Where healthcare workforce complexity meets HCM that handles it.

We design integration boundaries between EHR/clinical systems and HCM — scheduling data flowing between Epic or Cerner-adjacent systems and the HCM platform, time and attendance integration with clinical workflow, labor distribution touching both surfaces. Our practice depth on Epic and Cerner specifically is at the research and proof-of-concept level. Production EHR implementation isn't our practice, and we tell prospective clients that directly. If the engagement requires Epic-side or Cerner-side configuration work, we work alongside specialists who do — and we own the HCM-side integration design that ties them together.

UKG Pro and UKG Pro WFM are where most of our healthcare implementation depth sits — they handle the multi-union, premium pay, and acuity-based scheduling complexity that academic medical centers and large health systems need. ADP Workforce Now and Paylocity show up in our healthcare work too, more often in community hospitals, ambulatory networks, and post-acute providers where the workforce complexity sits in different places. Our advisory work stays platform-agnostic. Our implementation work goes platform-deep.

Research labor distribution and effort certification are configured at the HCM layer, not bolted on as a separate compliance system. We design grant-specific cost objective structures that encode allocation rules, effort certification cycles that align with each agency's reporting calendar (NIH, HRSA, AHRQ, and others), and audit trails that hold up under federal review. Cost transfer corrections — the inevitable mid-cycle reality — flow through the same structure without breaking continuity. The output is payroll and labor distribution that produces the documentation federal reviewers actually look for, generated from the system that ran the payroll, not reconstructed after the fact.

We work both, with the deepest portfolio in academic medical centers — that's where research grant payroll, faculty appointment complexity, residency programs, and multi-union clinical workforces converge in one organization, and that convergence is where generic HCM hits its limits hardest. Community hospitals carry a different complexity profile: typically simpler funding structures and faculty layers, but often stronger union concentration, more premium pay variability, and tighter operating margins that make HCM configuration accuracy non-negotiable. Engagement shape adjusts to what the workforce actually needs, not to a template.

Vendor professional services teams are good at getting the platform stood up. They're not always set up to handle healthcare's workforce complexity — research grant splits, residency programs, multi-union shift differential rules, and the configurations that need to survive contract renegotiation cycles. We work alongside the vendor's professional services team when the engagement structure calls for it, and we work in their place when the client wants healthcare-specific depth on the implementation team. Either way, we own the configurations that have to keep working after go-live, when the vendor team has rolled off and the operational reality starts to drift.

Residency programs sit in a workforce category most HCM platforms don't natively model. ACGME duty hour rules, rotation scheduling, transition-to-attending cycles, and accreditation documentation all touch payroll, time and attendance, and labor distribution simultaneously — and the residency workforce is structurally different from both the faculty practice plan and the staff payroll, even though all three share the same general ledger. We've built configurations for academic medical centers where the residency program runs as its own workforce category with its own compliance audit trail, sized to survive the next accreditation review.

Contract renegotiation is one of the moments where HCM configurations break quietly. New pay scales, revised seniority rules, changed differential structures, and updated grievance procedures all have to encode into the existing system without disturbing the configurations that aren't changing. We support clients through the configuration side of contract cycles — modeling the changes against the current state, identifying where the new contract conflicts with existing rule structures, and implementing the configuration updates before the new contract's effective date. Negotiation strategy and bargaining are not our practice; configuration accuracy through the change is.