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Our support


Advise and support the alignment of strategy, people, processes and organizations, supported by Cloud technologies.


The most beautiful strategy for HR or Finance organizations will not add any value if it is not understood or reflects the needs of the business.


Similarly, projects that focus exclusively on the technical aspects, leaving out user adoption, organizational impact, and proof of value created, will fail, even if they aim to implement the most futuristic IS.

Mercer advises executives and their teams in 3 areas :

  • HR, Payroll and HRIS Consulting;
  • Finance and the Finance IS ;
  • Decision-making, planning and management indicators.


We approach each client context in a unique way. Within the framework of global solutions or punctual reinforcements, our fields of expertise cover.

  • From vision to strategy

    From vision to strategy

    From vision to HR strategy: Turning HR and Finance strategy into business strategy.


    More than ever, HR & Finance functions are called upon to play an essential role in the success of companies. These functions must innovate and build strategies that will enable the implementation of synergies of intelligence, source of innovation and commitment.

    This requires a global, systemic and integrated vision, a strategy aligned with the company's challenges and objectives, which brings real added value to both the company and the users.


    Key success factors

    Aligning HR strategy with the company's vision must take into account several key factors:

    - develop the contribution of HR and Finance in creating own strategies based on business objectives;

    - define upstream the measurement and indicators of success ;

    - understand the links between strategy, people, processes and technology.

    - articulate a realistic 3-year plan. 


    Our added value

    Mercer advises and supports its clients through a structured method of aligning HR/FINS strategy with business objectives, organisation, governance, HR/FINS service delivery, innovation and determination of key contribution indicators.

    The main deliverable of this type of intervention is a summary document that aligns the HR/FINS strategy with the company's vision. As a prerequisite for action, it helps to give meaning, prepare communication and put the understanding of future transformations into perspective.

    A methodology focused on the added value created for the company.

    The coaching process developed by Mercer is based on several successive steps:

    - formalize the vision and determine the expected results;

    - Identify the existing: organization, processes, technology, innovation, reporting ;

    - Recommend a strategic plan and define short and long term priorities;

    - develop a realistic 3-year plan, the means to be put in place, the impact on the organization, its follow-up and the measurement of the progress made.

  • IT Director plan

    Transforming the HR/IT strategy into a business strategy


    IS technologies are constantly changing and evolving. Many IS have evolved over time by adding functionalities, non-integrated tools or specific developments in response to user requests. Within an international group, many entities or countries make disparate choices, often due to a lack of understanding of the group IS strategy.


    However, the issues surrounding the IS include the need to create strong added value for the company, to reduce costs, to gain in flexibility, to improve traceability and data consistency or to adapt processes.


    Today's technologies enable HR, CFO and CIOs to deliver substantial added value to their business.


    Key success factors

    The definition of an HR/FINS master plan must take into account a number of key factors, including

    - develop the contribution of HR/FINS in creating an IS strategy based on the company's objectives and strategy;

    - define upstream the measurement and indicators of success ;

    - understand the links between strategy, people, processes and technology;

    - mapping the existing system, identifying dysfunctions, opportunities for IS improvements, processes, the governance model as well as internally managed or outsourced IS components;

    - articulate a realistic 3-year plan.


    Our added value

    We advise companies on their various IT initiatives, whether they concern Talent Management, Payroll Management, Personnel Administration or all areas of Finance. We help our clients make the most of existing and new technology investments and build an IT strategy to increase the value generated by the tools that drive HR and Finance strategy development.




    The coaching process developed by Mercer is based on several successive steps:


    - formalize the vision and determine the expected results and how they will be measured;

    - identify and analyse the existing situation: organisation, processes, technology, innovation, reporting;

    - recommend a strategic plan and define short and long term priorities;

    - develop a realistic 3-year plan, the means to be put in place, the impact on the organization, its follow-up and the measurement of the progress made.

  • Cloud Strategy

    Specialist in HR and Finance Cloud solutions, Mercer supports you in your digital transformation


    Adopting a SaaS (Software as a Service) / Cloud HR and/or Finance solution on a local or global scale calls for preparing the company for a profound change. The adoption of an HR and/or Finance SaaS solution must meet a value creation challenge. The way the software is delivered is new, so the impact on the company is different.


    - How to find your way among the many Cloud offerings for HR, Payroll and finance?

    - Which Cloud solution is best suited to the uniqueness of the company and its policy?

    - Which IS Cloud strategy and master plan to define?

    - How to migrate existing applications to SaaS HR and Finance solutions?

    - How can the organization evolve to benefit from the advantages of the Cloud for HR, Payroll, Business Intelligence or Finance?

    - How to measure the return on investment of a Cloud project?


    Key success factors

    Creating and formalizing an HR or Finance IS transformation strategy towards one or more Cloud solutions calls for special attention to a few essential elements:


    Determine the expected value :

    - define upstream the measurement and indicators of success ;

    - understand the links between strategy, people, processes and technology;

    - articulate a strategic plan;

    - have a broad knowledge of the possibilities offered by SaaS solutions, the strategy of the editors and the specificities of a Cloud project.


    Our added value

    The craze for SaaS solutions, their specificities, the multiplicity of different Cloud players can make it difficult to understand these solutions.


    We help our clients create strategies that allow them to determine the value of transforming their HR, Payroll or Finance IT to the Cloud and the path to implement it.


    Our clients benefit from the support of a partner who has been developing specific skills, tools, methods and deliverables for SaaS projects since 2012.


    We assist our clients in determining their SaaS/Cloud strategy. The main deliverable is a strategy document that allows us to study the opportunity to move the organization to the Cloud and to develop a Cloud HR and/or Cloud Finance strategic plan.


    Our teams rely on a methodology driven by the value created and its measurement. It is based on a few key steps:


    - formalize the vision and determine the expected results;

    - identify the existing organization, processes and technology;

    - recommend a strategic plan and define short and long term priorities;

    - develop a realistic plan, the means to be put in place, the impact on the organization, its follow-up and the measurement of the progress made.


  • Governance - PMO

    The ability to create an effective decision-making structure is a key to the success of a Cloud project.


    Most HRIS or Finance transformation projects bring together multiple parties: the HR or CFO, the business, the project management, the IT, the integrator or the outsourcer.


    The success of a project depends on the ability to organize, arbitrate and govern a profound transformation. It involves multiple actors, a change that must generate value for the company and a transformation of a system, the organization and its processes.


    It is therefore essential that a solid governance is able to arbitrate according to priorities and to take the necessary decisions. It must nevertheless be adapted to the context of the project, to the operating context but also be agile and fluid.


    However, many projects neglect this aspect, the time and resources to devote to it. During our assistance missions, it is not uncommon to have to deal with the following issues in a hurry during the course of the project: the setting up of appropriate decision-making bodies, arbitration, validation and coordination processes, the involvement of sponsors, team cohesion and communication.


    Key success factors

    The governance model must be adapted to the context, scope and configuration of a transformation project. It must integrate several parameters, including:


    - a governance model that cannot be exclusively derived from the one proposed by the integrator or outsourcer, at the risk of neglecting the impacts on the organization, the people and the processes;

    - an upstream definition of success and expectations to determine priorities;

    - a commitment from the sponsors, an empowerment of the different governance bodies;

    - ongoing measurement of the effectiveness of decision-making processes ;

    - an articulation between Innovation / People / Steering / Coordination / Communication -/Execution / Measurement and control of the project;

    - continuity or adaptation of the governance model after the transformation.


    Our added value

    We assist our clients in determining the governance model that will promote the success of the project.


    Mercer brings more than 20 years of experience in leading and organizing HRIS, Finance and IS transformation projects, an organizational model that is adapted to the client's context.


    Our interventions take place within the framework of a global mission of assistance which is entrusted to us at the time of a project of reorganization, a project of outsourcing of the payroll, dematerialization, projects of evolutions or at the time of projects Cloud Finance, Decisional, HR or Payroll. We take into account the existing situation of our clients as well as the methods proposed by the integrator or the service provider.


    We also provide ad hoc assistance to client teams already involved in a project. These situations sometimes require a complete overhaul or an adaptation of the governance model to facilitate the execution of the project.

  • Consulting digital solutions

    Go further with your digital solutions 



    Do you want to transform your processes and gain agility through digital solutions?


    Mercer's Management Consulting teams help companies to :

    - formulate their business case;

    - determine the strategic elements related to the organization, processes, data and repositories, and change management.


    Key success factors


    You have chosen a partner for the integration of your digital solution?


    The Mercer teams are here to help you:

    - a strategic reflection led by our Management Consulting teams who have a double expertise in Consulting and Digital Solutions;

    - assistance in planning and managing your teams;

    - expert advice on repositories, data, processes and change management.


    Our added value

    Mercer's Management Consulting teams support your HR, Finance and IT teams to :

    - the planning of your project;

    - the setting up of your business case;

    - the strategy of optimization, harmonization and redesign of processes;

    - the data recovery strategy adapted to your digital solution;

    - the redesign and harmonization of your repositories;

    - the organizational strategy of your HR and Finance function (shared services centre, internal, outsourcing, etc.);

    - change management strategy and training.

  • IT Audit

    HR and Finance IT audit - is your IT performing well?


     For years, the HR function has been called upon to play a strategic role. However, two schools of thought are in conflict: those who believe that HR should only be a support function, not a strategic and administrative one, and those who see it as the management of people, the source of intelligence and therefore of the company's collective uniqueness.


    Similarly, the Finance function must constantly adapt, take advantage of technological breakthroughs and provide an integrated HR/Finance view in order to better manage the company.


    Integrating strategy, processes, people and technology in a solid way means having a tangible view of the starting and ending points. An external audit of the HR and/or Finance function and their IS provides a factual view of the function, its strengths and weaknesses and recommendations for future improvements.


    Key success factors

    The IS audit, which is a prerequisite for reflection and often for transformation action, must be carried out in a methodical manner.


    It will also be necessary to ensure :

    - to present the audit approach, its objectives and how it fits into the strategy. The involvement of the sponsors of the study is essential at this stage;

    - involve the relays and collaborators ;

    - maintain the pace of the audit, on a short schedule;

    - to have an exhaustive view of the IS, the organization, the processes and all related costs. Identify time-consuming activities and dysfunctions or areas for improvement in processes and organization;

    - rely on experts able to reconcile the existing with recommendations.



    Our added value

    Mercer assists its clients in conducting HR and Finance IS audits and operational efficiency audits.


    - Are your HR and Finance functions performing well?

    - Is the cost of your processes competitive? Can the cost of maintaining your HRIS or your Finance IS be improved in the very short term?

    - Are the costs of your SaaS solution and your outsourced payslip at the right level?


    Mercer's expertise, thanks to its business lines, allows us to provide our clients with an exhaustive know-how and knowledge to audit the HR and Finance functions and its Information System.


    Our interventions can cover all or part of the studies of the cost of the processes and the organization, the cost of the IS or the measurement and the analysis of the productivity.
    We implement a pragmatic and value-oriented audit methodology.


    It can be broken down into a few key steps:

    -determination of the audit objectives ;

    - framing and involvement of sponsors and key players;

    - qualitative and quantitative study according to the scope ;

    - synthesis ;

    - priorities and recommendations.

  • Negotiation assistance

    Mercer offers 15 years of experience in negotiating Cloud contracts, SaaS integration, outsourcing and dematerialization contracts.



    Negotiating (or renegotiating) an integration, cloud, payroll outsourcing, BPO, dematerialization or SaaS contract requires special attention.


    Several questions arise:

    - In addition to the price, which elements of the integration contract should be carefully negotiated?

    - What are the specifics of a SaaS contract?

    - How to negotiate an HR/Payroll outsourcing contract?

    - At what point in the selection process should we negotiate?

    - What are the best practices in terms of reversibility, price variability, work unit catalogues, service agreements, penalties, indicators, scope of responsibility, continuous improvement plan?


    Mercer assists its clients in the best possible way to approach contractual negotiations.


    Key success factors

    Several factors should be taken into account in order to lay the best foundations for negotiating HRIS/FINS service contracts, including


    - a clear scope of engagement that limits interpretation ;

    - a commitment that balances scope, governance, service levels, commitments and pricing;

    - extensive knowledge of the sales and contractual practices of service providers and NSEs.


    Our added value


    We offer our expertise to our clients in determining the conditions of commitment necessary for the success of a project or a long-term relationship.


    The group offers its experience in negotiating service contracts, SaaS contracts, outsourcing of functions, BPO (Business Process Outsourcing) and dematerialization.


    Our in-depth knowledge of the various solutions and players enables us to assist our clients in determining the scope, governance, service levels, rights and obligations of each party.


    The process developed by Mercer for contract negotiation assistance is based on:

    - defining the objectives of the negotiation ;

    - integration of the negotiation process into the purchasing process ;

    - the negotiation strategy and assistance in its execution.

Who do we support?

Mercer assists HRDs, CFOs and CIOs


8 out of 10 projects do not deliver the expected added value.
Most of the time, it is not the technology that is at fault, but an outdated systems integration approach that pits multiple parties against each other without a real ability to align processes, organization and technology.


Mercer offers complete support for HR, CFO and CIOs or reinforcement of our clients' teams to ensure the success of their transformation.


  • Project Management (PMO)
  • Impact analysis (Organization, Process)
  • Harmonization of reference systems
  • Referentials, Families, Job Categories
  • Change Management Assistance
  • HRIS Project Assistance
  • Assistance in the deployment of your HCM, Big Data and Finance digital solution for subsidiaries of international groups
  • Assistance to the IT department (Connectors, Interfacing strategy, testing, PMO)
  • Mapping and Architecture
  • Project management

    A project to transform the HR or Finance function has its own specificities.
    2 out of 3 projects do not achieve their objectives!


    Few projects deliver on all their commitments.


    The commitments made, the obsolescence of existing systems, the constraints of dates, the visibility of a project are all factors that influence the way the various parties involved in a project react.


    However, projects that get caught up in an obsession with going live at all costs leave behind consequences that are sometimes difficult to correct. They can be financial, impact the organization, the image of the project, the quality of the service rendered or the smooth running of the company.


    Project management must balance the views, interests, methods and approaches of all stakeholders.

    Therefore 3 ingredients are essential:

    - a dedicated methodology,

    - recognized management tools,

    - specific skills in HRIS or IS Finance project management.


    However, no single method guarantees success. Each project is unique and requires an adapted approach.


    Mercer brings extensive experience and knowledge of HR and Finance IS project management and transformation projects.


    Key success factors

     The quality of the management of a project will depend on several factors which must be ensured:


    - an approach driven by value creation objectives;

    - a realistic and exhaustive framing and planning;

    - appropriate governance;

    - an ability to understand the issues and motivations of the various parties involved;

    - a methodology and dedicated tools;

    - project, internal and external communication and the ability to quickly resolve different situations,

    - specific project management skills;

    - a synthetic and daily follow-up of the progress.


    Our added value

     Mercer has developed a specific expertise in transformation projects for HR and Finance functions and their information systems. 15 years of experience have been capitalized to combine the best of methodological tools, different project methodologies, key deliverables and skills.


    We provide our clients' HR, CFO and CIO teams with :

    - a tailor-made service to support a project team;

    - or a complete accompaniment within the framework of our missions of assistance to the deployment of an IS;

    - an approach adapted to the scope covered: administration and payroll, talent management, business intelligence, dematerialization;

    - deliverables and tools adapted to the solution or service.

    We assist our clients in implementing best practices to secure their projects.

  • Process Transformation

    No need to change tools without adapting your processes


    Adapting processes is a necessity, a lever for value creation, flexibility, efficiency and cost optimization.


    This approach allows :

    - the alignment of processes with strategy, people and technology;

    - the alignment of the HR and/or Finance function within the company and its subsidiaries;

    - improving data quality ;

    - improvement of process efficiency, its measurement and the resulting cost reduction;

    - a clear definition of roles and responsibilities and interactions.


    Automating an inefficient, cumbersome, or unsuitable process may lead to short-term satisfaction. On the other hand, it is certain that the project will not reach its objectives of value creation, planning and costs.


    Similarly, thinking that malfunctions or harmonizations will be solved by technology guarantees user frustration, a specific system at the end and failure.


    Key success factors


    The evolution of a process changes the way of working. Therefore, several elements must be combined to promote the success of the process:


    - a specific methodology for process improvement;

    - the involvement of sponsors and users;

    - special attention to integration points between processes and interdependencies;

    - extensive experience with best practices by domain and process;

    - communication and change management at each stage of the project;-

    - a dual business and technological competence, capable of balancing the needs of the organization and the standard or specific capabilities of the tools.


    Our added value


    We help our clients to understand where they are today on HR and Finance processes and define their processes for tomorrow.

    With a focus on strategic objectives and added value for the user, we support our clients in the transformation, simplification and evolution of their HR and Finance processes.

    Whether it's a project to improve one or more processes or a project to transform the HRIS or Finance IS Cloud, our teams provide a tool-based methodology. It includes a process catalogue, best practices, process descriptions, roles and responsibilities, interactions, measurement indicators, documentation and training materials.

  • Change management

    Change management impacts every step of a deployment



    Change management is a vector of change, movement and permanent adaptation.


    The same applies to the contribution that HR and Finance departments must make to the

    management of the company, helping it to instill a posture of constant change. During a deployment, each user must understand the added value generated by the new tool, the new processes for the company and for himself.


    Key success factors


    A change management approach must be based on several levers:


    - a strong involvement of sponsors and relays in the whole organization,

    - communication at all stages of the project, with a value-added approach for the user and an understanding of the company's objectives;

    - training adapted to the project, the needs and the users;

    - documentation to support day-to-day operations and to accompany users over time.


    Our added value 


    Mercer assists its clients in the analysis of their existing situation, the determination of the strategy and the implementation of the change management.

    Mercer has extensive experience in change management for transformation projects, performance improvement initiatives, HRIS Cloud and IT Finance Cloud projects. Our clients benefit from our capitalized methodologies, tools and deliverables to ensure the best possible adoption.


    Our approach focuses on the added value for the company and for the user. In particular, it allows :

    - communication and understanding of the company's objectives by as many people as possible;

    - the positive emphasis on user experience in the context of a new tool;

    - special attention to communication and internal marketing. Today's applications are aimed at all populations and require a radically new approach to communication and change management.

    - minimized project risks and faster return on investment.

  • Tests

    The testing phase of an application is an essential step for its validation and adoption by users


    The incompleteness of the tests in their nature, their volume or the method and tools used is at the origin of a great number of frustrations, worries, resistance to change and anomalies.


    The challenge of this phase of an HRIS or Finance IS project is to ensure that the new application will meet the set objectives.


    It is crucial and yet it is not uncommon to see incomplete or sloppy testing. Many projects experience schedule slippage when the start date is considered unchangeable, and the testing and start-up preparation phase is altered.


    Incomplete testing, lack of end-to-end process testing, and incomplete methodology are phases that alone can turn an HRIS, Finance or SaaS project into a real (or perceived) failure.


    Key success factors

    The objectives of the HRIS or Finance IS test or acceptance phase are to:


    - compliance: This involves validating the compliance of the solution, settings, interfaces, data recovery, processes and system performance;

    - user adoption, an element that is often "forgotten" when building the testing strategy.


    Some key success factors of the test phase :


    - define upstream the objectives of the test phase and the indicators to be measured;

    - create the test strategy;

    - to define the scope, the contributors, the approach, the planning ;

    ·define the steering, the governance model, the interactions and the decision cycle. Erroneous tests can indeed come from many causes (settings, data, bad calculation results in the original system, etc.). Moreover, the testing phase is often extremely tense (tests, corrections and iterative loops); quick arbitrations are then necessary;

    - manage the day-to-day progress of the project;

    - involve users and dedicate the necessary time and resources;

    - rely on internal or external knowledge of testing in the field concerned.


    Our added value

    Mercer industrializes a method, accelerators, deliverables and means that allow our clients to secure the critical phase of HRIS and Finance IS testing.

    Our approach to testing also allows us to create an asset that can be reused and depreciated in the context of future maintenance and upgrades.

    Our testing experts bring :

    - a methodology dedicated to the test phases;

    - know-how dedicated to the implementation of HRIS or Finance IS testing strategies;

    - extensive experience in recipe management;

    - assets and accelerators for testing and acceptance.

    This approach is valid for all HRIS, Payroll, IS Finance and Analytics technologies, including Cloud / SaaS solutions which require a test organization in a framework where the evolutions and new functionalities come from the editor's approach and are made available to all users.

    It allows :

    - to frame the acceptance phase: to define its objectives, to measure the added value and success, to frame the scope, the planning and to mobilize the various actors;

    - assist our clients in the implementation and execution of the test phase;

    - assist our customers in the validation of the end of acceptance phase milestone;

    - capitalize and industrialize an asset for testing and acceptance in the operational phase of the service.

  • Deployment

    Mercer assists HR, Finance and IT teams of groups deploying a digital solution



    SaaS platforms open up a wide range of opportunities for companies. Everything is new (solution, model, community, innovation, contract, ....) so you have to approach everything differently.


    - Take advantage of the contribution of SaaS from the start of the project.

    - Harmonize repositories, data and processes.

    - Find the right balance between process evolution and solution configuration;

    - Have an adapted change management.

    - Change the way we work (mobility, real-time data and reporting, self-services, collaboration).

    - Integrate the Cloud platform with the rest of the IS.

    - Set up an adapted support model.

    - Take advantage of continuous innovation, adopt a posture of constant change and adaptation.


    Key success factors


    The success of a deployment should not be measured by the respect of a production date. A technology is first and foremost a tool to serve a strategy. The real issue is therefore the added business value that is created, the real transformation that is brought about. And sometimes we are ready to switch to the platform before the initial date, ...


    The keys to a successful project include:

    - preparation and alignment of the project with the company's strategy;

    - business expertise and know-how in process redesign, harmonization of reference systems;

    - an expert mastery of the configuration possibilities offered by the solution;

    - methodological expertise and dedicated tools to accelerate and secure the deployment;

    - change management designed for SaaS projects and adapted to the solution;

    - significant work on data quality;

    - a high-level technical architecture to integrate the digital solution into a more global IS composed of traditional applications and other SaaS / Cloud tools.


    Our added value


    Mercer assists the HR, Finance and IT teams of international groups that have chosen an integrator. We also assist the HR, Finance and IT teams of European subsidiaries that need to integrate into a global deployment orchestrated by their group.

    Our expertise in project deployment assistance includes:

    - project management and PMO teams, allowing for a better understanding of the overall project and methodology;

    - functional expertise for the harmonization of your processes and your repositories;

    - assistance in determining the best strategy for interfaces and data recovery;

    - assistance in change management and training;

    - the reinforcement of your teams for the Tests;

    - the specification and development of interfaces that would have remained your responsibility.


Webinar Replay 

Digitalising payroll in companies: the advantages of the Workday Cloud solution


Webinar Replay 

Mercer x Quadient: have you prepared your digital transformation project?

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