5 Support-Related impacts of implementing a new HRIS

The rollout of a new HRIS is often viewed as a technological, structural, and strategic transformation. But beyond the expected gains, it inevitably brings a side effect: a sharp and lasting increase in user support requests. Between misunderstanding of processes, poor adoption of interfaces, and a lack of communication, users raise numerous questions, often in the wrong place, creating an invisible but very real burden for HR and managerial teams.

In this guide:

An immediate increase in HR support workload
Managers on the front line of support requests
Informal requests that disrupt teams
Support needs often underestimated
A direct impact on the image of the HR function

1. An Immediate Increase in HR Support Workload

As soon as the system goes live, HR teams are flooded with questions about how the new tool works. How do I request time off? Where do I update my contact details? How do I complete an appraisal form? These questions often land directly in HR inboxes or via phone calls, usually outside of any formal channel.

This immediate surge in demand diverts HR teams from their core duties, forces them to respond urgently and repeatedly, and can lead to frustration for both users and responders.

💡 Tip: Anticipate this overload by setting up a single point of contact (form, dedicated email address, support area). This helps centralise requests, track volumes, and avoid scattered queries.

2. Managers on the Front Line of Support Requests

Users don’t always turn to HR: in the absence of clear guidance, managers often become the go-to contacts for local support. Seen as “reference points,” they are expected to explain processes they themselves may not fully understand.

This creates a domino effect: managers are interrupted, forward the queries to HR, or improvise answers, leading to mistakes and confusion.

💡 Tip: Include managers in the rollout plan by training them in advance with practical kits addressing frequent questions. Their involvement shouldn’t be limited to supporting their teams; it is vital from the design and validation phases to ensure that processes remain coherent and applicable on the ground. The earlier they are prepared and involved, the better equipped they are to support adoption and act as effective relays.

3. Informal Requests That Disrupt Teams

When support channels aren’t structured, users turn to any colleague they think might help. Key users, project team members, or even experienced colleagues become informal hotlines. This disrupts team workflows and increases the mental load of those acting as makeshift support.

These informal answers are also rarely consistent. Two employees getting two different explanations can create further issues in the HRIS. Additionally, such responses are often outdated, leading to data entry errors.

💡 Tip: Formalise response channels by identifying functional contacts by process or user group. Give them an official, visible role and ensure their messaging is aligned.

4. Support Needs Often Underestimated

In HRIS projects, user support is rarely treated as a dedicated component. The number of questions, the time spent responding, and HR teams’ capacity to absorb the additional workload over time are underestimated. The result: the project generates an invisible organisational debt, sometimes lasting for months.

This comes at a direct cost: longer response times, user dissatisfaction, disengagement, and overworked HR teams.

💡 Tip: Include a “critical RUN” phase of 3 to 6 months post-launch, with HR resources partially dedicated to support management. Calculate the cost of support and manage it as a project activity.

5. A Direct Impact on the Image of the HR Function

When an HRIS is misunderstood or poorly used, users rarely blame the tool itself. They blame the HR team: “it’s complicated,” “it doesn’t work,” “they didn’t train us,” “it was better before.” This perception damages the relationship between HR and employees and can undermine otherwise valuable initiatives.

The gap between the project’s intent and the user experience weakens overall buy-in and the credibility of the HR transformation.

💡 Tip: Improve your internal communication by explaining why the change was made, what benefits it brings, and how users are supported. Clear messaging strengthens the legitimacy of the HR project.

Conclusion

Implementing a new HRIS is never a neutral move when it comes to support. Without a solid support framework, users turn to HR, managers, or colleagues for help navigating the system. This creates an invisible, dispersed, and often underestimated burden. Anticipating this reality, structuring it, and managing it over time not only ensures proper tool usage but also protects HR teams and enhances their role in digital transformation.

Most of the time, users assume that managers are able to relay information, guide their teams, and answer process-related functional questions. In reality, this expectation leads to more confusion than clarity.

👉 To go further on this topic, read our article “Misconception: Managers Can Answer All Their Team’s HRIS Questions“