Frequently asked questions

To better assist you, you will find below a list of frequently asked questions on various topics. This FAQ will help you better understand our approach and our HR Path services.

What are the key points of an implementation with HR Path?

HR Path has been supporting its customers since 2001 and implementation has been part of the group’s DNA since its creation. The support of our customers is done through the implementation, integration and maintenance in operational conditions (MCO) of HRIS applications. In order to guarantee the success of your integrations, we have long-standing relationships with market publishers and are organised into specialised practices supported by our centres of expertise.

The HR Path group offers you a strategic vision to implement innovative processes based on best practices in human resources.

We ensure the reliability and sustainability of the solutions we propose in order to establish a long-term relationship based on the trust we acquire in the field and the commitments we keep on a daily basis.

In order to better support you, we have put in place an evolving methodological approach. In fact, we adapt to your needs and also offer you tools to secure the most sensitive stages of your integration project, such as data recovery, deployment and acceptance.

On all HRIS solutions, in On-premises or cloud environments, on French or international perimeters, we are committed to helping our clients succeed in their strategic projects.

How to prepare your HRIS project with HR Path?

It is first important to frame the project. This involves :

  • An analysis of your existing HRIS in order to have a complete vision of your current application landscape.
  • A reflection on the needs and associated functionalities in order to draw your HRIS target and define a deployment strategy.
  • An identification of the gaps with your target to anticipate the work to be done before the project.

Next, the technical aspects of the target HRIS must be considered:

  • Positioning the HRIS architecture: Core HR Master/Hybrid/Slave
  • Consider the interfaces, a critical subject in the implementation of an HRIS project and one that can have a major impact on the project’s planning and budgetary resources.


Finally, it is necessary to work internally before the project:

  • Carry out in-depth work on the harmonisation and standardisation of its processes.
  • Work on the source data and structure the repositories
  • Define the roles and anticipate the availability of project and local teams. Define the roles and responsibilities of the project participants (DIRH, DSI, sponsor, key user, etc.).

What are the challenges of an HR Cloud project for HR Path?

We have identified that HR functions are now focusing on 3 main issues:

  • Having the right resources at the right time
  • Allocate resources with the right skills
  • Controlling your budget

Finally, these three axes can be summarised in a common objective: to be pragmatic with an optimised budget.

International groups are facing increased competition, with technologies that are evolving more and more rapidly and changing skills. To meet these three challenges it is more than necessary to be equipped with the right tools, but above all to be able to measure performance with the right indicators.  Computerisation is therefore a key element of success.

With the advent of the Cloud, we are now in a position to meet these efficiency challenges within a controlled budget. The Cloud is a pooling of software and platforms that rationalise costs by providing flexibility to companies. Pay-as-you-go billing, limited commitment, parameterisation and deployment in successive waves and continuous improvement are the criteria of choice for large groups to which publishers have responded.


HR Path best practices:

Before computerising the solutions, it is essential to take stock of the processes, identify those responsible for wastage and select the type of software to be deployed. This audit is also an opportunity to make financial forecasts in order to take advantage of pay-as-you-go billing (price variations up or down), i.e. to rationalise ancillary costs which can prove onerous.


Migration to the cloud can be done on different levels:

  • “Lift and shift”: moving the existing to the Cloud, which does not optimise the ROI or take advantage of this technology.
  • “Replatforming: buying out a product to move to a different product
  • “Refactoring or repurchasing: reorganising the application to cloud-derived functionality
  • “Repurchasing: abandoning old applications for a total migration to the cloud

When choosing a tool, one should always keep in mind the objective of optimising processes by saving time and efficiency. The solutions must be functional. To evaluate software in concrete terms, there is nothing more telling than “demos”. These allow you to discuss functionalities and optimisations with the publishers.

The technologies offered on the market are designed in an “agile” logic of continuous improvement. Projects are divided into 5 phases: scoping, configuration, acceptance, deployment and use.


Our advice for setting up a Cloud project

Finally, it is important to avoid trying to customise the solution. The solutions have been designed by the publisher to share best practices internationally. Moreover, as the tools are part of a continuous improvement process, they are constantly evolving. It is therefore preferable to adopt the solution and its uses as is for optimal operation.

The projects of transition to the Cloud are technical and require a human, organisational and financial investment. It is essential to be supported in adopting the solution so that it serves the business.

What are the 6 pitfalls to avoid on an HR Cloud project?

Cloud HR solutions are increasingly available on the market and, once in place, are efficient and easy to use. However, this is only true if the project has been carried out correctly. Indeed, just because the solution is “smart” does not necessarily mean that it is “easy” to implement.


Here are the 6 pitfalls to avoid in order to successfully complete your HR Cloud project.


  1. Wanting to clone the current system

If you want to reproduce your current configurations identically, you risk coming up against the customisation limits of SaaS tools. Publishers have designed their tools to be as efficient as possible, and have therefore defined a configuration framework based on best practices. It will therefore be essential to follow their logic and adopt their solutions, rather than adapting them

Moreover, an HR Cloud project is not just a technical project, it is also an opportunity to review your processes and simplify/harmonise your practices: during the pre-project and audit phases of the existing system, you can take advantage of this to question and challenge yourself on the evolution of your solutions.


  1. Thinking that with an agile methodology it is easy

Cloud projects are generally carried out using agile methodologies, which are presented as facilitating and securing the success of projects. But agility does not relieve responsibilities, tasks and the need for anticipation… This method requires that each of the project’s actors be able to progress on their tasks in due time and that they respect a very strict schedule. The progress of the project relies on the professionalism of those involved. This is only possible if each of them is rigorous: knowing how to impose and follow a sustained project rhythm with clear governance is the key to the success of your project.


  1. Not anticipating change support from the start :

A cloud project moves quickly. It is necessary to start tackling a change management strategy upstream of the project, without waiting for its delivery. Although the tools are user-friendly and simple to understand, they must be “prepared” so that they serve the business as soon as they are operational:

  • Plan communications throughout the project, which will increase in the level of information disseminated to future users
  • Appoint local ambassadors who will be the relays for the deployment of the tool and who will be involved in the workshop or acceptance phases.
  • Inform the members of the management team, who will be your first sponsors.


  1. Wanting everything, right away

The new Cloud tools are very attractive, very innovative. They offer the best in terms of functionalities, user experience, etc. The temptation is great to change everything immediately and apply them everywhere. This would be a mistake and would not take into account the digital maturity of the company, nor the capacity of users to appropriate the tools.  You have to go step by step according to the context and take into account resistance to change. A Cloud solution, however effective it may be, is also built over time. In other words, you must not force the issue. The best practice is to work in waves of projects, according to business priorities, HR agendas, etc., in order to meet prioritised needs.


  1. De-tuning the tools

Many small “best of breed” Cloud tools are available on the market: these are software applications specialised in a specific field and considered to be the best in their category. But their excessive proliferation in your application landscape leads to a disjointed, inhomogeneous HRIS architecture, with a great deal of integration work to plan, implement and maintain.

With a complete, global, integrated HR cloud solution like SAP SuccessFactors, you have a single database with fewer interfaces to manage, native consolidated reporting, economies of scale, and above all, an easier user experience.


  1. Leaving IT behind

Cloud tools are designed to be very accessible to the business. Nevertheless it is essential to keep IT involved in the project and then in the maintenance of your tool. Whether it is for issues of general IT architecture, integration with other tools, RGPD, relations with the editor on technical subjects, etc.. You will need your IT department. It is therefore necessary to include them from the tool selection phase and then throughout the project to ensure their involvement and support when you need to call on them.