=Paper=
{{Paper
|id=Vol-2814/paper-A2-3
|storemode=property
|title=Success Factors for the Implementation of a Cloud-based ERP System at Personnel Service Companies
|pdfUrl=https://ceur-ws.org/Vol-2814/paper-A2-3.pdf
|volume=Vol-2814
|authors=Christian Ploder,Thomas Dilger,Reinhard Bernsteiner
|dblpUrl=https://dblp.org/rec/conf/se/PloderDB21
}}
==Success Factors for the Implementation of a Cloud-based ERP System at Personnel Service Companies
==
https://ceur-ws.org/Vol-2814/paper-A2-3.pdf
S. Götz, L. Linsbauer, I. Schaefer, A. Wortmann (Hrsg.): Software Engineering 2021 Satellite Events,
Lecture Notes in Informatics (LNI), Gesellschaft für Informatik, Bonn 2021 1
Success Factors for the Implementation of a Cloud-based
ERP System at Personnel Service Companies
Christian Ploder,1 Thomas Dilger,2 Reinhard Bernsteiner3
Abstract: Currently, we record unemployment due to the COVID-19 pandemic and increasing
regulations in temporary employment scenarios. It is almost inevitable for companies in the personnel
services industry to use a supporting Enterprise Resource Planning (ERP) system to manage their
internal processes. Lots of them are starting to use cloud-based ERP systems as a service (SaaS)
with the benefit of getting a ready developed solution adapted to the industry, as well as a time and
cost-saving implementation. This paper elaborates on the success factors of cloud-based ERP systems
implementation at personnel service companies. To determine these, the authors use the qualitative
method of expert interviews to find out more about the given topic. Based on the explanation of the
industry of personnel services, ERP systems in the cloud and success factors derived from literature are
described. Later on, the design, implementation, and interpretation of the expert interviews, if given –
followed by the study’s outcomes. The success factors are determined by inductive category formation.
Besides the factor “process survey” as the most important one, factors like "project team and project
management", "project planning", “data privacy issues”, "trainingänd "compliance conformity” are
mentioned factors by the experts. For a successful implementation, all factors should be considered or
at least kicked out with consciousness. Based on the empirical results, the authors have drawn up
some recommendations to consult personnel service companies in a successful cloud-based ERP
implementation.
Keywords: success factors, personnel service industry, corporate governance, ERP system imple-
mentation
1 Introduction
The success factors for implementing an ERP system in small and medium-sized enterprises
(SMEs) have already been investigated several times [Ki15; Se15; Ve16]. Scientific studies
have considered SMEs in general, but the success factors for ERP implementations in specific
areas have already been investigated. Examples of this research are: The determination
of success factors at a pharmaceutical manufacturer [Ra16], in a hospital [Bo09], and
construction and engineering companies [Ch07]. One industry where the introduction of
an ERP system has not yet been investigated is personnel services. Temporary workers are
1 MCI Management Center Innsbruck, MCIT, Universitätsstrasse 15, 6020 Innsbruck, AUSTRIA christian.
ploder@mci.edu
2 MCI Management Center Innsbruck, MCIT, Universitätsstrasse 15, 6020 Innsbruck, AUSTRIA thomas.dilger@
mci.edu
3 MCI Management Center Innsbruck, MCIT, Universitätsstrasse 15, 6020 Innsbruck, AUSTRIA reinhard.
bernsteiner@mci.edu
cb Copyright © 2021 for this paper by its authors.
Use permitted under Creative Commons License Attribution 4.0 International (CC BY 4.0).
2 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
often the first to be dismissed or registered for short-time work by the employing companies.
Especially in times of fluctuating personnel requirements and personnel cost planning, the
support of an IT-supported system is essential [Ka18, p. 17]. Personnel service companies
differ in specific essential points from established production companies. One of the crucial
differences in the intangible character of the services is that they cannot be produced and
stored in stock but depend on concrete demand situations [Hi19, p. 15]. In the temporary
employment industry, employees’ services are provided by a third-party company [Ba18, p.
21-22]. These differences affect the required ERP system, and therefore software solutions
for the temporary employment industry have differences from conventional ERP systems.
Since ERP systems are multi-layered and are strongly oriented towards business processes
[Ph08, p. 10], an implementation even without temporary employment peculiarities repre-
sents a complicated and time-consuming project [Ch19, p.53]. In this paper, the authors
want to gain new insights in the implementation of ERP systems developed specifically
for the personnel services industry. As there is a trend towards cloud-based ERP systems
[EE12, p. 3] and there are also recommendations for web-based solutions for personnel
service companies, this has to be considered. The following research question will help
gain some insights: What are the success factors for introducing a cloud-based ERP system
in personnel service companies? The goal is to identify success factors that need to be
considered to implement a cloud-based ERP system in personnel service companies.
To answer the research question, the authors have chosen qualitative content analysis and the
expert interview as a survey instrument. After the introduction in section 1, the declaration
of the central concepts are given in section 2. Section 3 later describes the empirical study
and section 3 will show the results and they will be discussed in the same section. The
delimitation of the work and possibilities for constructive research are explained in section
5.
2 Cloud based ERP systems in the personnel industry
In this section of the paper, the theoretical background and central concepts will be explained
based on the definition of the personnel services industry, followed by the explanation of
ERP Systems, which will be combined with cloud computing.
2.1 Personnel services
When the secretary of the attorneys Elmer L. Winter and Aaron Scheinfeld fell ill in 1948,
they sought a replacement at short notice. Since the search for qualified personnel proved to
be more difficult than expected, and they were under the correct assumption that they were
indeed not the only ones with this problem, they founded a company in Milwaukee, USA.
This company, Manpower Inc., is now considered to be the first staffing services company
Cloud-based ERP Systems for Personnel Service Companies 3
in history. Human resources services encompass a wide range of services related to human
resources (HR). These services are provided for employees or job seekers and companies
that offer employment [Hi19, p. 8]. The term for companies in this sector ranges from
the personnel service provider, personnel consultant, personnel management, employment
agency, temporary employment agency, headhunter, executive search, to other terms [Hi15,
p. 4]. For this paper, the umbrella term "personnel service company"(PSC) is used. In terms
of the services offered, a distinction is made primarily between consulting and assisting
personnel services.
Consulting services have a project character, and it can be assumed that the PSC brings
in professional expertise. For the project’s execution, an order exists, and contractual
agreements are made [Hi19, p. 13]. The customer uses technical knowledge in dealing with
employees and hopes to increase his human capital [Hi15, p. 6]. Human capital is the value
that personnel represents for the company and can offer a company competitive advantages
due to the increased potential for value creation [Ma08, p. 13].
In the case of assisting services, the client uses the PSC resources and thus gives up part of
the independence in favor of a permanent external completion. In contrast to consulting
services, this does not increase, but rather a cost reduction of the own human capital.
Assisting services involve a contractual agreement in which the content and procedure
of the services are regulated [Hi15, p. 6-8]. In this area, the service provider must orient
itself to the client’s processes and standards and is more strongly bound by instructions.
Examples of assisting services are the assumption of personnel administration (payroll
accounting, applicant management, recruiting, etc.), interim management, and temporary
workers’ commercial supply [Hi19, p. 89 - 95]. A temporary employment agency, also
called personnel leasing, is the commercial transfer of an employee (temporary worker)
from the employer (PSC) to a third party (employee).
2.2 Cloud-based ERP Systems
The origin of ERP software lies in the 1960s. The predecessor systems were called Material
Requirements Planning (MRP I) systems. At that time, production companies were looking
to improve their ordering process, and they did so using this method. MRP deals with
the questions "What do we produce", "What do we need for it", "What do we have,änd
"What else do we need"[WK01, p. 6-7]. In the 1980s, based on this capacity calculation,
further direct development was created: Manufacturing Resources Planning. Manufacturing
Resources Planning (MRP II) deals with the procurement of materials and the entire
production process, from the ordering process through production to delivery. ERP systems
have evolved from this method, the main difference being that MRP and MRP II systems
only deal with production, while ERP systems deal with the processes and resources of the
entire company [Br15, p. 40-44].
4 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
Human Resource Information Systems (HRIS) are IT solutions that are designed to support
personnel managers in administrative, planning, and strategic decisions [Kl, p. 26]. HRIS
offers a way to manage HR electronically and is used, among other things, for demand
planning of personnel capacities [Ka18, p. 52]. A temporary employment agency must
require these features but do not cover all internal company processes, unlike a full ERP
system. Since the employee also plays a key role, especially in the triangular relationship
of the PSC [Hi15], a complete solution for internal mapping processes also requires a
Customer Relationship Management (CRM) module.
While production planning and control and material management are essential components
in a traditional ERP system [Ma11, p. 6], they are entirely omitted in the case of temporary
employment agencies. The main requirement for solutions in the personnel services industry
is personnel management, representing the offered resource or product [Hi19, p. 73]. Due
to the resulting high amount of private data, the topic of data protection is a significant
one [Hi15], which should be taken into account, especially in a cloud-based ERP. An ERP
system for PSCs covers all processes in a company and can be used for recruiting, master
data, order management, and billing and accounting right through to management.
A Human Resource Management (HRM) module is responsible for administering internal
employees and their employment law documents in ERP systems. A further function
is recording performance and non-performance times, including the subsequent payroll
accounting [WM09, p. 157 - 176]. However, PSCs have the unique feature that salaried
employees perform their daily work internally within the company and are also hired out to
third-party companies [Sc17, p. 19 - 22]. Due to this triangular relationship between PSC,
employee and customer, and the associated regulations, such as the fact that the employee’s
collective agreement must be considered during the hiring process, the ERP system has
unique features that cannot be represented in a conventional ERP solution. Therefore, the
ERP system must be able to map services that are performed in an external company and
the performance and absence times of internal personnel and apply different regulations.
2.3 Cloud Computing
Cloud computing embodies the service-oriented transformation of software applications.
The term Cloud Computing, which became known at the beginning of 2007, refers to
providing resources via the Internet. These resources are obtained from data centers with
virtual servers [St12, p. 87]. Cloud-based applications are particularly interesting for
companies that want to achieve cost reductions and do not have a distinct in-house IT
department [Be10, p. 176]. In addition to simple maintenance, due to outsourcing the IT
infrastructure and the low initiative costs, the main advantages are the simple set-up and the
flexibility and scalability [St12, p. 87 - 88].
However, the disadvantages are the software provider’s dependence, the limited adaptability
due to the standardization of cloud solutions, and the reliance on the Internet [Ak13, p.
Cloud-based ERP Systems for Personnel Service Companies 5
120-121]. The outsourcing of business-relevant data to a third-party company could also be
seen as a disadvantage, especially in the case of confidential and personal data [MRV11, p.
50-53].
3 Empirical Study Design
The qualitative method of the expert interview was used to answer the research question. This
method is suitable because there is a lack of relevant literature on introducing cloud-based
ERP systems in the PSC industry. By interviewing experts who have been involved in the
introduction of a cloud-based ERP system for PSC in a leading role, it is possible to generate
qualitative data and evaluate it. The goal is to develop new theories and to re-examine
anonymous data.
In an expert interview, the interviewer wants to gain unique knowledge about a topic of
interest to him/her from people with specific knowledge [GL09, p. 11-13]. In this paper,
experts are asked about their knowledge and experience on Ïntroducing cloud-based ERP
systems in personnel service companies,"The success factors will then be determined from
the statements made.
For this purpose, the guideline-supported expert interview is used as a survey instrument.
This interview is non-standardized and requires a guideline with open questions as a basis
for the survey. This type of interview is particularly suitable for collecting precise and
specific information, which is a prerequisite for determining success factors [GL09, p. 12].
The main advantage of this method is the openness of the interview. Although the researcher
formulates concrete questions, the respondents are free to answer them in their way and
bring in personal experiences [He19, p. 162].
The expert interview definition is based on the expert status of the respondents [Ba19, p.
681]. To obtain this status, it is a prerequisite to have special knowledge. Knowledge can
be regarded as information enriched by the experience. On the other hand, information
is merely a preparation of data that is available to many [Et13, p. 11-12]. This expert
knowledge does not necessarily have to be evaluated by the function or position of the
expert. Someone who knows everything about something, such as a music genre or an artist,
can also be called an expert [GL09, p. 11]. In general, it should be noted that the expert role
is assigned by the researcher [Ka14, p. 39].
In this paper, persons are defined as experts who have been involved in successful imple-
mentations of a cloud-based ERP system at PSC in a leading or decisive function. The
goal is to find experts who have been involved in several ERP implementations. Before the
experts are interviewed, it is necessary to draw up a guideline that serves as an instrument
and aid in data collection. Furthermore, a procedure provides orientation and structuring.
For the interview, concrete questions are developed with the guide’s help [Ka14, p. 52-54].
6 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
The SPSS method was used to create the guide. In addition to the necessary structure,
this procedure has the advantage that the creator deals with his/her theoretical previous
knowledge and implicit expectations [He11, p. 182]. After finishing the guideline, three
pretests had been performed, and afterward, minor changes to the procedure were considered.
The interviews’ content depends not only on the guidelines and the level of knowledge of
the interviewee, but also on the interviewees’ selection and statements [GL09, p. 117]. The
number of interviewed experts also affects the results since each person brings their own
experiences and viewpoint into the interview, and therefore the information received may
also differ. Because of the time required for transcribing and coding the interviews, it is
crucial to select an appropriate number of plausible respondents for answering the question,
but not more experts than necessary [Ka14, p. 139]. When recruiting interview partners,
the author was able to draw on experienced experts who work as consultants for an ERP
software vendor and experts who are employed by PSC and have led or accompanied an
implementation in leading positions. All potential experts were provided with an explanation
of the research aim and a copy of the consent form. Two experts had to cancel the interview
at short notice, and no new date could be found within the research timeframe. The software
vendor employing experts B4, B5, and B9 is both a manufacturer and a cloud-based ERP
solution for the HR services industry. Different temporary employment agencies use the
experts B1, B2, B3, B6, and B7. Expert B8 is self-employed in management consulting
with a focus on HR processes.
The transfer of audio or video recordings into written form is called transcription [Dr17,
p. 10]. Simple transcription rules were used, where transcription was done literally. All
names of persons, companies, and places were reduced to the first letter in the course of
anonymization. The qualitative content analysis, according to Mayring, was used to evaluate
the interview results. Compared to other text analysis approaches, it differs in that it is
guided by a categorization, which is the actual instrument of analysis [Ba19, p. 637]. To
determine success factors, this is the most reasonable approach in text analysis since the
developed categories can be considered these factors. In this paper, a summary content
analysis is used, in which an existing text, specifically the present transcripts, is reduced to
the essential and essential contents [Ma15, p. 67].
By applying this method, the data is divided into different categories. The categorization
process is also called coding and corresponds to a code’s assignment to a specific text unit
[RK19, p. 57]. An inductive procedure was chosen to determine the categories. The coding
from the transcripts in raw form was done with the analysis software MAXQDA.
4 Results and Discussion
This chapter highlights the results of the expert interviews with some particular statements
from the experts. In the first section, the created categories are shown as success factors in
table 1. Subsequently, the experts’ opinions on the execution’s influence as a cloud-based
Cloud-based ERP Systems for Personnel Service Companies 7
ERP system on the implementation are presented. The last part comes up with some
considerations for implementations.
Codesystem Frequency
Process Knowledge 36
Project Team Staffing 29
Project Planning 20
Analyzing Data / Data Privacy 20
Acceptance of the Users 19
External Support form Consultants 18
Communication 16
Training (Keyusers, Users) 15
Support from Top Level Management 13
Tab. 1: Coding Scheeme and Frequency of Mentioning
4.1 Process Knowledge
The survey of processes is the named success factor with the most frequent naming by the
respondents. Internal processes of a personnel service company are forced to change with
every new ERP system introduction. The introducing company must adapt to the given
standard processes of the cloud solution. For this to be possible, these processes should be
demonstrated by an external consultant who is familiar with them. If this does not happen,
there is often a wrong expectation of the ERP system, which cannot be fulfilled, leading
to frustration. Without a detailed knowledge about the orchestration [PF] of the internal
processes, neither a concrete time and budget planning nor a considered selection of the
project team is possible. Therefore this is essential for the success of an ERP implementation.
"We need first a process and then the solution". This recommendation was given to B7
for the implementation of an ERP system (B7 41). This is particularly necessary because
internal processes have to be adapted, as B8 explains: "The internal processes are forced to
adapt with a system change"(B8 27).
4.2 Project Team Staffing
A balanced project team is critical to ensure that all areas and functions of a company are
covered. This set of people consists of a project manager and members of the management
board but is extended by key users from different departments [Le15, p. 430]. The experts
recommend that the team include personnel consulting, customer service, payroll accounting,
and invoicing. The created project team should have sufficient know-how about the industry
and the company. Furthermore, the selected project team must be given adequate time
to realize the ERP implementation and their daily work. The project and the associated
8 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
team should be led by project management that can enforce decisions, intervene in case of
difficulties, and serve as the contact person for external consultants.
The project team should be familiar with the industry’s day-to-day business and the
company’s internal processes (B8 9, 15; B9 13). The interviewed experts recommend
consistency in the project team. Since different groups always have different opinions, the
system requirements are additional (B2 15; B5 45; B9 21). Öther people always bring
different ideas with them, often all the work done is thrown out because everyone wants to
get their thing done". (B9 21)
4.3 Project Planning
Since the introduction of an ERP system is an intervention in the company’s structures and
processes and causes changes, well-thought-out project planning is essential. Core elements
are project definition, time planning, and the provision of sufficient financial resources.
The schedule should be well structured and contain concrete milestones. These should be
chosen so that they correspond to the time resources and possible prioritization of individual
modules. The parallel operation during the implementation is also noted as positive so
that daily routines can be tested. For optimal implementation, the project plan should be
developed that success can be recognized every week within the project team.
A timetable with concrete milestones is important. (B2 23; B3 13, 21; B4 5; B5 57; B6 11,
17; B7 43; B8 25; B9 13). Milestones are a way to get structure into the introduction (B1
63; B4 5) and focus on the set goal (B4 5; B9 13). If the project plan does not match the
available resources, this causes stress (B1 43; B4 11; B7 43).
4.4 Analyzing Data / Data Privacy
According to current data security standards, a correct and accurate analysis of the data
stored in the future ERP system is critical to think about the compliant implementation. As
described in the paper of Pablo et al. [Sa17], the primary data security issues in cloud-ERP
Implementations are (1) Lack of Control (data control, staff control from the cloud provider,
etc.), (2) Integrity (uniformity of stored data, lack of trust between the parties, etc.) and (3)
Availability (depends on a cloud provider). Additionally, also, some experts have mentioned
the need to comply with current laws and guidelines.
Ït is important to fulfill all the requirements given by the DSGVO"was mentioned by the
experts (B3 21). Another expert is aware that this is not only a onetime job but also that you
continuously have to be mindful of changes in the environment to adapt from a compliance
perspective (B4 54).
Cloud-based ERP Systems for Personnel Service Companies 9
4.5 Acceptance of the Users
User acceptance is essential for the success of the introduction. However, since most people
are naturally reluctant to make changes, it is necessary to emphasize this so that the mood
does not fluctuate from acceptance to rejection. If the employees, who are ultimately the ERP
system operators, feel included even before the final implementation, the users’ acceptance
will eventually increase. Several experts have already experienced that a lack of acceptance
or willingness on the users has tipped the mood into the negative and slowed down an
introduction or brought it to a complete standstill. To ensure that the necessary acceptance
is not lost, communication between all participants should be maintained utilizing ongoing
feedback during the entire implementation phase.
Users should be shown what the introduction of a new system brings and how it helps them
in their daily work to maintain acceptance (B2 45; B3 15; B6 19; B7 23; B8 21;). However,
this should be done in advance (B2 45; B3 15) that users do not feel forced but included
(B7 15). A lack of acceptance or willingness of the users and a negative mood can cause an
introduction project to fail (B3 23; B6 17; B7 17; B9 19).
4.6 External Support from Consultants
External support, e.g., consultants from the software supplier or independent consultants,
is essential for implementing an ERP system. Even before the implementation, help from
external consultants can pay off for the process survey because they know the industry
and the ERP system and, therefore, tell a PDL what is needed during the implementation.
This external support is essential, especially for smaller companies and companies about
introducing software. External consultants can provide the PCS with reference examples
and best practices from other customers. At the latest, for full user training, external support
is essential.
For a successful implementation, the consultant in charge must know the industry (B1
15). External consultants can tell the customer what to expect during the implementation
(B4 5) and show best practice examples (B2 49, 55). Especially for small companies and
enterprises, which are about to introduce or change their software for the first time, it is
essential to get support from outside (B8 33; B9 23).
4.7 Communication
In many aspects, efficient communication is a prerequisite for success and impacts other
success factors. Especially concerning user acceptance, it is vital to have good internal
communication even before the ERP system is implemented. The project team should
communicate openly and honestly, and any difficulties or delays in the project plan should
10 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
be immediately communicated internally and externally. Another task of the project team
is project marketing. Project marketing includes all activities that serve to make the ERP
introduction known in the project environment and increase acceptance. The experts agree
that ongoing positive communication promotes acceptance and conveys order and security.
Positive feedback on the course of the project is necessary to support the management.
For respondents B1, B4, and B9, communication is the basis for a successful ERP
implementation (B1 15; B4 7; B9 33). "Communication is most important"(B1 15). Active
listening is a crucial factor here (B4 7). The conversion of processes needs to talk to the team
members involved even before processes are converted (B8 27). They should not merely be
sat down and told that things will be done differently now (B2 45). Primarily to maintain
user acceptance, it is necessary to communicate with the users on an ongoing basis (B7 19).
4.8 Training (Keyusers, Users)
Since ERP systems are very complex systems, extensive training of the users is required.
Introducing a new ERP solution without the end-users’ extensive training can have drastic
consequences and is one of the most common reasons for implementing implementation
projects. A sufficient budget should be set aside for the training of ERP users. It is
recommended to allocate 17 percent of the project budget [WM09]. In addition to the
financial budgeting, participants should also have enough time for the training courses and
attend them undisturbed. The experts recommend using practical examples and involving the
participants instead of frontal lectures to gain the knowledge on the future users. Additionally
some used knowledge management methods would help to support in the long term [FP07].
In the first training sessions, the project team, especially the project managers, should be
intensively trained in using the ERP system since they will be responsible for internal
support as key users later.
Users must understand the full context and implications of the functions (B5 17). The
employees must be trained as much as possible in advance. Only when they are taught
will they enjoy it, and acceptance increase (B3 15). The project team or key users are also
responsible for internal support. New employees must be shown how to do it correctly, not
to feel lost (B2 45; B5 49).
4.9 Support from Top Level Management
Top Management Support has been identified in the literature as the most crucial success
factor in implementing a new ERP system [A 01; Le15]. In our study, the experts express
different opinions on the influence of management. While the management’s support is the
essential factor for one expert, several experts consider it critical only concerning financial
capital provision. Should disruptions or unexpected delays occur, decisions have to be made
Cloud-based ERP Systems for Personnel Service Companies 11
by top management. The management should lead by example during the implementation
and positively express themselves about its new ERP system.
The management is mainly responsible for providing financial resources (B4 25; B8 19). B5
states that the importance of management also depends on their role in the company. If they
are involved in the daily business and work with the ERP system daily, they are considered
vital users. Otherwise, B5 also sees the management here mainly in the money-giving role
(B5 51). Two experts name the creation of free space or time resources in the project team
as a necessary management task (B6 15; B9 17). Especially when it comes to mediating
discussions and taking action or prescribing how something is to be done, B2 feels that the
management’s support is necessary (B2 19).
4.10 Considerations for Implementations
ËRP implementations are a journey, not an event"[Pe15, p. 15]. Implementations of
cloud-based ERP systems are a complex undertaking, in which so-called "critical success
factorsßhould be taken into account for a successful outcome. However, the most important
of the factors identified in the survey of the processes and requirements, which only enables
a suitable composition of the project team and an estimation of the implementation time
required to create a project plan. Thereby it is unavoidable to adapt the internal processes
to the given processes of the provided ERP system. For an optimal implementation, the
defined processes and the assembled project team should not change during the project.
External support, e.g., consultants from the software supplier, is essential for introducing
a new ERP system, at the latest for full and detailed user training. Many companies
underestimate the importance of user training during ERP implementations. Without well-
trained users, however, an implemented ERP system will never provide the full added value,
and therefore sufficient budget for user training should be included in the project planning.
Another KEF accepts these users, which brings a project to success or failure and can only
be achieved through good communication, user training, and support.
The unique characteristics of a cloud-ERP (Availability, Data Privacy, Scalability, and
SLAs) have to be taken into account and communicated internally and externally. Besides,
external support and project planning can be implemented more successfully through
existing experience than with an individual solution.
5 Limitations and Future Research
This paper is distinguished by the fact that the Austrian legal situation and collective
agreements were considered. Due to the fact that in the area of the PSCs, other countries
have different regulations that have a direct impact on the personnel service ERP system to be
implemented, no agreement is guaranteed here. Further follow-up studies would be possible
12 Christian Ploder, Thomas Dilger, Reinhard Bernsteiner
for implementations at international personnel service companies and a more extensive and
broader selection of experts. The results of this research could also be compared with already
identified success factors in the area of cloud-based ERP implementations in conventional
companies.
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