How Can a Hong Kong SME Improve HR System Adoption? A 30／60／90-Day Guide
Your company has purchased an HR system, but employees still submit leave requests through WhatsApp, managers still approve by email and HR still re-enters the information into Excel.
This does not necessarily mean that employees are resistant to technology or that the system’s functions are inadequate. In many cases, the real issue is that the business stopped managing the workflow after go-live. Training, permissions, responsibilities and exceptions were not followed through.
Completing configuration and sending users their login details is only the beginning of implementation. The business still needs to make sure that:
• Employees know when to use the system;
• Managers know how to approve, return and follow up requests;
• HR, Finance and Operations use the same official information;
• Someone owns exceptions; and
• The system supports daily management rather than simply storing data.
This guide uses a 30／60／90-day framework to help Hong Kong SMEs review HR system adoption and identify improvements to workflows, permissions and responsibilities.
Why does going live not mean that the workflow has been adopted?
HR system implementation often includes requirements gathering, system selection, data preparation, configuration, testing and go-live. Without structured follow-up after launch, old working habits can quickly return.
For example:
• An employee submits leave through WhatsApp and the manager approves in the chat;
• HR later re-enters the information into the HR system or Excel;
• A manager does not realise that an approval is still waiting in the system;
• Finance receives attendance data that does not match HR’s version;
• There is no formal process for a last-minute shift change or missing document; or
• A new employee knows that “there is a system” but does not know where to submit each HR request.
Tracking logins alone will not show whether the system is embedded in daily work. Adoption should be connected to actual processes: submissions, approvals, data updates, exception handling and record-keeping.
Low HR system adoption is not always employee resistance
When employees or managers return to WhatsApp or email, analyse the cause before blaming the user.
1. The new process is more complicated than the old one
If a simple request requires too many screens, repeated information or unnecessary approvals, users will naturally return to familiar tools.
Check:
• Does the request ask only for information that is genuinely needed?
• Is the same information entered more than once?
• Does the employee know who handles the next step?
• Does the system workflow reflect how the business actually operates?
2. Managers do not understand their role
Some managers receive system notifications but do not know what to check, or assume that HR will complete the process for them. Requests then remain pending and employees follow up through WhatsApp.
After go-live, explain clearly:
• What information the manager must check;
• Which situations can be approved;
• When a request should be returned for more information;
• Who handles exceptions; and
• Who owns the next step after approval.
3. Permissions do not match actual responsibilities
If an employee cannot access a required request, a manager cannot see the team’s applications or a former manager still retains approval rights, users will look for another way to complete the work.
Permissions should reflect departments, positions and actual responsibilities. The business also needs a process for changes when someone transfers, takes leave, changes role or leaves.
4. Exceptions have not been designed
Systems are usually better at standard workflows than unusual arrangements. Daily operations may still involve:
• Last-minute shift changes;
• Missing or replacement documents;
• Cross-department approvals;
• Acting approvers;
• Differences between system data and the actual arrangement; and
• Individual cases requiring HR or management judgement.
If no one is assigned to handle the exception, no record location is defined and no escalation route exists, users may bypass the system.
The first 30 days: make sure the core workflow works
The first 30 days should not be used to review every module at once. Focus on whether one or two frequently used core workflows operate correctly.
Workflows to consider first
• Leave submission and manager approval;
• New hire document collection;
• Attendance exception requests;
• Probation or contract date reminders; and
• Payroll input checking.
What should be checked during the first 30 days?
Employees
• Can employees log in successfully?
• Do they know where to submit different HR requests?
• Can they complete an application and upload the required documents?
• Can they check the status of a request?
Managers
• Are managers receiving the correct approval notifications?
• Do they know how to approve, return or request more information?
• Do they know who owns the next step after approval?
HR, Finance and Operations
• Can they access the official information and workflow status?
• Are they still manually re-entering the same data?
• Does someone follow up pending and exception items?
• Does the system record match the actual work arrangement?
Common 30-day issues and initial responses
Issue identified | Initial area to review |
|---|---|
Employees do not know where to submit | Provide a one-page workflow guide with examples |
Managers do not receive notifications | Check permissions, notification settings and manager records |
Requests remain pending | Assign a process owner and escalation route |
Employees enter the same information twice | Review fields and data flow |
HR still has to rebuild reports manually | Review the connection with Payroll and Finance processes |
The first 60 days: remove adoption barriers and handle exceptions
By around day 60, the business should have collected real user feedback. The focus now shifts from “Can the system operate?” to “Why are users still bypassing it?”
Questions for the 60-day review
• Which workflows are still handled through WhatsApp or email?
• Which applications are most often left pending?
• Which steps make employees submit information more than once?
• Which managers regularly ask HR to operate the system for them?
• Which exceptions cannot be recorded in the system?
• Which data is still maintained separately by different teams?
• Are permissions too broad, too limited or not updated after role changes?
Classify issues into five categories
Operational issues
Users do not know how to log in, submit, approve or check a request.
**Possible response:** Update the user guide, provide a short refresher session or create a brief demonstration video.
Workflow issues
The system steps do not match the way the work is actually performed.
**Possible response:** Map the current process again and identify steps that can be removed, combined or reordered.
Permission issues
Users cannot see what they need to process, or people who should not have access can change information.
**Possible response:** Review roles, departments, approvers and delegated access, and keep a record of permission changes.
Responsibility issues
Everyone knows that something is incomplete, but no one knows who owns the follow-up.
**Possible response:** Assign a request owner, approval owner, process owner and record owner for each workflow.
System or integration issues
The system cannot support a particular exception, or it does not work smoothly with Payroll, attendance or another tool.
**Possible response:** First decide whether configuration, workflow redesign or training can solve the problem before considering additional functions or another solution.
The first 90 days: make the system the formal way of working
The purpose of a 90-day review is not simply to count logins. It is to assess whether the HR system has become part of the company’s formal operating method.
Operational questions for the 90-day review
• Are employees submitting requests through the formal workflow?
• Are managers completing approvals inside the system?
• Does HR still need to chase people individually?
• Are Excel, email and WhatsApp still being treated as competing official records?
• Can Finance and Payroll obtain consistent information?
• Are exceptions assigned to an owner and recorded in a defined location?
• Do new employees and managers receive consistent system guidance?
• Are permissions updated when departments or roles change?
Establish a continuous management routine
The company can consider establishing:
• HR system usage rules;
• A process owner and backup for each key workflow;
• A permission review cycle;
• Exception handling and escalation routes;
• HR system onboarding for new employees and managers;
• Regular reviews of pending, incorrect and incomplete items; and
• A record of user issues, improvement decisions and owners.
If only one HR colleague knows how to maintain the system, the company has not yet built a sustainable workflow for the wider organisation.
How do you know whether the HR system is truly adopted?
Do not use the number of logins as the only adoption metric. Connect system usage to operational outcomes.
Process completion
• Are requests submitted through the formal system?
• Are approvals completed inside the system?
• Can pending items be tracked?
• Are exceptions assigned and followed up?
Data consistency
• Are HR, Finance and Operations using the same official data?
• Has repeated data entry decreased?
• Are multiple versions of employee lists or application records still circulating?
Management visibility
• Can management see where a workflow currently sits?
• Can HR identify incomplete or overdue items?
• Can managers see the requests they need to handle?
User support
• Do employees know who to contact when they have a problem?
• Do managers have clear approval and exception guidance?
• Can new users learn the system through a defined onboarding process?
These indicators help a business assess whether the system is reducing manual chasing, improving workflow visibility and supporting cross-department collaboration. Without actual evidence, the business should not claim that HR system implementation will automatically guarantee a fixed cost saving or a particular efficiency improvement.
How should HR, managers, Finance and the system owner share responsibilities?
Post-implementation responsibility should not sit entirely with HR. A simple responsibility table can prevent a situation where everyone has seen an issue but no one follows it through.
Work area | HR | Manager | Finance／Payroll | System owner |
|---|---|---|---|---|
Workflow design | Organise HR and policy requirements | Explain operational needs | Explain payroll and data requirements | Assess system feasibility |
Daily requests | Manage the process and check data | Approve according to role | Use the relevant output | Support system issues |
Exceptions | Coordinate and escalate | Provide work context | Check payroll or financial impact | Record and follow up system limitations |
Permissions | Define role and data needs | Confirm team changes | Confirm Finance access | Implement and retain change records |
Periodic review | Lead workflow review | Provide user feedback | Provide data and Payroll issues | Provide system records and reports |
The actual division of work should reflect the company’s size, roles and system design. The key is to make sure that data provision, approval, execution, record-keeping and exception handling are not left without an owner.
Post-implementation HR system checklist
• [ ] Confirm which HR requests must be submitted through the system;
• [ ] Define WhatsApp and email as communication tools rather than the only official record;
• [ ] Provide different guidance for employees, managers, HR and Finance;
• [ ] Review incomplete requests and exception items weekly;
• [ ] Review workflows still handled through old tools monthly;
• [ ] Check that approval permissions follow role and department changes;
• [ ] Design handling for special arrangements and exceptions;
• [ ] Include HR system onboarding for new employees and managers;
• [ ] Record user issues, improvement decisions and owners; and
• [ ] Review quarterly whether the workflow still reflects how the company operates.
Employee data considerations when operating an HR system
An HR system may process employee names, contact information, identity information, salary, attendance, leave and other employment-related data. When implementing and operating the system, businesses should assess the actual arrangement and refer to the Personal Data (Privacy) Ordinance (Cap. 486) and relevant guidance from the PCPD.
Consider:
• What information is collected and entered;
• Whether the purpose of each data item is clear;
• Who may view, amend or export the data;
• Whether a vendor or service provider will access it;
• What happens when an employee transfers, leaves or changes access;
• Who follows up a system error or data security incident; and
• How system records and reports should be retained and managed.
The requirements will depend on the data, purpose, supplier arrangement and actual processing activities. Where the implementation involves sensitive data, cross-border transfer or system output used in an employment decision, seek advice from a qualified HR, privacy or legal professional before implementation.
How Get More can help improve HR system adoption
If a business continues to experience repeated data entry, WhatsApp approvals, unclear permissions or low usage after go-live, it does not necessarily need to replace the system.
Get More can help review:
• Existing HR workflows and actual user behaviour;
• Responsibilities across employees, managers, HR, Finance and Operations;
• System roles, permissions and approval points;
• User training and new-hire onboarding;
• Exceptions, pending items and escalation routes;
• The connection between the system, Payroll, attendance and other HR processes; and
• 30／60／90-day post-implementation review and continuous improvement.
The objective is not simply to tell everyone to “use the system”. It is to identify why people bypass it, then decide whether the cause is workflow design, permissions, training, responsibility or a system limitation.
If your company has implemented an HR system but daily work still relies on Excel, email or WhatsApp, Get More can help review the workflow and post-implementation improvements required.
Conclusion: implementation is not the end of HR system adoption
Going live is not the end of an HR system project. To make the system part of daily work, the business still needs to review:
• Whether employees and managers know when to use it;
• Whether the workflow reflects actual operations;
• Whether permissions and responsibilities are clear;
• Whether exceptions have owners;
• Whether HR, Finance and Operations use consistent data; and
• Whether new users receive enough training and support.
The value of a 30／60／90-day review is not that every issue will be solved by a fixed deadline. It provides a structured way to identify problems in stages and prevents the system from becoming an inactive database after go-live.
An HR system delivers value when the company connects the technology with workable processes, clear responsibilities and continuous improvement.
Frequently asked questions
Does continued WhatsApp use mean that the HR system has failed?
Not necessarily. The business should first understand the reason. The process may be too complicated, permissions may be unsuitable, managers may not understand their role, exceptions may not have been designed or users may need more support. Identify the issue before deciding whether to adjust the system, redesign the workflow, provide more training or consider another solution.
How often should an HR system be reviewed after go-live?
The first 30, 60 and 90 days can provide a useful staged review framework. After that, the company can set a review cycle based on its size, workflow complexity and actual usage. There is no single timetable that suits every business; the important point is to keep reviewing pending items, exceptions, permissions and data consistency.
How should HR system adoption be measured?
Do not count logins alone. Review whether requests are submitted through the formal workflow, approvals are completed in the system, pending items can be tracked, repeated data entry has decreased and HR, Finance and managers are using consistent information.
Is additional training the only response when employees struggle with the system?
No. Training can address some operating issues, but it will not fix an overly complicated process, unsuitable permissions, unclear responsibilities or an inability to handle exceptions. Review the workflow, permissions and internal responsibilities at the same time.
Should an HR system completely replace WhatsApp and email?
Not necessarily. WhatsApp and email can remain communication, reminder or notification tools. The business should clearly define which requests, approvals and data updates must return to the HR system as the official record. The goal is to avoid multiple conflicting official versions of the same information.
Can Get More help with post-implementation HR system improvement?
Yes. Get More can review workflows, user roles, permissions, approvals, exceptions, training and cross-department data flows, then plan post-implementation improvements according to the company’s needs.
Related reading
Legal and official references
• Personal Data (Privacy) Ordinance (Cap. 486), PCPD: https://www.pcpd.org.hk/english/files/pdpo.pdf
• PCPD, *Artificial Intelligence: Model Personal Data Protection Framework*: https://www.pcpd.org.hk/english/resources_centre/publications/files/ai_protection_framework.pdf
• PCPD, *Guidance on the Ethical Development and Use of Artificial Intelligence*: https://www.pcpd.org.hk/english/resources_centre/publications/files/guidance_ethical_e.pdf
• PCPD, Privacy Management Programme: https://www.pcpd.org.hk/english/data_privacy_law/healthcare_technology/technology/technology_pmp.html
Disclaimer
This content is for general informational purposes only and does not constitute legal advice. For specific situations, please consult a qualified HR consultant or legal professional.
