We will help transform fragmented personnel administration into a clear system of processes, data, tools and responsibilities. HR digitalization connects needs analysis, selection of HRIS and other solutions, data preparation, automation, implementation management, reporting and acceptance of change by the people who will use the new system.
The HR agenda can be fragmented across paper documents, spreadsheets, email, local applications, and individual employee knowledge. The organization then loses a common view of the data, and any change requires an inordinate amount of manual coordination.
Digitalization therefore does not start with a list of vendor functions. We first need to understand processes, decision-making, data and user needs.
Recruitment, onboarding, registration, changes, development, evaluation, absences and departures
Sources, ownership, quality, duplicates, history, access, archiving and migration
HRIS, attendance, payroll, education, recruitment, identities, documents and BI
Data sensitivity, role access, audit trail, continuity and change management
Communication, training, support, system ownership, backlog and improvement
The scope can start with inventory and roadmap or continue through solution selection, requirements, migration, implementation management, testing, and adoption support.
HR needs a more unified data source, clear ownership, and fewer different versions
Processes and organization have changed and the current solution creates workarounds
The company wants to compare solutions based on processes, integrations, data, and security.
Repeated rewriting and approvals hinder HR and managers
The data is incomplete, delayed or generated using a different methodology each time
Lack of clean processes, data, testing, training, or decision rules
The benefit does not come from deploying the system itself. It comes from the alignment of processes, data, technology, roles, and people who know why they are using the solution.
Steps, responsibilities, approvals, exceptions, and decision points are named
The organization knows which data is critical and who owns it
Appropriate parts of the agenda can be linked, made self-service accessible or automated
HR, managers and employees receive appropriate interfaces and support
Defined indicators and data sources reduce manual report preparation
Ownership, support, changes, security and further development have a clear framework
The specific set of deliverables will be agreed upon based on the goal, number of roles, and level of detail. Not every collaboration requires all of the above components.
Processes, tools, roles, data sources, manual steps, issues, and dependencies
Business, user, data, integration, security and operational requirements
The future model of processes, systems, integrations, data, stages and decisions
Criteria, usage scenarios, fit-gap view, risks and decision support
Sources, cleaning, mapping, transfer, integrations, testing and acceptance
Governance, scheduling, communication, training, support, dashboards and evaluation
The process may end with a proposal, continue with a pilot, or include support for the entire first cycle. Each subsequent phase will be agreed upon based on the objective, readiness, and available capacities.
We will obtain basic information for free. It does not produce any professional output.
We will clarify the reason, decisions, scope and groups involved in the process
We will map out the functioning, data sources, tools, integrations, risks and needs.
We will prepare future processes, requirements, priorities, stages and criteria
We will support solutions, suppliers, data, testing, acceptance and training
We track usage, issues, data quality, reporting, and improvement backlog
The specific combination of modules is chosen according to the goal. Not every organization needs all parts to the same extent.
A common picture of today's functioning and the greatest burden.
Contains: processes, tools, spreadsheets, forms, documents, users, data, issues, contracts and constraints.
The process is modified before it is transferred to the system.
Contains: progress, roles, responsibilities, approvals, decisions, exceptions, inputs, outputs, SLAs and future process.
Needs are translated into a framework for decision-making and communication with IT.
Contains: functional and non-functional requirements, priorities, roles, interfaces, data flows, security and the target system model.
Solutions are compared according to real-world scenarios and infrastructure.
Contains: criteria, use cases, RFI or RFP, samples, matrix, fit-gap, costs, risks and decision support.
The new system needs prepared data and controllable transmission.
Contains: inventory, ownership, cleanup, deduplication, mapping, quality, migration batches, history, documents, and acceptance.
Connections are designed where there is meaning, ownership, and control.
Contains: payroll, attendance, identities, documents, education, BI, automation candidates, authorizations, audit, monitoring and errors.
Implementation requires a common plan of technical and organizational steps.
Contains: governance, milestones, risks, suppliers, scenarios, UAT, training, communication, guides, support and deployment.
Once launched, a system of management and further improvement will be created.
Contains: KPIs, dashboards, data controls, operational roles, helpdesk, permissions, backlog, review and usage measurement.
Maximum 30 minutes. It is intended to provide basic information and does not produce a professional output.
The paid block already includes the agreed professional work or output.
Monthly support can follow up during implementation, stabilization, or ongoing operations. Helps HR maintain priorities, coordinate changes, and protect the connection between processes, data, and technology
Meetings at agreed intervals help keep attention on the topic without unnecessary pressure.
In new situations, it is easier to distinguish what is a continuation of the chosen direction and what is a return to the old pattern.
To a certain extent, a question, experience, or basis for further reflection can be captured between meetings.
The development of the topic, decisions, and open questions remain understandable even during a longer process.
The Pepax library is being built gradually as a professional knowledge base. A subscription can augment independent study, but it does not replace personal coaching or individual recommendations for a specific situation.
For someone who wants to work on the topic of personal development between meetings or independently.
- in-depth texts about values, decision-making, boundaries and career transitions,
- practical methodological sheets and reflection questions,
- case scenarios and work instructions,
- materials for independent study and ongoing evaluation.
Why it may be worth it: It helps you stay in touch with the topic at your own pace and be more prepared to make further decisions.
For professionals who work repeatedly with the topics of development, decision-making or coaching conversations.
- methodologies and decision-making frameworks,
- coaching objective and employment contract templates,
- checklists for interim and final evaluation,
- work issues, ethical boundaries and safe work frameworks.
Why it may be worth it: It reduces the need to build a working structure from scratch each time and promotes consistent professional practice.
Neither L2 nor L3 include individual consultations, review of a specific document, personal recommendations, workshops, coaching, mentoring, or work on a specific assignment.
Boundaries help distinguish a professional educational format from the promise that one event will automatically resolve a complex organizational or personal issue.
It can improve orientation, support and learning; leadership, role and work environment also influence the outcome.
Labor law, safety and regulatory areas are ensured by the relevant owners and qualified persons.
HR, managers, and guarantors provide context, background, and knowledge of real work.
Pepax will propose the path and evaluation; the employer is responsible for performance and work decisions.
Pepax works with digitalization as a systemic change, not as an isolated software purchase. It connects the HR context with process analysis, requirements, data, systems, user experience and change management.
Objectives, content, forms of learning, practice and reflection.
Roles, processes, systems, data and work situations.
Responsibilities, competencies, milestones and further development.
Questions, transfer of experience, feedback and independence.
Materials and paths embedded in a maintainable system.
Overview of services based on individual or corporate development through relationships.
Experienced leadership and active transfer of know-how to the company.
A partner for top management decision-making when expert input is also needed.
An initial interview will help verify whether coaching, mentoring, or another form of collaboration is appropriate for your situation.
Explanation of pricing tiers for one-time services, monthly support, and library access.
The way Pepax connects human understanding, structure, communication and practical decision-making.
It can cover records, recruitment, onboarding, documents, absences, evaluation, training, reporting, self-service, integrations or automation. The scope will be determined by the company's priorities.
Yes, we can prepare processes, requirements, scenarios, criteria, fit-gap view and decision-making documents within the agreed scope. The final decision remains with the client.
They don't have to be perfectly documented, but the company needs to know which rules it wants to keep, which ones it wants to change, and who makes the decisions about them.
The audit or roadmap may be shorter. System selection, migration, integration, testing, and adoption occur in multiple stages depending on complexity.
Typically HR, process owners, IT, managers, payroll or finance, security and data roles, and selected users.
The initial interview lasts no more than 30 minutes and serves only to gain a basic understanding of the situation. It does not create a value proposition or professional output. The paid service includes preparation, facilitation, synthesis, and agreed materials.
The smallest professional block that already produces an agreed work or output. A broader program will be priced according to its scope.
Monthly support helps to use and improve the program. L2/L3 provide materials for independent work, not individual implementation.
The initial interview lasts no more than 30 minutes, is free of charge and serves to obtain basic information. It does not produce a professional output. After the interview, a proposal for an appropriate scope, procedure and outputs can be prepared.
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