Sanitarium Replatforms Human Resources to Dayforce for Enhanced Efficiency

Sanitarium, the maker of popular products such as Weet-Bix, Up&Go, and So Good non-dairy milks, is currently in the testing phase of a new integrated human resources platform. This initiative is part of a broader strategy to modernize its operational infrastructure as the fast-moving consumer goods (FMCG) company experiences significant growth. Owned entirely by the Seventh Day Adventist Church, Sanitarium has chosen Dayforce as its new integrated HR system, aiming to replace multiple outdated software systems, many of which are no longer supported.

Anna Meale, the people technology leader at Sanitarium, spoke at the Dayforce Daybreak conference, highlighting the urgency of updating the company’s aging systems. “We have a lot of old systems that we needed updating, particularly as the broader business undergoes a significant growth phase,” she noted. The company is currently expanding into new markets, has opened a new distribution center, and is rapidly increasing production lines within its beverage sector. This high growth trajectory necessitates a modern HR platform that can keep pace with these changes.

The decision to transition to a new HR system was made several years ago, and the organization is now ready to test the Dayforce platform with its employees. “We are in our testing phase at the moment, so our business is getting their hands dirty, getting to experiment within the system, look at all the functionality and see how it’s working,” Meale explained.

A key aspect of the implementation is focused on training, with over 1,000 employees anticipated to be frequent users of the new system. Meale acknowledged that given the existing reliance on point solutions, there were expectations for potential challenges during the transition. Among the significant issues faced was a disconnect between workforce planning and payroll systems, which operated on different cycles. To rectify this, the company had to first correct the discrepancies in its current system.

As part of its analysis, the company scrutinized the production volumes of Weet-Bix to better align staffing needs with production requirements. This analysis revealed that the production cycle for Weet-Bix, which runs from Saturday to Friday, conflicted with the payroll cycle that spanned from Thursday to Wednesday. This mismatch necessitated manual adjustments to ensure employees met their 38-hour workweek, prompting Sanitarium to pause the HR transformation project to synchronize the pay week in its existing system. “That has set us up for success,” Meale commented.

To facilitate system design, Sanitarium developed “personas” representing different employee types who will engage with the integrated HR system. This approach enabled the company to map employee journeys and anticipate change management requirements effectively. Meale emphasized the importance of ensuring all employees have access to the new platform, mentioning plans to install kiosks in lunchrooms to facilitate usage once the system goes live.

The implementation is a collaborative effort involving HR, IT, and various business stakeholders. The partnership with the IT department has been instrumental in identifying other necessary systems for the transformation. “They identified very early on that we needed an identity management system as well, so they’ve headed off on their own path to make sure we’re supported with that single sign-on platform at the same time,” Meale stated.

Furthermore, the company is working with Dayforce partner Pinpoint HRM as part of the implementation program, showcasing a commitment to leveraging expertise and resources to ensure a smooth transition. As the testing phase progresses, Sanitarium is well-positioned to enhance its HR capabilities, supporting its rapid growth and evolving operational needs.