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Case Study – Rhipe

Case Studies Learning and Development OnBoarding Performance Management Recruitment

Implementing a Multi HRIS System

Rhipe is an award-winning cloud channel company, delivering complete end-to-end cloud solutions to help service providers grow and thrive in the cloud economy.

Working with a growing number of global software vendors such as Microsoft, VMware, Red Hat and Trend Micro, Rhipe specialises in cloudbased, subscription-style software licensing and assists the channel with ongoing licensing advice and Cloud solutions capability. We caught up with Kate Arnold, HR Business Partner at Rhipe to find out what they set out to achieve by partnering with Ascender HCM.
What were the business problems you sought to solve through implementing Performance Management, Learning Management and eRecruitment modules?

Performance Management

Prior to implementing Ascender HCM, we encountered issues with keeping staff and managers accountable and tracking their yearly objectives and deliverables due to the objectives being recorded in Word documents.

The documents would be created at the start of the performance period, but then filed and forgotten about until review time. When it came to reviewing performance, many staff couldn’t find their performance plan documents, making it difficult to review their performance against their set objectives for the year.

Learning Management

We encountered the issue of not having one central location where learning materials and information about learning opportunities that were open to staff were available for all staff to see. Further to this, there was an intra- and interdepartmental knowledge-sharing issue whereby knowledge was being stored in documents (or in the heads of our employees!) and not stored where staff could easily access it.


The main issue we encountered with recruitment prior to implementing Ascender HCM was that keeping Managers abreast of where HR were up to in the recruitment of their roles was a manual process. Applications for roles would need to be shortlisted and emailed to the hiring managers, with lots of following up. If the managers didn’t like any of the shortlisted candidates, they would be curious about the caliber of candidates coming through and would usually want to see the rest of the applications that didn’t make HR’s initial shortlist, which meant more emailing back and forth.

The inefficiencies with the performance management process would mean that yearly objectives may not be tracked and delivered on. Not having knowledge and learning materials and…

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