An org structure that matches how the business reports.
The agent asks your customer's people team how the organization is structured, what the leave policies are and what happens when someone joins, moves or leaves, following what your consultant set out. You sign it off. The people system comes out configured.
Every grade, against every contract type.
Leave entitlement is one answer per grade per contract type, and the business argues about it every time. The card in the conversation says how many cells are answered and opens the matrix, which is its own surface. A cell the customer ruled out is decided, with the reason they gave, and one reason covers every cell it touches. A grade with no name yet cannot be pointed at, so the matrix says which row it is waiting on rather than drawing a row of blanks.
The three decisions every people implementation argues about.
Departments, positions and who reports to whom.
The agent asks for the departments, the positions in each, the reporting line above every one and which positions are vacant, and settles the structure the way your consultant set out.
The org chart on the wall has twelve departments. The one in the finance system has thirty, and the one in people's heads has a regional manager who reports to two directors.
Positions are confused with people, so when someone leaves the position leaves with them, and nobody can see the vacancy.
Leave that depends on where you are, not only what grade you are.
The agent asks which calendar each home follows, what carries over and who approves at each level, and settles the absence rules the way your consultant set out.
The northern homes are in Canada and follow Canadian public holidays; the southern homes don’t. Carry-over is a policy, then an exception, then a habit.
The approval chain runs through a home manager who is not always the direct manager. Give the system one rule for everybody and the first request in January is wrong.
What happens on day one, and who signs it off.
The agent asks what is collected for a new hire, who approves each step, what changes when someone moves and what happens on the last day when someone leaves, and settles the three journeys the way your consultant set out.
A new hire needs a contract, a background check, a uniform, an email account and a shift. Each one belongs to a different person and none of them knows when the others are done.
Someone who moves is leaving and joining at once, and usually gets half of each. The system can run all of it, once someone has said what “all of it” is.
What leaves.
For a people system the export holds the departments and positions with their reporting lines, the vacancies, the leave entitlement for every grade and contract type, the public holiday calendars, the approval chains, and the joining, moving and leaving steps with who owns each. The cells the customer ruled out are recorded with the reason they gave. It goes out as a file or by API, in the format the people system expects.
Who this is for.
See it on your own setup.
A 20-minute call. Bring the people-system workbook your team uses today and we'll show you what Votis reads from it.
See it on your setup