Managing Global HR

Deploying Global HR Management Systems:
Benefits, Issues and Latest Thinking

Cezanne Software White Paper

Cezanne Software Ltd · T: +44 (0)20 7202 9300 · F: +44 (0)20 7202 9321 · E: info.uk@cezannesw.com · www.cezannesw.com

Contents

• Introduction 3

• A Strategic Approach 4

• Winning Hearts And Minds 6

• Global or Local – Getting The Balance Right 8

• Global HR Competencies 10

• Joining The Dots 12

• Working In Partnership 15

• About Cezanne 16


Introduction - 3

Introduction

The past decade has seen a It means that the HR function can be
huge increase in the number released from much of the ‘transactional’
activity it has traditionally dealt with, and
of businesses operating on an
be freed to focus on the capability and
international stage. business development roles that add
value to the business.
Thanks to technology, and in particular the
Internet, global business is no longer the
Cezanne Software’s experience suggests that
preserve of just the largest corporates.
Julie Windsor, organizations are almost universally enthusiastic
Even the smallest companies are now trading,
Cezanne Software about the concept of global HR systems, but
collaborating and forging partnerships with
often nervous about taking the plunge and
their customers and counterparts overseas.
moving into full-scale implementation. It’s
a project that tends to get put on the “too
This shift has led to huge challenges – but difficult” pile, because of concerns about
also opportunities – for HR. HR functions cost and the many practical obstacles they
have had to develop new strategies for perceive will have to be overcome.
managing the complexities of an international
workforce. They have had to do this against
This report aims to highlight some of
the backdrop of an uncertain and rapidly
the issues and latest thinking associated
changing environment.
with implementing a global HR system.
It also provides practical advice on
It’s no longer the case, for example, that a the key stages, as well as case studies
business ‘becomes’ international’ over time demonstrating how a range of organizations
as part of its natural growth. Today, many have benefited from adopting a unified,
new businesses are international from day technology-enabled approach.
one. In some cases, HR can find itself
plunged into a global scenario overnight
as a result of a merger or acquisition.
“I think we are seeing a division of
An effective global HR function can, however, rhetoric versus reality. Companies
make an enormous contribution to the success are talking a lot about a global
of an international business. Research from approach and there are good
the CIPD suggests one of the key ways it intentions, but less implementation
can add value is by using information and and action”.
communication technology to ‘e-enable’
Arno Haslberger,
Human Resource Management (HRM).
Director of the Ashridge
Strategic Human Resource
A common HR system gives organizations Management Programme.
the ability to extract and interpret data about
everything from salaries to succession from
across the business in a simple, consistent
way. This not only gives the board the real-
time information it needs to make critical
decisions, but also gives managers access
at the click of a mouse to the operational
detail they need to manage their teams.

Cezanne Software Ltd · Deploying Global HR Management Systems

4 - A Strategic Approach

A Strategic Approach

A global HRM system can deliver • Some organizations may be under
huge benefits to an international pressure to cut costs and have
recognised that significant savings
organization. It can speed
can be made from an integrated, web
up decision-making, improve enabled approach.
connectivity and provide real-time
information at manager’s finger-tips. What Do You Want the System to Do?

International HR systems can also give HR In its Executive Briefing ‘Globalising HR’
a global overview of their talent, improve the CIPD suggests that global HR activities
communication and engagement and help tend to fall into one of three main areas:
to create a transnational mindset across
the business. • Transactional
(i.e. payroll, sickness, absence)
But the system will only deliver its full
potential if the organization is clear from the • Capability Development (i.e. talent
outset about exactly what it wants to achieve. management, succession planning)

Where Are You Now? • Business Development
(strategic direction)
Organizations enter the journey towards
global HRM at different stages of Organizations need to consider what their
development and readiness. existing systems are delivering, where the
gaps are and what needs to be treated
• Some organizations may have well- as a priority.
established processes within independent
business units, but realise the need for It’s vital to ask yourself questions at the
a new group-wide HR system. outset about what you want the system
to actually deliver.
• An organization may be expanding
into new territories and needs a better • Is the objective to have a single database
system to support this. with the capability for global, regional and
local reporting?
• The business may be going through
a merger or acquisition which takes it • Are you looking to improve the consistency
into a global HR environment. of HR processes across the business?

• Are you looking to get a better view
of your talent? If so, what data do you
need to support your decisions?

• Do you want to shift some of the
‘transactional’ HR processes into the
line or to allow employees to self-
manage their own data?

• What are the strategic plans of your
business? Are you looking to expand
rapidly, in which case is the objective to
identify and fast track leaders from within
the business or recruit externally?


A Strategic Approach - 5

How ‘Ready’ is Your Organization? • Senior Management Support: Are your
senior management team convinced
It’s also important to think about the by the business case for a global HR
backdrop of your organization and the system and willing to provide the
underlying factors that will influence the necessary support and resources?
speed and style of any new system you
are planning to bring in. • The skills and standing of your team:
Does your HR team have the credibility
Key points to consider might include: and competencies to support the project
(see ‘Global HR Competencies’, p10)
• The culture of the organization: How
willing will your people be to embrace • Compatibility: Will a global HR system be
the change and support implementation in tune with the way the business
of a new system? (See ‘Winning Hearts operates on a wider scale?
and Minds’, p6)

Case Study: Renishaw
Growing Global HR
Alongside The Business
Renishaw has used its global HR system to
support significant change and growth in its
business over the past 18 years.

The organization designs, manufactures and sells precision measuring equipment used in industries
ranging from aviation and engineering to pharmaceuticals and dentistry. It’s a world leader in its field,
with a workforce of 1,200 in the UK and a further 680 based in 32 subsidiaries around the world.

Renishaw has long used Cezanne’s global HR software to streamline HR administration in areas such
as absence management and recruitment management.

The business has found one of the key advantages of the system is its ability to produce the accurate
and up-to-date data needed to support strategic business decisions.

The company has grown significantly and has undergone a number of restructuring exercises over the
past 10 years. Easy access to information about available talent, divisional headcount and salary costs,
for example, have informed a number of critical business decisions.

Accurate information on areas such as employee performance and diversity has also helped the business
ensure it is complying with the raft of new employment legislation that has been introduced in recent years.

Renishaw is currently experiencing a period of rapid growth in China and India, and is planning to develop
its global HR system to support the expansion. The package is already being used by managers within the
Chinese subsidiary, with longer term plans to possibly look at a self-service, Chinese language version.

As the business becomes increasingly international, there are plans to eventually roll the system out to the
majority of overseas subsidiaries. “Our staff overseas are primarily sales and service personnel and virtually
everyone has access to a PC, so I think we are likely to move more and more towards a self-service system
over time,” says Personnel Manager Gwyn Jones.


6 - Winning Hearts And Minds

Winning Hearts And Minds

Successful roll-out of a global Global Engagement
HR system is not just about the
“If you want to introduce an international
nuts and bolts of implementing
HR system you have to involve the local
the technology. HR people right from the start, not just for
the roll-out, but also for the design,” says
The best and most advanced system in the
Arno Haslberger, director of the Ashridge
world won’t deliver the goods if the people
Strategic HRM Programme.
using it are not on board.
The ideal, he suggests, is that the business
A consultative, partnership approach to the
creates project teams or work groups that are
project will help you win ‘hearts and minds’
truly representative of the entire organization.
– and the key is to plan ahead for how you
are going to achieve that buy-in.
“You have to resist the temptation to divvy
the work up by what is convenient in terms
Vested Interests of geographic location, because if you do
that, what tends to happen is that people
It’s important to recognise that, particularly
develop strong ‘in-group’ feelings in their
in larger organizations, there may be many
local, national groups.”
vested interests in maintaining the status
quo. A regional HR director, for example, If these ‘fault lines’ are allowed to deepen,
may not be keen on the idea of a centralised it can cause the project to stall or even fail,
system if they perceive it could reduce their as people become more focused on their
power, influence and status. Hard-pressed own, local concerns and lose sight of the
line managers may feel that HR is delegating overall objective.
(or dumping) yet another responsibility,
which will cause them more work. Of course there may be occasions when
there just simply isn’t time to go through a
long consultative process – but even when
“The technology enables but does not cause the required the pressure is on, it’s important to allow at
connections and sharing.” least some level of involvement with the
people concerned.
(CIPD Executive Briefing, Globalising HR)
“A lot of these things are driven in rather
than consulted in, and there are dangers
attached to that,” says Peter Reilly of the
How easy it will be to get engagement with Institute for Employment Studies.
the project will depend on the nature – and
the culture - of the organization. Those Getting People Involved
organizations who have worked hard to
create a shared vision and values may So how can you get people involved at
have a head start over those who have the early stages and win their support?
a more autocratic approach.
Here are some ideas that might work in
A business that already has strong formal, your organization:
informal and cross-departmental networks
will also be able to move more quickly • Share the business case. Make sure
than organizations whose communication everyone involved is clear about the
mechanisms are less well developed. objectives and advantages of the new
system. Don’t just focus on cost savings


Winning Hearts And Minds - 7

– explain how a global HR system will • Include key stakeholders in process
provide better data, make managers design workshops. This will create
lives easier and free their time to focus early engagement and will also help
on more strategic tasks. Sometimes you ensure the resulting system meets
something as simple as a company-wide everyone’s information needs.
organization chart will help managers feel
more connected. For others, standardizing • Identify project champions. Ask for
and automating core processes to reduce volunteers to help pilot the system in
administrative overheads and provide their departments or regions. Get them
access to up to date management reports to act as ‘ambassadors’ for the project
is important. throughout the business.

• Have an internal project launch meeting • Look for quick wins. Try and identify parts
to generate a sense of excitement and of the project or areas of the business
explain how people can get involved. where you can get the system off the
ground quickly. Demonstrating early
• Ask local managers what would make the success will help maintain momentum and
most difference to them, and ensure that keep interest and excitement levels high.
the system delivers their key requirements
• Be prepared to take decisions. While
• Involve the wider HR team in the collaboration is important, you won’t be
procurement process. Ask potential able to please every body all of the time.
suppliers to organise a demonstration Start with those areas that share your
so people can get a real sense of what vision, and bring the others on board later.
a global HR system can deliver. A phased implementation is always best.

Snapshot Case Study: Bakkavor
Leading food manufacturer Bakkavor Group used
its global HR conference as the platform to launch
a new international HR system.

The business, which has headquarters in the UK and Iceland, operates 57 factories and employs over
19,000 people in ten countries.

The group is using Cezanne’s software to manage key HR processes across its international operations,
encompassing everything from absence management and reward to performance management and
succession planning.

Bakkavor felt its annual HR conference presented an ideal opportunity to highlight the benefits of the new
international HR system and get early buy-in from the people who would be using it.

Representatives from Cezanne attended the conference to demonstrate the system and explain how it
would streamline time-consuming HR processes and make managers’ jobs easier on the front line.

Response to the presentation was overwhelmingly positive, with HR teams from across the business keen
to get involved in the early stages of implementation.

“The global HR conference was attended by all of Bakkavor’s HR management team and the feedback from
the presentation of the software was really positive, with almost every site wanting to participate in the pilot
stage,” said Katie Heath, Bakkavor HR Systems Manager.


8 - Global or Local – Getting The Balance Right

Global or Local – Getting The Balance Right

One of the big challenges Ashridge’s Arno Haselburger cites the
organizations face is getting example of an American-owned company
who tried to introduce a standardised
the right balance between HR performance management system across
processes that are delivered its global operations. They managed to
globally – and those which are implement the process fairly swiftly and
managed with local variations. painlessly in the UK, carefully negotiated
its introduction in Germany over a period
There are some processes – like talent of months - and a year down the line still
management and succession planning for hadn’t managed to make any progress at all
example – which can clearly be handled on in Italy. When the system had been up and
a global basis, while others, such as payroll, running in the US for a year, the business
need to have a local focus. decided it wanted to make some changes –
and had to start the whole negotiation and
That leaves a whole raft of HR processes consultation process all over again.
in the middle – which could potentially be
handled either way and are often the cause Cultural Sensitivities
of heated debate between corporate HR
and local HR teams. Attempts to standardise HR processes can
also be derailed if cultural sensitivities are
Legal Issues not taken into account. A reward system,
for example, which is centred round team
Of course the legal backdrop of the countries performance is likely to go down well in
you are operating in may influence what can some of the highly collectivist cultures that
realistically be delivered globally. Local laws, are found in Asia, where being ‘singled out’
for example, covering the level of employee for praise could be perceived as a bad thing.
involvement in HR issues, vary greatly. That approach is less likely, however, to
motivate employees in some Anglo-American
In some European countries Works cultures where there is traditionally a strong
Councils have to be consulted before a emphasis on individual performance.
process such as an appraisal system can
be introduced or amended. In the US, Approaches to decision-making in different
where union representation is sporadic and culture also need to be borne in mind.
often only covers manual grades, changes Countries like Sweden or Germany,
can generally be made faster and without for instance, are used to a consensual
the need for protracted negotiations. approach while Anglo-American countries
may be more autocratic in their style.


Global or Local – Getting The Balance Right - 9

‘Globalisation’
“To expect countries to operate similarly seems simple-
The consensus among the experts seems minded as they are all so different in terms of history,
to be that the best approach is to build HR
culture and traditions. Internet technology, however, is
policies that have global intent, but which also
bringing Western culture throughout the world and is
allow room for local variation where necessary.
affecting styles, cultures and aspirations.”
“The best organizations recognise cultural
differences,” says Paul Turner of Ashcroft
International Business School. “So you
say as an organization, our intention is to
manage a particular HR practice in this way –
and here’s the variation you can have within
that. The challenge of course is making sure
you don’t get too flexible, because then you
completely undermine the whole thing.”

Ashridge’s Haselburger likens the process
to creating a job specification. “If you hire
someone you have a few essential criteria,
and then you have desirables – but you don’t
need to raise the bar to an extent where you
have nobody complying,” he says. “So I think
companies need to be very sensitive to the
needs of the various cultures and local
country systems and to focus on the
essentials in terms of standardisation.”


10 - Global HR Competencies

Global HR Competencies

A strong HR function is critical
to the success of a global HR
programme. An effective HR
business partner can combine
their knowledge of best practice
with an in-depth understanding
of the business challenges on
the front line. They can help build
international HR policies and
practices which fit with strategic
objectives – and are workable
on the ground.

The reality, however, is that many HR
professionals still lack solid international
experience. They are certainly aware of the
impact of globalisation – but have had scant
opportunity to put the theory into practice.

“With the exception of some of the most
senior HR people who may have had
a stint abroad, I think most middle level
and junior HR professionals do not have
international experience,” says Ashridge’s
Arno Haselburger. “This in itself creates a
more HQ-centric attitude, because people
don’t understand the international detail and
they don’t have the experience to draw on.
The picture is gradually changing. In a
survey conducted last year by CIPD, 87
“The diversity in the HR department needs
per cent of HR professionals said keeping
to reflect the diversity in the organization –
up with global developments was important
organizations need to transfer HR people
to them. Around 30 per cent of the 4,000
from different countries and across regions,
respondents said their current role
so that people get the opportunity to gain
encompassed international responsibilities.
more international experience.”

The CIPD’s Vanessa Robinson says the
challenge for HR professionals operating
“HR people are very keen on sending others out on a global stage is two-fold. “They need
on international assignments, but they tend not to make sure they understand the wider
to send themselves.” business context and the specific context
Arno Haselburger, Ashridge. their organization is operating in – and they
need to get their minds on an international
or global frame,” she says.


Global HR Competencies - 11

The CIPD is actively developing its “The whole issue of cultural awareness is a
professional standards to make them more big piece and some of that you have to get
business-focused for the new generation from experience – from seeing it and feeling
of HR people coming through. ‘Technical’ it – because reading about it doesn’t make
training and advice is also available from a you realise what the scale of the differences
variety of sources to help people understand really are. It’s talking and having experience
the legalities and minutae of operating with people that gives you that extra insight,”
in China, India or wherever might be says Robinson.
appropriate for the individual organization.
An international mind-set, however, is
something that individuals have to gradually
develop through personal experience.

Key Skills for the Global HR Professional
• Being a strategic thinker

• Possession of strong personal networks inside and outside the organization

• Being a provider of information and advice within this business network

• Becoming a broker of appropriate knowledge, learning and ideas across
a loose connection of people

• Capacity for and tolerance of the ambiguities and uncertainties inherent in new
business situations

• Being a resource negotiator

• Being a process facilitator, with diplomatic sensitivity to complex organizational
politics and power struggles

• Mobilising the energy and engagement behind ideas

• Having a respect for the countries and communities being dealt with

• Showing an appreciation of the ways in which culture influences core
organization behaviours

• The ability to work virtually.

Courtesy of CIPD


12 - Joining The Dots

Joining The Dots

Of course any global HR system will the grading structure consistent across the
only be as good as the information business? Are job titles the same or do they
the organization puts into it. That’s differ from region to region? If you want to
why it’s important to be clear from be able make comparisons, you’ll need to
make sure that your HR system can link
the start about what you want the
all of the pieces together for you.
system to achieve – and how people
are going to input and access the Data Gathering
information on a day-to-day basis.
How much data do you already have in your
Requirements will vary enormously from existing system or systems? What will need
business to business, but there are some to be transferred across to a new system –
key questions you might like to consider: and what will need to be collected from
scratch? How accurate is your existing data?
Group V Local Requirements Will it need cleansing before you import it into
your new system? Can this system help you
Organizations typically need to access key
by validating data during import, for example
information, such as labour costs, attendance,
by checking your existing data against new
organization charts, talent pool, succession
data validation tables?
plans, high performers, under performers, skill
gaps, position blockages, development needs Data Protection
and employee turnover, at different levels.
So what metrics does the business need Data protection regulations may differ across
a helicopter view of to help make critical the various countries you are operating in. In
decisions? What data might HR teams need some instances, there may be issues around
to pull off regionally to help with recruitment storing data on nationals outside their own
strategy or succession planning? What kind country. A good supplier will be able to help
of operational information do line managers you ensure your system complies with all the
need to access locally? Can your HR system relevant legislation.
flex to allow you to reflect local requirements?
– perhaps by letting you rename existing fields Security
or adding new fields to screens – while still How will you undertake a systematic
enabling company wide consistency. approach to managing sensitive corporate
information and ensuring data security? Are
Visibility you confident that you have all the necessary
Who needs to be able to see what measures and internal procedures in place to
information? Do your regional HR managers protect your data and minimize any potential
need access to information about their local security risks. Make sure that you take the
territory, or would it be beneficial for them to be time to talk to your vendor to ensure that their
able to compare with neighbouring regions? product is architected to protect your data
Do line managers need access to detailed and if you are using SaaS as a service,
employee data across their department or check to see if they’ve got ISO 27001
business unit – or is it enough for them to certification. This shows that a vendor’s
be able to drill down into the data for their information management security processes
own team? You’ll also need to check that your have been independently certified.
HR system can handle all of the different roles
and data access requirements that you have. User Interface / Self-service
How will people in the organization input,
Organizational Structure view and retrieve information from the
How will the system need to be designed to system? In a knowledge-based business
‘fit’ with your organizational structure? How where everyone has access to a computer,
many levels are there in your hierarchy? Is employee self-service is relatively easy


Joining The Dots - 13

to achieve. If you are a manufacturing
company with a significant number of ‘shop
floor’ workers, how, when and where will
Delivery Methods
they be able to input their data into the system? Will the system be in-house, hosted or Software as a
Service (SaaS)? Deploying the system in-house will involve
What processes do you want them to
the traditional licensing option, which means a high up front
complete? When is a good time to roll-out
employee self service? Do you have any capital cost and investment in IT infrastructure. This can often
process deadlines, for example to fit around be a significant barrier to adopting new global HR software.
your performance management review
With hosting, clients benefit from having someone else take
process? What if any training will be required?
care of their IT infrastructure for them – but usually at high
It’s usually best to start with a pilot, so that you
cost and with all of the traditional issues associated with
can test the system first. It’s even better if you
can include some of these stakeholders in the implementing new software releases.
early stages of the implementation of the
With SaaS, products are architected in such a way that
project, so that you can work with them to
organizations benefit from lower costs - and a continuous
overcome any issues.
program of system updates, which are provided for free as
It’s also good to consider reporting part of the service. New features are delivered on a regular
requirements early on so you can make basis, and it’s seamless. Once the update has been applied,
sure you are capturing the right information. organizations simply log on to their system and the new
What reports will local HR or managers features are immediately available to them. In fact, the
need to see? Are dashboards available that benefits are so significant that today most organizations
present key metrics in a visual and easy to are choosing SaaS as their preferred method of delivery.
understand format.

What will the user inter-face look like and
how intuitive is it? Will the end user be able will the process be for updating currency
to navigate around the system and identify conversion rates? Again, check how your
information pertinent to them quickly and new system can help you manage this.
easily? Does the system include dashboards
that present key HR metrics in a visual and The list of questions can seem daunting,
easy to understand format? Does employee but a reputable supplier will be able to help
self-service include a home page that you work through your practical requirements
provides the end user with key information? and design a system that meets individual
organizational needs.
Language/Calendar Requirements
The key is to start small and simple –
Do you need to provide the system in a variety and then plan to ‘grow’ the system over
of local languages? Will training need to be run a realistic timescale.
in local languages too? Do you need a system
that can support local country calendars A global HR system that brings everything
(i.e. different public holidays) and different together and provides people information in
date and number formats? Do you need all real-time can have a real impact on the
text – prompts, messages, dropdown lists, bottom line.
commands, email notifications - to be displayed
in the employee’s preferred language? Check “A lot of good HR practice comes out of
that the new system can manage all of this for having accurate information,” says Paul
you. If they don’t support all of the languages Turner, Professor of Management, Ashcroft
you need, look at their translation tools. Is it International Business School. “Technology
easy for you to manage – and upgrade – your is the bedrock on which a global HR
own translations if you want to? programme can work or flounder – and you
need to get as many processes enabled as
Multi-Currencies possible, so there is less to do in the centre.”
Do you need a system that covers multiple
currencies? How are your individual country
payroll systems going to interface? What


14 - Joining the Dots

Case Study: TSYS – Managing and Developing People Around the Globe
Leading payment services company TSYS is managing
and developing its people across the globe with the help
of Cezanne’s global HR system.

TSYS provides outsourced payment services for financial
institutions and retail organizations around the world. It has
grown rapidly in recent years and currently has over 7,600
employees globally in countries including the UK, US, India,
CIS, Malaysia and Dubai.

The business recognized it needed a global HR solution that would help it manage all aspects of HR,
ranging from pay and benefits and absence management to recruitment and performance.

It chose to work with Cezanne because of its partnership approach and ability to deliver a product that
would operate across international boundaries.

The new global HR system was introduced in an extremely tight timescale. The first users, from the HR
team, went live on the system just seven months after the decision to go ahead was made. Once HR were
comfortable with the system, it was rolled-out to line managers. Just a year on, and it is now being used
on a self-service basis by employees across the business.

The system has had an immediate impact. Line managers report that it has enabled them to streamline
and speed up key HR processes and that it is easy to use.

The appraisal system, for example, which was previously entirely paper-based, is now conducted on-line,
leading to a more dynamic process, saving an estimated 5K tonnes of paper each year and a significant
amount of money.

The process of awarding annual salary increases has also been significantly improved. Line managers
now submit their recommendations on-line to HQ, who are able to run off reports giving them an overview
of each division. Once approved, decisions about reward are communicated to employees via the system
and implemented seamlessly through the payroll function.

“It’s critical for us to be able to hold salaries, allowances and bonuses in Sterling, Euros, US Dollars,
Roubles and Rupees, which the software will allow us to do. We will also be able to report all salaries
and allowances in Sterling or US dollars, so that we have a standard framework for comparing HR costs
across the business,” says HR manager Kate Lingham.

The global HR system has also helped the business significantly improve its talent management capability.
Personal development plans are held on the system, which allows managers to request and book specific
training. Individual team members are encouraged to submit their own data about personal capabilities the
business might not otherwise be aware of, such as a level of expertise in a particular language, for example.

Recruitment is also handled through the system, which has helped to improve speed and efficiency of
handling current vacancies, but also meant that details of potential candidates are easily to hand when
future opportunities arise.

“Our people and values are vital to our success, especially as we continue to grow rapidly, and our aim
is to become an employer of choice. We needed a system that would help support our people objectives
across all of our operations, so identifying the right HR software solution with international capabilities was
an extremely important decision for the business,” says Kate Lingham.


Working in Partnership - 15

Working in Partnership

Implementing a global HR system • Identify risks and plan how to manage them
can seem like a daunting task.
There are so many strategic, • Build a project plan with milestones
and realistic timescales
practical and technical issues
to consider that it’s sometimes
• Design a process that is tailored to
difficult to know where to start. your organization’s specific needs

A good supplier will work in partnership with • Plan how to manage integration of a new
you from day one to make sure the process system with your existing processes
is as seamless and painless as possible. An
experienced supply partner should be able
• Plan how to launch and communicate
to help you:
the new system to your employees

• Define the objectives of your system
• Understand how you can expand and
and what you need it to achieve
adapt the system as your organization
changes and grows
• Identify and involve the right
stakeholders in the project
• Assess and evaluate the processes on
a regular basis and continually work out
• Identify the core data you will need and plan ways of how to improve them
how this will be collected and managed
• Be able to provide you with the
• Think through key legal issues, such necessary support when required.
as data storage and security


16 - About Cezanne

About Cezanne

Cezanne Software is a leading supplier of global HRC and Talent
Management software systems delivered on both a Software as
a Service (SaaS) and on premise basis. Headquartered in the UK,
Cezanne Software has over 20 years’ experience of working with
some of the world’s leading organizations. Today, it supports over
700 organizations, including companies as diverse as Vodafone,
HM Prison Service, Swarovski, TNT, Heineken, LINPAC, & TSYS Europe.

The company’s integrated suite of Human Resource systems include solutions for people
management, succession and career planning, employee performance management,
survey, training administration, recruitment, salary analysis, pay review and budgeting,
and reflect many years’ experience of working with clients, independent consultants and
academics at the forefront of best practice in HR, talent and compensation management.
Designed around modern web technologies, Cezanne’s HR systems offer extensive
support for manager and employee self-service and can be deployed in house or on
a Software as a Service basis, providing significant benefits in terms of both cost and
speed of deployment.

Cezanne Software’s focus is to provide flexible, people-centred Human Resource systems
that improve the day-to-day execution of HR and business strategies, help drive critical
employee performance and reward processes and enable companies to achieve and
sustain a competitive talent advantage.

Further Information

International UK & Benelux (Headquarters) Cezanne’s Case Studies
Cezanne Software Limited www.cezannesw.com/customers/case-studies
Contact Details T: +44 (0)20 7202 9300 Knowledge Bank
Latest News and Press Releases
E: info.uk@cezannesw.com
For other locations please www.cezannesw.com/news
email info@cezannesw.com France - Cezanne Software S.a.r.l.
Cezanne Online Newsletter
or visit www.cezannesw.com T: +33 (0)1 44 09 71 21
www.cezannesw.com/newsletter
E: info.france@cezannesw.com
Free Webinars
Greece - Cezanne Software Hellas SA
www.cezannesw.com/webinars
T: +30 210 6895 625
E: info.hellas@cezannesw.com
Italy - Cezanne Software S.p.A.
T: +39 080 549 84 11
E: info.italia@cezannesw.com
Portugal - Cezanne Software Ibérica S.A.
T: +351 21 3562024
E: info.portugal@cezannesw.com
Spain - Cezanne Software Ibérica S.A.U.
T: +34 91 7684080
E: info.espana@cezannesw.com
USA - Cezanne Software, Inc.
T: +1 617 418-3945
(from USA 1 800 CEZANNE)
E: info.usa@cezannesw.com
Venezuela - Cezanne Solutions C.A.
T: +58 212 959 87 16
E: info.lam@cezannesw.com

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