ELMO Software
HR, Payroll, Expenses, Learning Management
ELMO Software stands as a frontrunner in the realm of cloud-based HR, payroll, and learning management solutions. Functioning in the cloud, ELMO is well suited to small to medium-sized businesses, even large, offering real-time, device-agnostic capabilities to manage, engage, and elevate their workforce. Capabilities include:
- HR Core and Performance
- Recruitment and Onboarding
- Payroll
- Learning Management
- Employee Self Service
Highly Rated:
It is highly rated on reputable review sites including Capterra (4.5/5.0), Getapp (4.5/5.0), G2 (4.6/5.0), Software Advice (4.5/5.0), SelectHub (87%).
Statement of Independence for Emergent Consulting Pty Ltd:
Emergent Consulting Pty Ltd ("Emergent") recognizes its collaborative role as an advisory partner for ELMO Software. We would like to affirm that Emergent upholds complete independence in its consultancy and advisory practices. We guarantee our clients impartial advice and do not accept or entertain any kickbacks, financial incentives, or indirect benefits from ELMO Software based on our recommendations or their implementations. Our unwavering commitment is to deliver authentic, unbiased advice that consistently prioritises the best interests of our clients.
Why Emergent is the best consultancy
firm to implement
Extensive experience across many industries
Broad capabilities from strategy to implementation
Productive relationship with ELMO Software
Detailed knowledge of how to work with legacy software
Pre-build resources for core system replacements
Data Migration Tools
Agile and flexible team
Work at any speed without full-time resources
Learn more about our extensive capabilities across Technology Strategy, Project Management, Change Management, Technology Implementation, Business Intelligence, Business Strategy
Common Challenges with Implementation
What needs to be considered for ELMO Implementations
Which requirements must software satisfy?
How can we migrate data from our current software, and how much can be migrated?
What should our HR strategy be?
How do we streamline business processes?
How should Change Management and Training be carried out?
What integrations should be implemented?
How much data can be migrated into ELMO?
Which software modules are needed?
What additional reports need to be built? Should we use the dashboards from the vendor or build them ourselves?
What business decisions are required?
how we make implementation easier
Business Decision Recommendations
Contract Negotiation
Configuration Recommendations
Data Migration Framework
Foundation Business Processes
Advanced Reporting Templates
Change Management Resources
Training Resources
User Acceptance Testing Framework
Automated
Integrations
The project will be tailored to your needs and budget
Frequently Asked Questions
Evaluation – How can we know if ELMO is the right solution for us?
| Problem | Solution |
|---|---|
| How do you know whether a software solution is the right fit for your organisation? It's essential to evaluate the software against business requirements. However, many organisations don't effectively evaluate software in this way. Not only does evaluation need to be business requirements driven, but also based upon the vendor's ability to deliver, cost, contract term, and vendor-fit generally. Many providers don't clearly understand what the 'Must Have' and 'Should Have' business requirements are. | Emergent provides a high-level effective, efficient process for defining business requirements, identifying a range of software vendors, and evaluating software based on functional fit, technical fit, vendor fit, price and contract terms, and so on. |
How much can we reduce the cost?
| Problem | Solution |
|---|---|
| If you are confident that ELMO's products are suitable for your organisation, how far do you push with contract negotiations? We find that organisations can often push a software vendor too far in contract negotiations or not enough. Providers can be too demanding. As a result, the vendor relationship can start on the wrong footing. They don't focus on the quality of the relationship with the software vendor; they focus too much on pricing. Alternatively, there may be little or no contract negotiation. That is not healthy, as the organisation may question whether they received a fair deal. If the contract is signed, the implementation falters, the product is implemented without appropriate project scope, or even if the software is implemented effectively, ongoing support may be insufficient. This is because there are no decent SLAs in place. As a result, problems can occur with receiving user support or support with new releases. | Emergent's solution is to start negotiating contract terms when the preferred software solution is known. The contract terms should be aligned with the provider's business needs, incorporate appropriate SLAs, be aligned with the appropriate scope, and be signed off once the executive sponsor approves the preferred vendor. |
Which software features are needed?
| Problem | Solution |
|---|---|
| Many features and modules can be available from a software vendor. Which software features are needed? An organisation may have a tendency to plan to utilise the minimum or maximum features available and then proceed on that basis without knowing for sure which features are required in the initial stages and what will be required in the future. | Based on business requirements, the selected software's capabilities, and the organisation's maturity, Emergent will work with the client to prioritise features/modules for the initial go-live. We work with the vendor to prioritise features for the initial go-live, and what should be introduced after go-live. This if factored-in to project planning, timelines, team resourcing, and change management activities. |
How should the software be configured?
| Problem | Solution |
|---|---|
| Although many of the leading software solutions in the market are highly configurable, this introduces challenges. How should the software best be configured? Vendors like ELMO Software provide good guidance on how best to configure the software, however it is the organisation's responsibility to ensure the right decisions are made about configuration, and to inform themselves on the implications. Unfortunately by not making the right configuration decisions early can mean re-work later, project delays, or there might be a point at which that prior decisions (or non-decisions) need to be accepted. It's very hard to go backwards to add/remove/change configuration. | Emergent's solution is to take a holistic approach to configuration planning – based on information from your subject matter experts, our knowledge of best practice, and insights from the software vendor. We aim to utilise the best way to configure the software. |
What business decisions are required?
| Problem | Solution |
|---|---|
| Oftentimes, business decisions during a technology implementation are made non strategically or in a reactive way. It is difficult to foresee the best business decisions and as a result, an organisation might be halfway through a project before realizing that a key decision is required which impacts on change management and on the scope of the project. | Emergent's solution is to bring as many of the business decisions forward in the project, and where possible as early as implementation planning. What are the key decisions we need to make? What are the decisions that should be made based on the culture of the organisation, the change appetite, the change characteristics, as well as the key business outcomes that are needed, and then make those decisions at the appropriate time? Effective decisions enable the project to progress as effectively as possible, minimize rework, and maximise business benefits. Highly valuable software is that it really can and should have an impact on the way the organisation operates. |
How do we streamline business processes?
| Problem | Solution |
|---|---|
| Business processes are often very inefficient within organisations, sometimes even especially core business processes. The key processes which are required day to day to deliver the customer experience or the client experience that is required and ensure that the organisation runs efficiently. Some of the key business processes are operations management, finance, payroll, business generation, and so on. Now streamlining business processes needs to be done proactively, not reactively. | Emergent's solution is to plan for and map out the future state business processes. Once the new software solution is known, once key decisions are being made about how to use the software. And then we work with our client to map out the future state improved business process, to improve the maturity of the organisation, to improve efficiency and to simplify day-to-day activities for staff to make best use of new software. So we map out the future state process, we define what are the improvements that are going to be delivered. We ensure that the new technology, the new software is aligned with the new business process as well as the business process aligned with the capabilities of the new software. And then we effectively and strategically implement those new processes. How do we migrate data from our current software? The problem is that often data migration is among the top three activities required for new software, especially core systems. |
How can we migrate data from our current software?
| Problem | Solution |
|---|---|
| The problem is that often data migration is among the top three activities required for new software, especially core systems. The data quality in the data quality in the legacy system that's been replaced can be a serious problem. Or the best case scenario is that the data in the old system looks significantly different structure to the new solution. As a result, we cannot extract the data and load it into the new system. In fact, we need to analyse all the data in the old system, determine the transformations required for the new system, and then map so that it can be loaded as seamlessly as possible into new software. | Emergent solution is to understand the new software, understand the old data structure, the new data structure, how the old need to map and then develop or utilize data patterns to transform the data for loading into the new software. Our aim is to minimize the amount of manual intervention and manual keying of data into the new system and also to compress the timelines for data migration, extract, transform and load. How should integrations be implemented? |
What integrations should be implemented?
| Problem | Solution |
|---|---|
| The problem is that organisations often do not plan integration requirements early enough. They may not even have a clear understanding of what the integration capabilities are of the new software that's been selected, such as ELMO. Nor do they often realise and understand the integration capabilities of existing software that will be retained long-term. Without a good knowledge of the integration capabilities of new software and existing software, it is challenging a plan. What are the integration points that we need between old and new? What do we need to plan for to integrate? Additionally, it will not be generally possible to finalise integration with existing systems until the new software is tested and signed off. | Emergent's solution is to understand the integration capabilities of the new software that's been selected and the integration capabilities of the existing software that will be retained. If it is not possible to directly integrate the new software with the existing software, which will be retained, it may be possible and necessary to implement an Integration Platform or Advanced Integration solution that will enable systems to talk to one another to integrate with one another. Depending on the nature and complexity of the integrations required, we may need to utilise an Integration Platform that can monitor data quality, manage quarantine queues, and post data differently into different systems based on business rules. Therefore, much upfront planning can save many heartaches and limitations later on |
How should change management be carried out?
| Problem | Solution |
|---|---|
| Change management is usually a very challenging aspect of a project of this nature. Some staff will be weathered to the software which will be replaced. They will have all their skills and competencies and even potentially professional identity around the knowledge of that software and even those who are not advanced users of the software or whether it is what they know. The current software is what they know. So it's essential to take them on the journey. But this is often underdone and can cause much resistance. | Emergent's solution is to take a cross-section of staff on the journey, realizing that some will take longer to embrace the new technology evaluated and selected. By taking them on the journey, we help them see the value of the required changes and leverage their knowledge and skills to make the transition. Throughout the process, Emergent works with a cross-section of stakeholders to monitor resistance to change, maximize the change adoption, reduce the amount of time where possible, and deliver additional benefits. |
What additional reports need to be built?
| Problem | Solution |
|---|---|
| It's a common misconception that new technology will provide all critical reporting out-of-the-box. But this is not always the case. It is too common for users to be underwhelmed with what is possible out-of-the-box with new software. And after changing the new system and using the system for months, there are often many unmet reporting needs. Staff continue to have to extract data manually from the new system, restructure it into the required reporting format (in Microsoft Excel, for example), and then report in a manually intensive way. | Emergent's solution is to plan for additional reporting requirements from the beginning; and also understand the capabilities of the new software and where there are gaps, where the new software is not going to be able to meet the 'must have' reporting requirements. Emergent works with senior staff. Middle managers to build additional reporting capabilities in business intelligence platforms such as Microsoft Power BI to provide better quality management information for decision-making. We stage the reporting capabilities based on what is essential for Go Live and what we require shortly after Go Live. |
What's the best training strategy?
| Problem | Solution |
|---|---|
| It is quite common for organisations to oversimplify the training requirements to support a technology change. As a result, staff are either trained too early or too late or not comprehensively enough so that by the time the new system is live, there's not enough expertise in the software or even if the training is implemented effectively during the project. Once the project has been completed, there's not this continuous cycle of training and skills refresh; therefore, knowledge is not built up within the teams. | Emergent’s solution is to plan the training strategy upfront and tailor training resources that can be used for self-service and training delivery. Live training delivery. So we use a combination of the interactive learning resources from Emergent, existing learning management solutions used by our clients. Wherever we can, we utilise the training resources from the vendor so that we minimize any additional effort that needs to go into training resource development. Training resources often need to be tailored to an organisation, but we get the balance right between building from scratch versus reusing and tailoring. |
How should we test the software?
| Problem | Solution |
|---|---|
| User acceptance testing is a critical success factor for a project. Unfortunately, too many organisations assume that the leading software solution they have selected must be fit-for-purpose because it is used by many organisations like them. The high level of configurability means that providers need to test that the software works effectively for it. Even for those organisations which thoroughly test software that is going to be implemented many times, they do not have a repeatable and efficient way to test it. Additionally, when data migration activities and system integration are factored into the testing requirements, this also means that they need to be factored into the user acceptance testing. Organisations should not test software without verifying that data has been migrated effectively, and software integrations are not going to break anything. | Emergent’s solution is to utilize a testing framework that we've applied to many projects to establish a repeatable and tailored user acceptance testing process that takes into account configuration for the organisation, foundation functionality, system integration, and additional reporting requirements that have been built for the organisation. As a result, this means that we can test. More thoroughly, more rapidly and more often. |
VENDORS WE'VE WORKED WITH
