Time & attendance for a high street restaurant chain

Case Study

The Business Need

A leading High Street restaurant chain with multiple brands and different ways of working was looking for a common solution to record time and attendance for all restaurant-based employees.

The client had invested significant funds into restaurant solutions which included a payroll solution that had previously met the requirements of HMRC but following changes to legislation a loophole was identified that needed to be closed. The client was keen to ensure that existing investment continued to pay back as planned, and any new system investment was minimised both in terms of complexity and cost.

Ann was brought in to take ownership of the project from defining requirements and securing stakeholder approval, through setting up and managing a tender process, to supplier selection.

Client

A leading High Street restaurant chain was looking for a common solution to record time and attendance for approximately 7,000 restaurant-based employees across six different brands.

Ann was brought in by the IT Director for her ability to flex from high level strategy definition to detailed analysis whilst taking clear ownership and securing stakeholder management.

What help were they looking for?

The client had invested significant funds into restaurant solutions that were centrally managed internally and maintained by the suppliers. This included a payroll solution that had previously met the requirements of HMRC but following changes to legislation a loophole was identified that needed to be closed. The client was keen to ensure that existing investment continued to pay back as planned, and any new system investment was minimised both in terms of complexity and cost.

Ann was brought in to take ownership of the project from defining requirements and securing stakeholder approval, through setting up and managing a tender process, to supplier selection.

This required Ann’s depth of operational experience and analysis skills to identify where and how the new process could fit into existing operational ways of working with minimal impact. Additionally, Ann’s breadth of system experience enabled her to work closely with the existing suppliers Product team developing requirements and solution for an interface.

Specific elements included

Requirements document agreed by all internal stakeholders across the six brands
Gap analysis of existing solution and development of interface
Set up and management of tender process, including definition of scoring template and decision matrix
Supplier selection, presentation to Executive Leadership team securing go ahead to proceed

Timelines

The full piece of work was completed within 8 weeks