How ActionHRM helps NDIS providers embrace technology... | ActionHRM blog

Welcome to ActionHRM Blog

How ActionHRM helps NDIS providers embrace technology...

ActionHRM understands the important role data connectivity plays for many organisations, non-more so than NDIS providers.

As the employee journey starts in the recruitment and onboarding process, it make sense for ActionHRM to be the source of employee data, feeding other software solutions in an organisations application footprint. New hire information and changes to existing employee details, as an example, are passed to the case management, biometric and payroll solutions. Leave management is also managed in ActionHRM self service via payroll integration. 

Add Compliance, Performance Management, Training & Development, WHS, Expenses and other built-in functional benefits of a full-stack HRM solution, and you can really start to see how effective systems end-to-end data automation is when ActionHRM is deployed as the source of employee information, working alongside payroll, case management, time and attendance and biometric software solutions.

Case Sample: Rise Network, a disability and aged care service provider with 634 staff, has been working on its IT strategy for the past five years, spending $7 million implementing new solutions, according to chief executive Justine Colyer.

“Support workers, rather than running around the country with a piece of paper, they now have a mobile device,” Ms Colyer said. “It means it is much more responsive. If a client calls in and wants to change something, wants to do something new, we can instantly see who is available to come in provide their service, see how much money they have left in their account.”

Rise hired an external consultant from Deloitte to develop an overall IT strategy, and then used an implementation officer with a tech background to help in-house staff execute it.

The organisation settled on Procura for scheduling, D365 for finance, ActionHRM for staff management and leave and Bio-Time to interpret the award under which they pay staff.

Ms Colyer said the most important part of implementing the strategy was the process used to decide what the business needed, not the programs themselves.

“I really would say that this is about understanding what you need to be able to do, documenting it clearly and then getting a solution rather than the other way around,” she said.