{"id":21825,"date":"2026-02-23T18:07:56","date_gmt":"2026-02-23T17:07:56","guid":{"rendered":"https:\/\/www.eim.com\/it\/?p=21825"},"modified":"2026-02-23T18:07:58","modified_gmt":"2026-02-23T17:07:58","slug":"hr-digital-governance-e-payroll-integrato","status":"publish","type":"post","link":"https:\/\/www.eim.com\/it\/case-study\/hr-digital-governance-e-payroll-integrato\/","title":{"rendered":"HR Digital Governance e Payroll integrato"},"content":{"rendered":"

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Visione e consenso sugli obiettivi aziendali: come velocizzare il cambiamento<\/b><\/h1>\n

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Fondi di private equity: se si sceglie il manager sbagliato<\/h1>\n

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HR Digital Governance e Payroll integrato: continuit\u00e0 operativa nel machinery <\/h1>\n

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Un grande gruppo industriale internazionale del settore Machinery & Equipment stava portando avanti un programma di trasformazione digitale HR finalizzato a unificare i processi HCM e payroll a livello di Gruppo.<\/p>\n

Il progetto era gi\u00e0 in fase di esecuzione: un pilot su due entit\u00e0 principali, pari a circa il 50% del volume complessivo, seguito dal rollout su 17 societ\u00e0, nell\u2019ambito di un programma basato su SAP SuccessFactors e su un modello di payroll gestito tramite provider Business Process Outsourcing (BPO) integrato.<\/p>\n

L\u2019assenza per 12 mesi della PMO della Digital Transformation HR creava un rischio significativo di rallentamento, perdita di coordinamento e adozione incoerente dei principi di One Payroll & One Way of Working.<\/p>\n

Il progetto della durata di dodici mesi \u00e8 stato guidato da un Partner EIM insieme a un Senior Consultant EIM e a un HR Digital Transformation PMO ad interim responsabile della governance operativa del programma.<\/p>\n

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Obiettivo: garantire continuit\u00e0 esecutiva, coerenza dei processi payroll tra le diverse entit\u00e0, gestione strutturata dei rischi e un rollout fluido, minimizzando resistenze e disallineamenti.\u00a0<\/p>\n

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Le azioni intraprese da EIM<\/h2>\n

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La trasformazione \u00e8 iniziata con il deployment del PMO ad interim, incaricato di assicurare governance di programma, tracciamento delle attivit\u00e0, escalation dei rischi e presidio delle milestone. Il team ha operato come information broker centrale tra ICT, HR, Payroll, integratori e provider BPO, garantendo un flusso informativo tempestivo e l\u2019allineamento tra 19 entit\u00e0.<\/p>\n

Parallelamente, \u00e8 stato rafforzato il quality assurance dei processi payroll: il PMO ha mediato tra le diverse societ\u00e0, armonizzato i requisiti e salvaguardato l\u2019obiettivo di One Payroll & One Way of Working. \u00c8 stata inoltre strutturata la gestione del cambiamento, guidando il coinvolgimento anticipato delle funzioni, le attivit\u00e0 di UAT, la formazione e l\u2019adozione, cos\u00ec da garantire un rollout fluido e ridurre la resistenza interna.<\/p>\n

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I risultati ottenuti<\/h2>\n

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