Joiner, mover and leaver, handled by the system.
Eleven thousand employees across four entities. Hiring in People now provisions identity, applications and equipment without a ticket.
11,000 employees onboarded
- Customer
- Harborview Group
- Sector
- Hotels and leisure
- Scale
- 11,240 employees, four legal entities, 74 properties
- Duration
- Twenty-two weeks across four entities
4 phases, in the order they happened.
- Weeks 1–5
Event model agreed across four HR directors. Role catalogue built: 61 job roles onto 19 access profiles.
- Weeks 6–11
People live in the largest entity, 38 properties. Hire connected and the door access integration built.
- Weeks 12–17
The remaining three entities, including the franchise model. Roster connected to contracted hours.
- Weeks 18–22
Leaver automation enabled group-wide and historic orphaned accounts closed.
What changed, measured.
Every figure came from Harborview Group. Where one is a median or a sample it says so.
11,240
Employees on one provisioning path
Across four legal entities and 74 properties.
2 days
Offer accepted to able to work
Median, down from eleven days.
0
Accounts live 30 days after leaving
Sampled quarterly. The pre-programme baseline was 118 in 400.
19
Access profiles
Covering 61 job roles, previously granted individually at each property.
A hire took nine forms and eleven days.
A general manager hiring a night porter completed a starter form and emailed it to a regional coordinator, who re-keyed it into that entity's payroll and then raised separate requests for an email account, a property management system login, a door credential and a uniform.
Median time from accepted offer to somebody who could actually do the job was eleven days. In a sector with 61% annual turnover, that is roughly 380 people at any given moment who have joined and cannot work.
Leavers were worse, because nothing forced the reverse journey. A sample of 400 departures found 118 with at least one live system account thirty days later.
Four entities, and nobody wanted a shared record.
The obvious answer is one employee record for the group, and each entity had a reason to refuse it: different collective agreements, different notice periods, and one entity operating a franchise model in which the staff are not group employees at all.
So we did not force a single record. The employee record stays with the entity that employs the person. What is shared is the identity and the event: a joiner event has the same shape whichever entity raised it, and everything downstream reacts to the event rather than reading the record.
That distinction is what unblocked the programme. The four HR directors had never been arguing about provisioning. They were arguing about employment data, and provisioning did not need it.
- Four payroll systems retained, one joiner-mover-leaver event model.
- Franchise staff provisioned with property-scoped access and no group mailbox.
- Collective agreement terms held per entity and referenced by the event, never copied.
Hiring provisions.
An accepted offer in Hire creates the person in People. People raises the joiner event. Gate creates the identity, assigns applications by role and property, and issues the door credential through the access control integration. Roster picks up the contracted hours and places the person on the published rota.
The general manager fills in one form. The other nine were retired.
Leavers run the same path in reverse, triggered by the last working day held on the employment record. Access ends at 23:59 on that date whether or not anybody remembers it.
What I did not expect was how much of this was an argument between four HR directors rather than a piece of software. Once we stopped trying to merge the employment record, it took a fortnight to agree.
Three others, from three different starting points.
Different sector, different product, the same argument about where the data should live.
34% shorter sales cycle
CEDX Pulse
Rebuilding a revenue engine on one system of record
Northbeam · Freight forwarding and contract logistics
3,140 staff across eleven countries · Eleven weeks, kickoff to final regional cutover
0 standing privileges
CEDX Gate
Standing up zero-trust access across nine countries
Aperture Diagnostics · Diagnostic imaging and pathology services
6,800 staff across 41 sites in nine countries · Twelve days to the first production token, fourteen weeks to full coverage
2-day close, down from 14
CEDX Ledger
Closing the books on the second working day
Tidepool Marine · Aquaculture and seafood processing
1,480 staff, six sites, three reporting currencies · Sixteen weeks, with the first two-day close at the fourth month end
See what People does before you read another story.
The employee system of record. There is a full trial on people.cedxsystems.com, and an engineer who has run a migration like this one will walk it with you.