Case StudyManufacturing

Building global HR foundations at scale for Renesas

Building global HR foundations at scale for 28,000 employees across multiple regions.

The Challenge

Renesas, a semiconductor manufacturer, operated HR services through fragmented legacy systems across three global hubs. Email-based case management and manual processes created inefficiency, but the company couldn't quantify regional process variations or accurately scope ServiceNow HRSD transformation complexity.

Our Solution

Pulsar delivered a 6-week Phase 0 'as is' discovery before design work began. The engagement included 22 workshops with 31 senior HR stakeholders across all three hubs, mapping 8 complex process groups and capturing 86 specific business change impacts.

28,000

Employees covered

Workshops delivered

Change impacts mapped

6 weeks

Design delivery

The scope nobody could define

Renesas, a global semiconductor manufacturer, faced a problem familiar to many organisations that grow through acquisition: HR systems were a patchwork of legacy tools, manual processes, and regional variations. With 28,000 employees — a third working in manufacturing environments without routine technology access — the company managed HR queries primarily through email and personal intervention.

Regional HR business partners fielded requests on behalf of line managers. HR operations hubs manually triaged cases from centralised inboxes. Knowledge lived scattered across intranets with questionable currency. Despite maintaining a 48-hour SLA through sheer effort, the system was straining.

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Standard discovery wouldn't cut it. Renesas knew its three global HR hubs across Japan, Malaysia, and Ukraine operated differently, but couldn't quantify how different or identify which processes carried the highest complexity.

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Phase zero: mapping before building

Rather than assuming global consistency, the engagement systematically documented how HR actually worked. Over six weeks, Pulsar facilitated 22 workshops with 31 senior HR leaders across all three hubs. Using structured questionnaires and predefined process frameworks, the team mapped eight complex process groups: onboarding, offboarding, absence management, job requisitions, benefits enrollment, performance management, long-term incentives, and employee data changes.

Consistent pain points emerged: manual case allocation, unclear delivery model definitions, limited technology access for direct employees, fractured data trust from acquisition legacies, weak management information, and workarounds where employees bypassed the hub model entirely.

Cutting the guesswork out of design

With phase zero complete, Pulsar delivered global standardised HR service delivery design in just six weeks. The team prioritised high-value processes, designed interventions for each change impact, and built adoption metrics so Renesas could measure ROI from day one. For factory workers without desk access, Pulsar designed secure iPad station strategies.

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Pulsar designed an end-to-end change strategy: communications plans for working councils and regional legal frameworks, training approaches for varied technology literacy, and engagement models that built trust in new systems.

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A roadmap built to deliver

Renesas now holds an implementation roadmap grounded in reality — which processes carry genuine complexity, where change resistance will emerge, and what metrics will demonstrate value. The adoption framework includes measurements for knowledge article usage, reduction in HR call volumes, factory worker self-service uptake, and case resolution efficiency.