Human Capital Management Platform

Current Position and Case for Change

The current landscape is fragmented across legacy organisations and specialist systems.

Bromford Flagship LiveWest currently utilize 12 different systems across its legacy organisations (three separate HCM products, two of which include integrated payroll, one of which has a separate payroll solution), three learning management solutions, three applicant tracking solutions (two of which include onboarding and one of which does not); leading to significant challenges with cross regional management for central services, data collation and workflow management.

Discovery feedback consistently identifies too many systems and logins, inconsistent user experience, manual processes, duplicated data, weak integration and limited self-service. Mobile and tablet usability, manager visibility and the consistency of notifications are also important concerns.

Area and what we are interested in understanding

•Fragmented platforms - Consolidated core HR, payroll, recruitment, onboarding, and case management, with either consolidated or tightly integrated learning, talent and workforce management

•Multiple colleague records and hand-offs - Create governed, effective-dated data with automated lifecycle workflows and clear ownership.

•Inconsistent self-service - Enable colleagues and managers to complete routine processes easily, with appropriate approvals and security.

•Manual payroll and HR administration - Automate calculations, validations, notifications, document generation and downstream updates.

•Limited cross-group insight - Provide consistent reporting, dashboards and secure access to trusted organisation-wide data.

•Office-centric digital experience - Deliver responsive web and mobile access suitable for dispersed and operational workforces.

•Complex contracts and renewal points - Create a sustainable commercial and implementation roadmap that reduces continuity risk.

Scope and Implementation Objectives

BFL has not finalised its procurement or solution architecture. The current ambition is to establish a strategic HCM capability for approximately 5,600 colleagues and to rationalise the existing landscape through a phased, controlled implementation.

Suppliers are invited to recommend the most appropriate migration strategy, implementation methodology, deployment sequence and phasing. Recommendations should consider payroll continuity, data quality, integration readiness, organisational capacity, testing, change and adoption.

The target operating model must include a core HR and payroll platform with native capabilities for recruitment, onboarding, expenses, time, absence and employee relations. We are interested in understanding models which may have either native or integrated learning, talent and workforce planning capabilities. BFL is particularly interested in how suppliers would preserve a consistent user experience and trusted data model where multiple products are proposed.

Areas of Capability We Are Exploring

Area and what we are interested in understanding

•Core HR and organisation management - Effective-dated colleague, employment, position and organisational records; multiple employments; subsidiaries; departments; teams; cost structures; terms and conditions; configurable fields; documents; lifecycle changes; and employee and manager self-service.

•Payroll and pensions - Ability to manage multiple payrolls and pay frequencies; ad-hoc payments; real-time or in-period calculation; retrospection; pro-rating; complex elements; statutory deductions; pensions and auto-enrolment; benefits in kind; costing; HMRC integration; payroll assurance and reporting.

•Recruitment and candidate management - Applicant tracking or robust integration with specialist ATS products; configurable applications; shortlisting; interview scheduling; candidate communications; job board and assessment integration; talent pools; analytics and inclusive, accessible candidate journeys.

•Onboarding and pre-boarding - Digital offers, contracts and e-signatures; references; right-to-work and DBS integration; configurable forms and workflows; pre-start portal and communications; document capture; task tracking; learning access; and seamless creation of the core HR record.

•Time, expenses and workforce management - Expenses and receipt capture; approval and policy controls; overtime and TOIL; working patterns and rotas; shift planning; real-time adherence; holiday and absence management; team availability; and integration with pay and costing.

•Employee relations case management - Configurable case types, stages, tasks, correspondence, outcomes and warnings; secure role-based access; evidence and audit trails; alerts and management information.

•Document management and e-signature - Secure employee documents; bulk generation and upload; employee visibility; retention; lifecycle-triggered correspondence; compliant e-signature; versioning; audit and support for information rights requests.

•Workflow, notifications and automation - Configurable, event-driven workflow and approvals; delegations and alternative approvers; lifecycle triggers; stakeholder notifications; integration events; exception handling and administrator control.

•Reporting, analytics and AI - Role-based dashboards; point-in-time and trend reporting; self-service reporting; direct and indirect team views; exports; Power BI integration; data APIs; natural-language insight; responsible AI; anomaly detection, decision and process support.

•Communications and engagement - Targeted system communications; policy and guidance content; integration opportunities with Microsoft 365, SharePoint and Viva Engage; notifications to internal and external users.

•Future external user capability - Potential secure portals for applicants, pre-joiners, leavers, contractors, partners or other external learner groups, with appropriate licensing and data segregation.

Additional – in system or strong integration to external providers

•Learning management - Role-based and mandatory learning; recurring training and expiry; SCORM and other standard content; classroom and virtual events; pathways; course creation; external learners; notifications; compliance dashboards and learning records.

•Talent, performance and skills - One-to-ones, probation, check-ins and appraisals; goals; development plans; performance calibration; skills frameworks and gap analysis; career pathways; succession planning; critical roles and organisational capability insight.

We would be interested to understand both the local Learning Management, Talent and Workforce planning capabilities of the solution, as well as its ability to integrate with independent solutions, and pricing options which reflect both.