This article contains further information about the content of Step 1 - Objectives and strategy from the implementation process.
After the introduction of Visma Nmbrs it is important to establish the objectives and strategy of the implementation. A team to carry out the implementation also needs to be set up and various data will have to be collected. Below you will find a section with the various implementation tools which can be used for this first step towards the implementation of Nmbrs.
Company size(s) and number of employees
Start identifying the number of companies and employees per company / per CAO (collective labour agreement). Make a division between normal and 'special'.
- Total number of companies.
- Total number of employees per company.
- In case of a large number of employees, divide according to company; companies with 3 or fewer employees, 4-10 employees, 11-50 employees and more than 50 employees.
- Create a sequence of the companies to be converted: start with a relatively easy company and end with the most difficult one.
- Draw up a list of 'specials': employees that cannot be included in the standard implementation plan and require a customized conversion plan. Consider employees, for instance, with special applicable payroll taxes and social insurances. Discuss these with the payroll administrator.
Draw up an evaluation checklist of the integrations that are used.
Commence timely with an inventory of all used integrations, for instance:
- Accounting software (does the client get journal entries in a specific format?).
- Planning and/or hour registration software.
- Performance management software.
- Absence management software.
- Other business tools, such as Excel or other reporting tools.
- Determine the stakeholders.
The choice for a new HR and payroll system affects various stakeholders: first and foremost the HR and payroll experts but also the directors, managers and employees as well as the accountants responsible for the monthly accounts. During the conversion process, these stakeholders have to be well-informed about: the choice (why), the manner in which the project will take shape and the progress of the project.
Create an implementation team
An implementation is definitely not something you do 'on the side'; free up capacity for this. An effective implementation team is made up of several disciplines. Appoint a person who is not involved with the execution of the implementation to monitor the progress of the project. Should certain (payroll) knowledge not be available, consider the Nmbrs Up & Go program and get in touch with Sales
The roles which form part of the team and are required for a successful implementation:
- Client. Makes the decision to transfer to Nmbrs. Monitors the general progress and serves as contact point when the implementation is deadlocked.
- Project Manager (optional). Monitors the progress of the project, manages the people and communicates with the client.
- Payroll specialist(s). Know the system and employment conditions and check whether these can be correctly processed in Nmbrs. We recommend that the payroll specialist has completed the training modules Payroll with Nmbrs Business and Implementations.
- HR professional. Communicates the transition both internally and externally. Employee communication is very important, but so is internal support. We recommend that the HR specialist has completed the training module HR with Nmbrs Business.
Based on the evaluation checklist and the training to be undergone, we recommend that a plan of implementation is drawn up. The objective of the start-up planning is to be able to process your company's payroll in Nmbrs in accordance with the set objectives and strategy. In order to achieve this, a definitive implementation must have taken place of the (payroll) master data of the companies and employees from the previous payroll system to Nmbrs. This has to be done in such a manner that the payroll administrators are able to process the selected companies/employees without too many additional checks and/or adjustments.