A Case Study of an HRIS Implementation

09
Feb 2023
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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.



Welcome to OY Works: Practical Tools to Recruit, Onboard & Retain Opportunity Youth

By Jessica Jaithoo • January 22, 2026
In 2025, CPHR Alberta became a partner to the Collaborative Funders Table and the Calgary Youth Employment Initiative to address under-employment for opportunity youth. Over seven months, more than 60 partners came together to research, design, and test what would become OY Works . That story of co-creation is what makes this toolkit different. Employers shared what they need to know and what tools would make a difference. CPHR Alberta members contributed HR expertise through representation on the steering committee, and participation in surveys, interviews, and protype testing throughout 2025. Attracting, engaging, and retaining young talent isn’t just a workforce strategy — it’s an investment in our collective future. When we empower youth with meaningful opportunities, modern skills, and a sense of belonging, we build workplaces that are more innovative today and more resilient tomorrow. The organizations that thrive will be the ones that recognize youth not as the workforce of the future, but as essential contributors shaping the world right now. A dedicated toolkit to hire opportunity youth gives HR professionals and employers the practical resources, insights, and frameworks they need to connect with young people authentically — turning intention into action and helping break down barriers and supporting organizations to build strong, sustainable talent pipelines. Co‑designed with HR professionals and industry leaders, the toolkit reflects real challenges and real solutions, ensuring it is both practical and deeply aligned with the needs of today’s evolving workforce. - Lisa Watson, CPHR Alberta Board Director, OY Works Steering Committee Member Today marks an exciting milestone: the launch of OY Works , an online toolkit designed to make inclusive youth hiring easier for Alberta employers and HR professionals. This free resource was co-created by a diverse group of stakeholders—employers, HR experts, and non-profit agencies—who share a common goal: opening doors for young people who are ready to work but face barriers. Why OY Works? Too many youth are eager to contribute, learn, and grow, yet struggle to access meaningful employment. OY Works is here to change that. Built with practicality and purpose in mind, the toolkit offers actionable strategies to help businesses recruit, onboard, and retain Opportunity Youth—young people aged 18–29 who are not currently in school, training, or work. What’s Inside the Toolkit? It makes business sense: Read the Business Case for hiring Opportunity Youth and be empowered to influence leaders. Explore the ideas and tools in the Quick Start Hiring Guide . Learn how to onboard effectively and build retention from day one in the Optimal Onboarding & Mentoring Guide and the Retain & Grow Guide . Discover how non-profit agencies are preparing OY for the workplace. They often support employers and employees through all stages of employment. This isn’t just about doing good—it’s about making smart business decisions. Inclusive hiring strengthens workplace culture, reduces turnover, and taps into a motivated talent pool ready to make a difference. We invite you to explore OY Works and join the movement to create opportunities for youth who deserve a chance to shine. Explore the OY Works toolkit: https://bit.ly/3L6SQuF When young people get a chance to contribute, it’s a win for youth, employers and the community. Join us in spreading the word by sharing the toolkit with your networks.

Refuel. Recharge. Repeat: Lead Yourself with Intention and Energy

By Jessica Jaithoo • January 13, 2026
Author: Robin O’Grady Wellbeing can feel impossible when life is already overflowing. The thought of adding “one more thing” to your plate? That’s enough to send anyone over the edge. However, in the end, taking care of your own health is not a “nice to have”, it is essential, in more ways than one. As an HR Professional you are often the go-to for tough conversations and as a support system. Protecting your own energy isn’t only about your personal wellbeing, it is what allows you to show up fully for your people, when it matters most. To get it out of the way, here are the things this is NOT about: Going to the gym Hopping on a trend (wellness/fitness/nutrition) Adding more things to your calendar What it will be about is… Refuel, Recharge, Repeat . Leading yourself with intention and energy. Perspective Shift Keep it simple. Thriving over surviving. When in the tornado of your day-to-day adding things to you r calendar can feel overwhelming and unattainable. The first step is to take stock of your capacity, really step back and assess what you might have available timewise. Then, assess how full your fuel tank is, how are your energy levels at different times of the day? Only then can the strategy be built on how to implement what is right for you. To begin, choose only one thing, many struggle because they try to do too much at once. Tips If choosing nutrition as a needed change, consider adding or removing only one thing as a beginning VS changing your entire diet or diving into a trend-based program that you know isn’t sustainable. Movement comes in a large variety of ways. Think about things you actually enjoy doing and find ways to add them instead of forcing yourself to do things you don’t enjoy just for the sake of adding more movement. Fulfillment is an important part of taking care of your holistic health, prioritize time for things you love – hobbies/family/travel etc. Energy Management The oxygen mask principle is a familiar one. When flying on an airplane, the flight attendant tells us that in the case of emergency, you must put on your own oxygen mask before helping others. This is where the protection and management of your energy begins. Awareness of what energizes you VS what drains you and an intentional placement of those things through your day as one step. Another, in protecting your calendar and being diligent about the spaces you had set aside for your energy management (eg. specific closed door office hours or break times). Tips Take your breaks away from your desk, even away from the building when possible. Implement grounding practices through your day, for example, before entering the workspace and at the end of your day before going home. Protect your transition time - 15 minutes between meetings to process and reset. Intentional Adaptation Making a decision that something might need to change is really the first step, without that awareness, there is little that can or will be done. As a leader, your responsibility is to yourself, but it is also in role modelling for the team. HR Professionals set the tone for the workplace culture around them. The way you prioritize your own boundaries and wellbeing quietly gives others permission to do the same. When you show up with intention, it ripples through the entire organization. The research and stats are clearer now than ever before, workplace wellbeing as a strategy, is one that increases the bottom line and enhances the overall culture of your workplace. In order to see the high end of those stats, intentional adaptation is key. This is a strategy and a process, one that will make you and your business better, you could be the catalyst for that. Tips Create a community within the workplace to prioritize these habits and strategies with. Make it a fun practice you can all do together and hold each other accountable to, especially when the day takes over and the “tornado” is most fierce. Build out the process and SOP in the same way you would for other business strategy and involve your team in the process, so you know what you are planning is good for the whole. Make sure you are first. Leaders first. Remember the oxygen mask principle, you deserve whole health, and you will thank yourself later for checking in and adjusting when needed. Start with some space to breathe. That space? It comes from letting go of what you think you "should" be doing and tuning into what actually serves you and your team. Wellbeing isn't a one-size-fits-all prescription. It's a personal practice of alignment, which can (and should) be translated into how you all work as a whole. Today is as good as any, tomorrow will come regardless. 

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
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