How Jablotron digitized its HR processes for 600 employees across 3 countries

The Unification of HR Processes Across the Group

As the number of companies and employees within the Jablotron expanded, the need to unify personnel processes and ensure consistent management of HR operations across the entire group became increasingly important.

With the growing scope of operations, it became clear that the previous way of working based on a combination of spreadsheets, email communication, custom applications and local records was ceasing to be sustainable in the long term. Therefore, the goal was to unify HR processes and create an environment that would enable more efficient data management and easier collaboration across the entire group.

„HR must primarily serve the business. Our need to unify processes was purely practical: we wanted a system that would work the same for people at all branches and allow us to manage the entire holding from one place.“ Zuzana Šidlichovská, Quality and HR Manager

Challenges before HR digitalization

Before the implementation of a unified HR system, the HR team worked with data from ten companies that differed in organizational structure, legislative environment and payroll processes. Employee overview, onboarding, absences or training was recorded in various tools and documents, which increased the administrative burden and complicated information sharing.

A significant part of the work consisted of manual data transcription, document retrieval and coordinating changes between individual companies. This limited the space for developmental and conceptual activities in HR.

The main goals of the project therefore included:

• Unification of HR processes across companies and countries.
• Centralization of personnel data and reduction of work with multiple parallel records.
• Reduction of the administrative burden associated with manual data processing and transcription.
• Better availability of information for both employees and managers regardless of their location.
• Creation of a standardized environment that can be utilized during the further development and growth of the group.

The path to the solution

The selection of the new HR system was preceded by a six-month selection process. The HR team assessed approximately 40 criteria according to which they evaluated individual solutions. During the system selection, the group focused primarily on areas that were essential for unifying HR operations across the companies – personnel data management, onboarding processes, education, employee development and the availability of information for both employees and managers. Pinya HR was thus selected with regard to the needs of modern personnel administration and standard HR processes, not as a tool for detailed planning of production processes or complex shift operations, for which specialized solutions are available on the market.

The main priorities included:

●      Ease of use – the system had to be understandable and easy to use for both employees and managers without extensive training.

●      Mobile access – an important criterion was the availability of key functions through a mobile application.

●      Support for education – the requirements included tools for managing training and e-learning.

‍The implementation process of Pinya HR

The implementation began in August 2024 and proceeded gradually in individual stages. First, the core modules for employee overview and training management were deployed, subsequently followed by other areas including employee evaluation and development.

The gradual rollout made it possible to verify process settings first in the smaller companies of the group and subsequently use the acquired experience during deployment in organizations with a larger number of employees. This approach helped mitigate the risks associated with the change and continuously adjust the settings according to the needs of the individual companies.

„During the implementation, it was important for us that we had the opportunity to continuously consult on the settings of individual processes and adapt the system to the needs of various companies within the group. Throughout the project, the supplier was open to feedback and actively collaborated on finding suitable solutions. Thanks to this, we were able to introduce the system gradually and continuously adjust its settings based on our practical experience.“ states Zuzana Šidlichovská.

‍Result

Digitalization has contributed to the unification of processes, data centralization, and the reduction of administrative tasks associated with paper documentation and manual data processing.

The most significant changes include:

• Digitalization of onboarding and documentation – employment documents can be managed electronically, including signing and archiving, which reduces the need for paper-based administration.
• Unified processes across the group – established procedures can be utilized in multiple companies within the group, including newly emerging entities. This facilitates the implementation of standards and ensures a consistent approach to HR operations.
• Centralization of personnel data – employee overview, absences, training, and other HR processes is accessible in a single environment, which simplifies administration and reporting across individual countries.
• Better availability of HR services for employees and managers – through the mobile application, employees can submit requests, record absences, or search for necessary contacts. Managers have access to approval processes even outside the office.
• Electronic confirmation of documents and guidelines – employees have access to internal documents, and their acknowledgement can be recorded digitally without the need to enter users into additional systems.

Thanks to Pinya HR and the digitalization of routine processes, the HR team has gained more capacity for employee development and for supporting managers in personnel matters that directly impact the functioning and results of individual teams.