People Experience Solutions helps mid-to-large organisations assess current-state risk, define future-state requirements, build business cases, run vendor selection and prepare for implementation.
Specialist support across HRIS, payroll, time & attendance, rostering, workforce management, integrations, operating model and delivery assurance.
PES is the firm you call when HR, payroll, time & attendance, rostering and workforce data are messy, risky, political, expensive or poorly understood.
HR, payroll, time & attendance and rostering environments often become difficult to govern because processes, data, rules and integrations evolve over time. The result is usually a mix of manual workarounds, unclear ownership, weak traceability, inconsistent reporting and avoidable delivery risk.
PES helps organisations establish the facts, clarify the decisions required, and create practical artefacts that support better technology, operating model and implementation outcomes.
| Risk signal | What it looks like |
|---|---|
| Poor time-to-pay traceability | Payroll risk is growing and the path from roster to pay cannot be reliably audited or traced. |
| Compliance exposure | Pay compliance, award interpretation or workforce data issues are blocking progress. |
| Platform replacement | An HRIS, payroll, time and attendance (T&A) or rostering platform needs replacing, and independent support is needed before vendors are engaged. |
| Vendor ambiguity | Requirements are unclear, bundled or being shaped by vendor demonstrations rather than actual business need. |
| Unproven business case | A business case needs to be credible enough to satisfy CFO, CPO and technology stakeholders. |
| Implementation readiness gaps | An implementation is drifting because scope, governance, data or test preparation decisions remain unresolved. |
| Inconsistent workforce data | Workforce data is fragmented and leaders cannot make reliable decisions from the reporting. |
PES works with organisations before, during and after major people technology decisions. The aim is to resolve open questions early and give internal teams, executives and vendors the documents they need to make and act on decisions.
Current State & Risk Review
A structured review of current systems, processes, data flows, integrations, controls, pain points, manual workarounds and compliance risks.
Future State & Roadmap
Definition of the target technology, process, data, integration, governance and operating model direction.
Business Case Development
Development of an investment case for HR, payroll, T&A, rostering or broader workforce systems change.
Requirements & RFP Support
Development of practical requirements, evaluation criteria, RFP/RFQ materials, demo scripts, vendor questions and scoring tools.
Implementation Readiness
Preparation before configuration, build and implementation activity begins.
Program Governance & Delivery Assurance
Independent review of delivery risk, governance and scope during implementation.
PES does not sell software, resell licences or act as an implementation partner. The role is helping clients make better decisions about software selection, scope, risk and delivery, using evidence and independent analysis rather than product preference.
That independence matters when shaping an RFP, assessing vendor claims, building an investment case or preparing a program for delivery.
A structured but practical approach designed to fit the situation, the organisation's capability, and the decision or delivery risk involved.
Establish the facts quickly through workshops, artefact review, process walk-throughs, data checks and stakeholder interviews.
Turn ambiguity into options, trade-offs, recommendations and documented decisions.
Support execution through clear scope, governance, implementation readiness checks and assurance.
PES works on complex people technology problems where HR, payroll, workforce operations, data, integrations, compliance and delivery risk overlap.
An organisation with complex shift-based and casual workforces needed to understand whether the time-to-pay process, from roster and award interpretation through to payroll output, was accurate, auditable and defensible.
Decision supportedWhether to prioritise payroll remediation, award configuration review or process redesign before committing to broader transformation investment.
An organisation running end-of-life payroll and HR platforms needed investment approval from executive and board stakeholders before a replacement program could proceed.
Decision supportedWhich system option to pursue, what investment was required, and how the program should be sequenced across a multi-year roadmap.
An organisation needed to go to market for a modern HRIS but had incomplete requirements, limited evaluation structure and no clear process for comparing vendor responses.
Decision supportedWhich vendors warranted detailed evaluation and what criteria should drive the final selection recommendation.
Examples are anonymised. Client names and specific outcomes are not disclosed.
Send a short note and we'll arrange a focused discussion about the problem, the decision you need to make, and the support that may be useful.
