A People and Culture function running on manual processes and systems used at a fraction of their potential.
The organisation's People and Culture function had grown around one core HR platform supported by four separate systems, none of which were connected to each other. Data moved between them manually. Processes that could have been automated were still being handled by hand. The main system had far more capability than was being used.
Across HR, Payroll, Recruitment, Reward, and Learning and Organisational Development, teams were spending time on work the systems should have been doing for them. The engagement needed someone who could sit across all five functions, understand the business and the technology, and drive improvement across the whole area in a structured way.
Building a backlog that reflected what the business actually needed.
Incountr took on full product ownership across the People and Culture area, working directly with stakeholders across all five functions to understand pain points, map requirements, and translate them into clear user stories covering features, technical requirements, and acceptance criteria.
A department-wide product roadmap was built and maintained throughout the engagement, with the backlog prioritised by value and dependency and reported to senior management on a regular basis.
Delivering change iteratively and making sure people could sustain it.
Working in agile cycles, cross-functional and development teams were coordinated around the backlog to keep delivery moving. Process improvements were identified and implemented iteratively, automating workflows, improving system integrations, and building out features the platform had always had but never been configured to use.
Alongside delivery, Incountr worked with Learning and Development to ensure training was in place for every change, with the goal of building genuine self-sufficiency across the People and Culture teams rather than ongoing dependency on external support.
140+ epics delivered. Measurable time saved. Internal user satisfaction significantly improved.
Over 140 epics were delivered across the programme, spanning new features, business initiatives, and both small and large change. Processes that had been manual were automated. Systems that had been isolated were integrated. The core platform was extended to use capabilities it had always had.
The result was measurable time saved across all five People and Culture functions, more reliable management information, and a significant improvement in how internal users experienced the systems they worked in every day.