How does ad hoc support in Payroll develop into a comprehensive HR transformation? At Feldschlösschen, it all began with increasing complexity and limited resources in Payroll. The Payroll Health Check highlighted specific weaknesses and laid the foundations for targeted improvements. What followed was not a one-off project, but a development spanning several years – moving step by step towards an integrated HR and workforce solution. This success story demonstrates what is possible when a long-standing partnership, a thorough assessment of the current situation and consistent implementation work together.
Industry
Trade / Retail / Food
Employees
1,200
Client since
2006
Region
German-speaking Switzerland
National
Services
Consulting
Software
Services
Karine Finck
Vice President of Human Resources
Background
Feldschlösschen and HR Campus have been partners for over 20 years. Over the years, a strong relationship of trust has been cemented and a genuine understanding of one another has developed. It is precisely this foundation that makes the difference when it comes to tackling challenging issues together.
The complexity of Feldschlösschen’s Payroll processes was constantly increasing, whilst internal resources were stretched. Consequently, in 2021 the company sought targeted support in the Payroll area. The aim was to stabilise Payroll processes, review SAP data and identify specific areas for improvement. The Payroll Health Check created transparency and a shared understanding: potential sources of error, existing data inconsistencies and inefficient processes were brought to light. The existing processes were analysed in a structured manner and targeted measures were defined to stabilise Payroll in the long term and reduce operational effort.
Project Phases
The foundation for sustainable change
Following the ‘ Payroll Health Check ’, targeted development took place in day-to-day operations. Processes were optimised step by step, knowledge was built up and collaboration was intensified. HR Campus actively supported this phase with ‘ HR Interim Management ’: HR specialists took the pressure off the Team during intensive phases, freed up capacity for the project and shared their expertise. This phase was crucial: it created the necessary stability and trust to take the next step.
Restructuring HR Service Delivery
The ‘ UKG HR Service Delivery ’ project was developed on this basis. Its implementation was intensive and characterised by close collaboration. A key milestone was the Process Booster workshop at the Visionscentre in St. Antönien: three days during which the Team worked together on the processes, made decisions and made the next step a tangible reality. This created clarity, trust and new momentum for implementation.
Transforming workforce management
Years later, in 2024/5, the next phase of expansion followed: Time Management. Shift planning was handled using inconsistent Excel solutions that offered little transparency. Numerous manual intermediate steps placed an additional burden on HR and Payroll. This made it difficult to maintain an overview and rendered the processes unnecessarily cumbersome. The need for an end-to-end solution thus became apparent. The aim was an end-to-end, digital solution for planning and time-related processes. For Feldschlösschen, it was clear from the outset that they would implement this project in collaboration with HR Campus as well. With ‘ UKG Workforce Management ’, they succeeded in harmonising the processes despite high complexity and numerous special rules. The early involvement of line management was crucial. This ensured that the new processes were practical and widely accepted.
Results
Today, Feldschlösschen operates with stable and efficient Payroll and HR processes. Risks have been reduced, manual workloads significantly cut, and the HR team specifically strengthened.
UKG HR Service Delivery and Workforce Management have created an integrated platform in which HR, Time Management and planning are seamlessly interlinked. Line managers work with standardised tools, whilst HR regains transparency and control.
The greatest added value is evident in day-to-day operations: the processes are not only defined but are actively put into practice. And they can be further developed independently.