Large-Scale Digital Time & Attendance Rollout
Project Details
Tl;dr
Supported change and training for a two-year rollout of a digitised rostering and timekeeping system across 145 owner-operated retail stores. Delivered interactive, hands-on training to 250+ managers, built feedback loops to improve adoption, and provided post-launch support resolving 150+ technical queries. Developed support materials, self-service guides, and virtual check-ins to reinforce learning, achieving 96.7% positive feedback for change management and 4.9/5 average training ratings. Completed the rollout in 12 months—half the expected time—with 67 product enhancements implemented from user feedback.
Rising labour costs were placing increasing pressure on retail store profitability. Despite this, many stores were still relying on outdated workforce management practices—paper rosters, delayed timesheet data, and manual approvals—making it difficult to manage labour efficiently or proactively.
The client set out to modernise these practices by implementing a fully digitised rostering and timekeeping system across 145 owner-operated FMCG retail stores, impacting more than 20,000 users. While the technology itself was critical, leadership recognised that the success of the rollout would depend just as much on adoption, trust, and usability at the store level.
The program was originally planned as a two-year rollout. Through a strong focus on user-centred change, training, and continuous improvement, the full rollout was delivered in just 12 months—unlocking value significantly earlier than expected.
The challenge was not simply introducing a new system, but changing long-established behaviours across a highly decentralised, cooperative retail model. Key issues included:
- Legacy processes such as finger-scanner clock-ins that only updated once per day
- Paper-based rosters and inconsistent approval practices
- Limited visibility of overtime and labour spend until after costs were incurred
- Wide variation in digital capability and change readiness across stores
With each store operating independently, a one-size-fits-all rollout approach risked low adoption and resistance. If store teams didn’t understand or trust the system, the intended benefits—cost control, efficiency, and better workforce planning—would not be realised.
I joined the Change & Training stream as a Change Management Analyst, later contributing more broadly as a Business Analyst. Working within a team of six change analysts led by a senior change manager, I supported stores through every stage of the rollout.
My responsibilities included:
- Designing and delivering 5+ hours of in-person training to 250+ managers across 45 stores
- Redesigning legacy seven-hour lecture-style training into interactive, hands-on sessions
- Building structured feedback loops so insights from each session informed the next
- Providing post-go-live support, resolving 150+ technical and process-related queries
- Supporting process design, escalation pathways, and BAU support documentation
- Translating field insights into monthly steering committee updates
Every second week, I visited stores alongside other analysts to understand local challenges, prepare teams for go-live, and support early adoption.
An early insight was that store readiness varied significantly. Digital confidence, staffing models, and existing processes differed from store to store, meaning adoption risk could not be managed centrally.
To address this, we prioritised early and proactive engagement by:
- Contacting stores up to 12 weeks before rollout to understand concerns and readiness
- Sharing tailored rollout plans, training schedules, and product information
- Assigning dedicated analysts to clarify expectations and act as a single point of contact
This groundwork helped reduce uncertainty and ensured stores felt supported rather than “rolled over” by the change.
Training was intentionally designed to be practical, engaging, and relevant to day-to-day store operations.
Key elements included:
- Two 3+ hour sessions for store leadership and one 2+ hour session for admin staff
- Hands-on exercises using real rostering and timekeeping scenarios
- Live demonstrations, interactive discussions, and guided practice
- UX-informed design principles to improve engagement and retention
Rather than treating training as a one-off event, each session included a feedback mechanism. Insights were reviewed after every visit and used to continuously refine content, pacing, and delivery.
Recognising that confidence develops over time, the team embedded multiple layers of post-training support:
- Additional on-site visits to manage resistance and unblock issues
- Virtual support calls before, during, and after go-live
- Self-service resources, including guides, walkthrough videos, and updated instructions
- Dedicated query support, with rotating team members providing early-morning go-live assistance
This approach empowered store champions to lead adoption locally, while ensuring help was always accessible when needed.
The change and training approach delivered measurable impact:
- Full rollout completed in 12 months, half the expected timeframe
- 67 product enhancements implemented based on user feedback
- 96.7% positive feedback for change management effectiveness
- 4.9 / 5 average training rating
- 95% of technical queries resolved within SLA
- 35 / 35 satisfaction score for technical query resolution
Due to performance and strong stakeholder relationships, the client requested I remain on the engagement full-time for its duration and incoming projects.
Users Must Be at the Centre
Redesigning lengthy, lecture-style training into an engaging, user-centered experience significantly improved confidence, adoption, and sentiment go-live.
One Size Does Not Fit All
Redesigning lengthy, lecture-style training into an engaging, user-centered experience significantly improved confidence, adoption, and sentiment go-live.
Continuous Improvement Drives Scale
Embedding continuous improvement enabled rapid iteration of training, materials, and deployment approaches. Retrospectives I designed and facilitated helped the wider team adapt and improve delivery across waves.