In brief
Although often overlooked, the Time & Absences module in Oracle HCM Cloud is directly linked to payroll. Sylvie BOOUFAL, a senior HRIS consultant at SQORUS, points to underestimating resource needs as the main mistake.
Thorough data mapping early in the process and a clear architectural choice are essential. The involvement of business teams in workshops and testing is key to the quality of the deployment.
Finally, putting people at the heart of the project remains the best guarantee of successful adoption.
Implementing a Human Resources Information System (HRIS) is a pivotal step in a company’s digital transformation. However, within this ecosystem, one module is often overlooked: time and absence management. Although critical to the smooth operation of payroll (among other things), it is frequently relegated to the background, leading to unexpected complexities at the time of deployment.
Sylvie Booufal, an HRIS consultant at SQORUS, shares her tips on how to approach the deployment of theOracle HCM Cloud Time & Absences module with confidence.
What are some common mistakes made during the preparation and implementation of the “Time & Absences” module in Oracle HCM Cloud?
Paradoxically, even though it is directly linked to payroll—the lifeblood of any business—this module is often treated as an afterthought: it’s the fifth wheel on the wagon.
In fact, companies generally devote a great deal of effort to the administrative side (Core HR) to secure employee data (names, tax filings, etc.), and the time and absence module is often addressed at a later stage. During user acceptance testing (UAT) or when the system goes live, inconsistencies emerge, which can directly impact employee payroll.
The most common mistake made during preparation is undoubtedly underestimating the time and resources needed for this project:
- Lack of planning: The resources assigned to the project are often the same HR or payroll managers who handle day-to-day operations, with schedules dictated by mandatory payroll periods (usually between the 25th and the 5th of the month).
“Since payroll is such a deeply ingrained practice, project managers sometimes forget to factor these periods of complete unavailability into the overall schedule.”
- Unavailability of expert teams: Without subject-matter experts to validate the calculation rules during design workshops or data collection sessions, the project could be stalled for several days.
What are the best practices for mapping and preparing existing data before the project begins?
Thorough data preparation is the cornerstone of any IT project, including HRIS projects. Don’t rely solely on your teams’ memory when listing types of absences or hours. Perform a comprehensive data extraction from your existing payroll system.
- Compile a complete list: paid time off, RTT days, sick leave, as well as special leave (such as moving leave), which occurs rarely but will cause the system to malfunction if overlooked.
- Integrating new work practices: Although telework counts as time on the job, it is currently managed primarily in Oracle’s absence module to facilitate managerial approval.
- List the types of paid hours: overtime (25%, 50%), night shifts, on-call duty, or additional hours. It is important to understand their impact and the associated rules, particularly as they relate to collective bargaining agreements or local specificities.
Next, a major technical and strategic decision must be made regarding the architecture of your HRIS: Should Oracle be the “master” or the “slave” for calculations?
- “Master” Oracle: The system calculates everything, which requires the calculation rules and contractual specifics to be communicated with absolute precision.
- “Slave” Oracle (recommended): Oracle simply records and transmits the volume data (the total number of hours or days of absence) to the existing payroll system, which handles the counters and calculations itself. This is often simpler, less expensive, and particularly effective if your payroll system is already robust.
This choice is important because it will directly influence your future technical interfaces, whether they involve integration with time clocks or third-party scheduling tools.
How can we effectively structure design workshops and future test scenarios for Oracle HCM to ensure that nothing is overlooked?
There’s no magic formula, but there is a proven approach: actively involve the business units. While consultants provide insights based on their experience through recurring questions, it is the internal teams that possess the knowledge of complex cases (expatriates, meter transfers from one entity to another, etc.).
To ensure the security of your tests, divide your approach into two tester profiles:
- 1. Rigorous testers: They will follow the test scenario to the letter to ensure that the standard design works perfectly (the so-called “Happy Paths”).
- 2. Exploratory testers: These are often the most valuable. They think outside the box, challenge the design, and use the tool in unpredictable ways. In real life, an employee doesn’t always click the right button on the first try: these tests ensure the tool’s robustness under real-world conditions.
“Keep in mind that the Time & Absences module is intrinsically linked to Core HR. For example, if you want to calculate leave based on the age of the employee’s child, but that data isn’t entered into Core HR (for GDPR-related reasons), the calculation will simply be impossible.”
How should we plan for change management in connection with the Oracle HCM Cloud Time & Absences module?
The golden rule is to involve employees as early as possible, particularly by building a network of true ambassadors. To do this, you need to carefully select your beta testers.
Rather than focusing solely on tech-savvy individuals, prioritize employees who are respected and whose opinions are valued by their peers. An influential tester who shares positive feedback informally—whether in the hallways or at the coffee machine—will have a much greater impact than an official top-down announcement.
Conversely, if these early adopters get bogged down by the inevitable technical adjustments and disparage the system, widespread adoption will be severely compromised.
Alongside this internal network of influence, it is important to highlight the tangible improvements in user experience (UX). Since Oracle rolled out the new Redwood interface, usability has taken a significant leap forward. Employees now enjoy a very smooth navigation experience when entering their timesheets or submitting leave requests, all within a clear and responsive environment.
Using these concrete visual examples is an excellent way to reassure teams and alleviate any potential concerns about change.
In addition, the growing integration of artificial intelligence promises to simplify processes even further.
If you had to choose one piece of advice to ensure the success of the scoping phase for this Oracle HCM module, what would it be?
People. An HRIS project isn’t just about data, workflows, or technical configurations—it’s first and foremost a project for and by the company’s employees. Set aside real time for teams so they can participate in workshops and take ownership of the tool. Failing to involve people from the scoping phase onward risks missing out on vital information needed for the design and, above all, leads to resistance during deployment.
“It’s not enough to simply announce a new tool; you have to communicate the vision. Explain why the company is rolling out this project, what the benefits will be, and move beyond the mindset that all too often views HR solely as a cost center.”
Assessment: Measure the Level of Resistance to Change
Are you leading a transformation project? Before picking up the pace, it’s essential to pinpoint exactly where the obstacles lie and tailor your actions to each key stage.
