Digital HR transformation for Swiss SMEs and mid-sized companies: how to go about it?

The digital transformation of human resources is a major challenge for Swiss companies. However, many leaders and HR directors still associate digitalization with heavy ERP systems. Put off by their complexity, cost, and the dependence on IT that these tools imply, many prefer to continue managing their HR manually.
While the increase in administrative tasks and legal requirements, as well as the new expectations of employees, make this manual management increasingly obsolete today, there are fortunately flexible solutions, guaranteeing compliance and security, which Swiss SMEs and mid-caps can rely on to modernize their HR: this is the case with HRIS. 

Manual HR management: a barrier to business growth

Entering absences, sending payslips, archiving contracts and annual reviews, tracking leave requests… The list of tasks associated with human resources is long, and many companies still rely on Excel files, paper documents, emails, or unconnected software to perform them.
This manual management should not be demonized, but it currently represents a barrier to the growth of Swiss SMEs and mid-caps, as administrative tasks, legal requirements, and employee expectations have increased significantly in recent years.

4 reasons to abandon manual HR management

Fragmented information

The multiplication of mediums (spreadsheets, paper documents, emails, unconnected tools…) encourages errors (duplicates, inconsistencies, omissions…) and leads to a fragmentation of information. Consequently, it becomes impossible to have a global view of HR data without spending a colossal amount of time reconstructing this information. This directly impacts the productivity of HR directors and weakens decision-making for CEOs.

According to the "HR.com’s State of People Analytics 2023-2024" report, the integration of disparate sources for HR data analysis is cited as a major challenge by 47% of the organizations surveyed.

Increased legal risks

By increasing the risk of error, the fragmentation of information poses legal risks to Swiss companies at a time when the legal obligations they are subject to are increasingly numerous (compliance with labor law, collective labor agreements, or the federal data protection act…). Furthermore, this fragmented information makes traceability very difficult in the event of an audit.

A growing administrative burden

When management is done manually and the number of employees increases, HR often ends up drowned under repetitive administrative tasks (data entry, verifications…), preventing them from focusing on higher value-added topics. In the long run, it is the company's ability to support its own growth that is threatened.

According to the 2024 HR Barometer by Editions Tissot, in France, more than one in two HR professionals spends at least half of their working time on administrative tasks, even though professionals state they would like to have more time to master regulatory changes, guarantee the legal compliance of decisions and writings, and also accelerate and simplify HR procedures. 

A disappointing employee experience

When HR processes are managed manually, some employees may feel they lack visibility on information concerning them (leave, payslips…). This can lead to over-solicitation of HR and therefore a loss of productivity, along with a disappointing employee experience that can hinder engagement. 

While job satisfaction in Switzerland remains at a relatively high level, a downward trend has been observed since 2022, reveals the "Swiss HR Barometer 2024" from the Universities of Lucerne and Zurich and ETH Zurich. “We also note a slight decrease in employee loyalty towards their employer and a slight increase in intentions to resign,” point out the authors. This shows that the employee experience is not to be neglected.

The pillars of HR digital transformation

“SMEs represent 95% of the economic fabric of Switzerland” recalls the Federal Council in a 2025 article, highlighting the importance for these companies “to adapt their operations and undergo a digital transformation to remain competitive”. A digital transformation that obviously also concerns mid-caps! 

The 3 keys to HR digital transformation

1 - Data centralization

The first key to HR digital transformation relies, of course, on centralizing all employee information and documents in a database that guarantees security, compliance, and ease of use. The goal: to have a global view of all HR data.

2 - Workflow automation

The second key is based on the automation of HR processes to transform tedious email validations, checks, and manual entries into smooth, traceable pathways. The goal: to lighten the administrative burden on HR and allow them to focus on higher value-added tasks.

3 - Self-service

The third key relies on self-service to facilitate employee access to their information (leave, payslips, training documents…) and allow them to manage their common requests online. The goal: to shield HR from unnecessary over-solicitation and improve the employee experience.

Heavy ERP or a multiplicity of small software packages: the false dilemma

ERPs: complex and inflexible systems

Leading an HR digital transformation project implies, in the minds of many executives or HR directors, deploying a heavy ERP, such as SAP or Abacus. However, these systems involve a strong dependence on IT, complex configuration, low flexibility, and require significant resources to implement. Therefore, they do not really meet the needs of Swiss SMEs and mid-caps looking for simplicity, reliability, and efficiency.

For example, according to Panorama Consulting Group's "ERP Report 2024", the median deployment time for ERP projects is 15.5 months, with over half of organizations exceeding their initial timeline due to human or financial resource constraints. 

When a multiplicity of tools harms productivity

Using a multiplicity of small software programs disconnected from each other is not a more desirable solution. Indeed, very often, this reinforces the fragmentation of information and, as a result, does not resolve the main issues associated with manual HR management. Furthermore, a multiplicity of tools can harm productivity. 

In 2022, in a survey conducted by the State Secretariat for Economic Affairs (SECO), 29% of active Swiss respondents stated that the use of digital technologies in the workplace increased their workload.

HRIS, valuable allies serving the agility of Swiss companies

Faced with this observation, HRIS (Human Resources Information Systems) emerge as valuable allies by offering HR the opportunity to automate their tasks, unify and secure their data, improve the employee experience, and gain agility, without depending on IT.

Roger, the HRIS designed in Switzerland for Swiss companies

At Roger, we have designed a platform that is easy to configure, serving as a true bridge between complex administration and the employee.

• It allows HR to automate administrative tasks, promote company culture, and increase talent retention, while regaining control of their tools;

• Thanks to centralized data and advanced reporting, CEOs can measure the health of the company in the blink of an eye and make informed decisions;

• While managers have tools to better manage and develop their teams, employees can easily make their common requests in a modern tool.

The payroll challenge: is it necessary to replace your software?

Opting for an HRIS does not necessarily imply changing payroll software or questioning the processes established with the company's fiduciary. The real challenge of HR digital transformation lies upstream, in making the data that feeds payroll reliable and structured.
By interconnecting the HRIS with its payroll system, the company saves time, limits errors, and secures the process from end to end.

When digital secures

HR digital transformation is not intended to weaken a company's legal compliance, but rather to strengthen it. Indeed, by integrating rules related to working time, breaks, rest, and collective labor agreements directly into the HRIS, companies gain traceability and security. Compliance no longer depends solely on human vigilance.

HR digital transformation: how to manage change effectively?

1 - Identify needs

Administrative overload, compliance risks, employee experience… It is essential to take the time to identify what motivates the HR digital transformation project and to formulate the expected benefits for each stakeholder in the company.

To do this, it can be useful to involve a small group of managers and employees throughout the project in order to identify pain points and build a pathway that will make sense on the ground.

2 - Choose the right solution

This involves ensuring that its features meet the identified needs, but also that it is user-friendly, easy to use, and will support the company's agility. At Roger, for example, our no-code platform is available in all Swiss national languages.

3 - Designate project leaders

Clearly identified project leaders, with well-defined roles and responsibilities, will undoubtedly foster the success of a digital transformation strategy. 

In an article published in the business magazine Bilan, Hélène Béguin, then Head of KPMG French-speaking Switzerland, spoke of the need to “define a solid governance from the start and clear decision-making processes. If this is not the case, there may be a lack of decision-making power and responsibility, resulting in delays or cancellation of the project, or on the contrary, a monopolization of power and not always the best decisions being made in the interest of the company”.

4 - Communicate

By explaining what justifies the change, the form it will take, and the benefits it can bring to everyone in a concrete way, it is possible to remove many hesitations. This communication must take place early enough and on a regular basis: presenting teams with a fait accompli would risk strengthening their resistance. 

According to a survey conducted in spring 2025 by a consulting firm and shared by the media Culture RH, nearly 50% of employees and managers still experience transitions as a constraint, due to a lack of meaning or appropriate support.

5 - Support user adoption

An ergonomic HRIS with good support significantly reduces the need for training. To support employees in getting to grips with the tool, there is no need for long learning sessions. A collaborative workshop, a tutorial, or micro-training focused on the 3 to 5 actions that will need to be performed by the teams are sufficient.

In addition, if desired, the company can designate ambassadors who are open to change and known for their willingness to share, in order to answer employees' questions. 

6 - Deploy progressively

In SMEs and mid-caps, the success of an HR digital transformation project often relies on a progressive and structured approach. The goal is not to transform everything at once but to prioritize certain high value-added processes. This gradual build-up allows for quick, concrete benefits, reassures teams, and allows practices to be adjusted based on feedback from the field.

Modular and no-code HRIS like Roger offer this flexibility and agility, allowing HR to evolve their tools at the pace of the company.

A major challenge for Swiss SMEs and mid-caps, the digital transformation of human resources should not rhyme with complexity or rigidity. By relying on a flexible HRIS that guarantees security and agility, companies can modernize their HR progressively and combine operational performance, legal compliance, and strengthening the employee experience: the key to making HR a driver of sustainable growth.