincial counterparts, post-secondary institutions, local chambers, and government partners remains central to promoting the value of hiring a designated professional and advancing consistent standards across Canada. This year, CPHR Alberta grew by 7%, with the majority of new members coming from students and emerging HR professionals—the future of our profession. Thank you to all our members for the work you do every day to elevate the profession. Operationally, 2025 was a year of engagement and impact. We hosted 76 events across Alberta, the Northwest Territories, and Nunavut, welcoming over 6,300 attendees to workshops, roundtables, webinars, and community sessions. Complimentary events played a key role in sustaining access to learning and connection for our members. Our Annual Conference was a highlight, bringing together a sold-out audience, a fully booked exhibitor space, and earning strong satisfaction ratings with 77% of attendees rating their experience positively. Thoughtful planning is already underway for our 2026 Conference on June 2 and 3 at the BMO Centre in Calgary, where expanded attendee capacity, increased exhibitor space, and enhanced programming will elevate the experience for HR professionals across our jurisdiction. Through our marketing campaign, we focused on raising awareness of the strategic value a CPHR brings to organizations. The results speak for themselves with 10% of new members joined after seeing our campaign, and website traffic increased by 17%, averaging over 55,000 views per month. In 2025, CPHR Alberta navigated Ministry changes, new mandate letters, and changes to professional governance. The Professional Governance Act (PGA) was introduced in the Spring of 2025 and received royal assent in May. This was a long-awaited and important step forward. CPHR Alberta operations and the Board are at work reviewing the legislation and anticipating the incoming regulations. We have continued our focus in broader advocacy and engagement to promote the profession as a leading voice, valued partner and knowledge expert. Throughout the year, we deepened our existing relationships, built new ones, and partnered on impactful projects at various levels of government and with community partners. We look forward to continuing to highlight the significance and impact of the profession within our organizations and communities throughout 2026. Looking ahead, we are excited to implement our 2026–2028 Strategic Plan , continue rolling out our new member recognition program, and shine a spotlight on our incredible HR community at our Member Recognition Gala in April. We will also advance our work toward self-regulation, ensuring the HR profession is recognized and trusted for its impact on organizations and communities. I want to thank our incredible team at CPHR Alberta and the many volunteers who make our work possible. Your dedication ensures we deliver value to our members and advance the HR profession every day. Thank you also to our Board of Directors for their guidance and leadership throughout the year.  As the holiday season approaches, I wish you joy, rest, and time to celebrate your accomplishments. Together, we are shaping the future of HR—and I look forward to all we will achieve in 2026. Ioana Giurca, CEO, CPHR Alberta

An Update from your Board of Directors – November 2025

By Jessica Jaithoo • December 4, 2025
As the governing voice of CPHR Alberta, the Board of Directors meets quarterly to provide oversight and guidance in several key areas. The Board, alongside CPHR Alberta operations, continues to deliver on the association's strategic priorities developed in the 2020 strategic plan. To ensure transparency between our Board of Directors, members and key stakeholders, we are sharing post-meeting messages to inform the steps taken towards advancing our profession and ensuring a financially stable association. The Board of Directors met on November 27, 2025, and is proud to share the strong momentum we are experiencing across our community. The Board’s key messages are as follows: Membership Growth As of September 30, 2025, we reached 7,213 active members, a 7% year-over-year increase, with the majority coming from student and emerging HR professionals. This growth affirms the momentum of our HR profession and the impact of our student engagement initiatives. Professional Development Member participation remains strong with 53 events held year-to-date, with 5,013 attendees across workshops, roundtables, webinars, and community sessions. Our complimentary events have played a key role in sustaining engagement and access to learning. Annual Conference The Annual Conference was a heavy focus for the association in Q3. The sold-out event continues to bring together our community for valuable professional development and networking opportunities, creating a strong foundation for 2026. Attendees reported high satisfaction, with over 370 in attendance, and a sold-out exhibitor hall. “The CPHR conference was incredibly educational and inspiring. The speakers motivated me, and it was an experience I’ll never forget. I really enjoyed it, grew closer to my team, and I definitely want to attend again.” – 2025 Conference Attendee The 2026 event will be held at the BMO Centre, in Calgary on June 2 and 3 – with increased capacity, expanded exhibitor space, and enhanced programming will elevate the experience for all HR professionals across Alberta, NWT and Nunavut. Self-Regulation The Board continues to assess the implications of Alberta’s Professional Governance Act (PGA), including: Advocacy, legal, and governance impact assessments are being commissioned. Preliminary recommendations from management will be brought to the Board in March and June 2026, leading to a formal decision. Further information will be shared, when ready.  Future Vision Approved: 2026-2028 Strategic Plan Our new 2026–2028 Strategic Plan will be rolled out in December to all members. The 3-year Strategic Plan, crafted from member feedback, market research, and collaboration with CPHR Canada – aims to strengthen our profession’s influence, amplifies leadership, and creates pathways for all members to thrive. Fiscal Responsibility Our Q3 financial review remains on track for a balanced year-end forecast. The 2026 draft budget has been approved – aligning resources with our strategic priorities while maintaining a disciplined and responsible financial approach. Board Governance Our board continues to focus on good governance practice, ensure stability, clarity, and accountability across our organization. FCPHR Nominations A reminder that the prestigious Fellowship Award is open for nominations! This national program recognizes Chartered Professionals in Human Resources (CPHRs) who have made exemplary contributions to the HR profession. Recipients are granted recognition as a Fellow of the Chartered Professionals in Human Resources (FCPHR). Click here to learn more about the Fellowship Award, including the guidelines and completing your nomination. You can also download a copy of the nomination form here. The next Board meeting takes place in March 2026, after which we will again share our key messages. If you have any questions regarding these key messages or the Board of Directors, please contact chair@cphrab.ca . We welcome your feedback!
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