You approve a change.
Then you have to find out how to make it happen. A business decision becomes a configuration request, a coordination exercise and another thing to chase.
For People leaders at growing enterprises
You have people to lead. Your HR system shouldn’t be another job.
Too much of your week can disappear into chasing requests, coordinating changes and keeping the system working. Sol is building a core HR system designed to take on more of that administration, giving you more room to lead while keeping human judgment where it belongs.
Explore fit and early access. You’re starting a conversation, not committing to a migration.
First customer launches planned for early 2027. Published availability ↗
The work behind the work
How much of your people work is actually system work?
A manager needs help.
You become the person connecting the request, the policy and the people who can move it forward. The system is there, but you’re still doing the connecting.
You prepare to lead.
Before you can contribute to the discussion, you have to reconstruct what happened and find the missing context. Preparation crowds out the work you came to do.
You can keep the work moving and still spend too much of your time compensating for the system.
Start with your work
What are you trying to get done?
Start with the progress you need. You don’t have to know which product capability or service name sits behind it.
Not sure where to start? Bring the process that keeps coming back to your desk.
A different foundation
You need less work behind the screen, not just a different screen.
You’re evaluating a replacement HR foundation, not another tool layered onto your existing HRIS. Sol’s stated approach is to make maintaining and adapting the system part of the product itself.
Look beyond the first answer or automated action. Include the preparation, checking, corrections and exceptions. That is where you can establish whether the change gives you capacity back.
Read Sol’s product approach ↗
One platform. Four service lanes.
Start with the outcome you need.
See how support could fit around the work you want to change. Confirm the product fit first, then agree on the help you actually need.
Proposed service offerings. The lanes below describe potential support around the platform. Availability, deliverables and commercial terms need confirmation with Sol. They are not four independently available software products.
You can put a decision into practice.
Policy and workflow setupYou need to update how the organization works. You don’t need another project just to make the software reflect the decision.
Sol describes an approach in which business intent informs proposed system changes, with review and approval where needed.
Potential service scope
Work through a priority policy or process. Identify the rules and exceptions that matter, establish who approves what, and test the agreed configuration against representative situations.
The outcome to evaluate
Discuss the change you need to make
Related product direction ↗
Move an approved change into use with less coordination and rework.
Your people can get the request finished.
Employee and manager enablementYou shouldn’t have to become the interpreter between every person and the HR system.
Sol describes contextual guidance for tasks such as a team transfer, including the associated decisions and approvals.
Potential service scope
Select recurring requests that create unnecessary handoffs. Set up and test those experiences with representative users, prepare people for the change and define when a person should take over.
The outcome to evaluate
Discuss the requests taking your time
Related product direction ↗
More agreed work completed without your team repeatedly stepping in.
You can examine the change before making it.
Workforce planning setupYou need to assess a proposed reorganization or staffing change before committing to it.
Sol says it is building planning capabilities alongside its transactional system so scenarios can be modeled against live data.
Potential service scope
Define the planning question, establish the information and assumptions needed, and configure agreed scenarios for review. Document the limitations so everyone understands what the comparison does and does not establish.
The outcome to evaluate
Discuss the decision you’re preparing for
Related product direction ↗
Bring an informed comparison to the decision, with less rebuilding of the underlying picture.
You can make the move with your eyes open.
Transition and governance supportYou may have reasons to replace your current system. You also have a business to keep running while you evaluate the move.
Your decision needs to account for data, integrations, access, ownership and the work your team will have to absorb.
Potential service scope
Map transition requirements and dependencies. Agree on validation responsibilities, data reconciliation, permissions review, launch criteria and escalation arrangements.
The outcome to evaluate
Discuss your transition requirements
Related engineering considerations ↗
Know what must be true before launch, who is accountable and what remains unresolved.
You shouldn’t need all four lanes to start a conversation.
Talk about your HR setup
The voices shaping the work
What people leaders want from their next HR system.
Professional perspectives and feedback from product development. Different experiences. Specific expectations about what should change.
“Powerful, intuitive, and something people will actually love to use.”
“I’m optimistic People technology can deliver on its promise.”
A clearer place to start your day.
One design partner wanted Sol to help her understand what mattered that morning and give her a useful starting point.
Unnamed design partner
Prototype feedback reported by Sol.
Not a production outcome.
Read the design-partner account ↗
Help that doesn’t make you feel further behind.
Another design partner disliked unfinished work being resurfaced immediately. She wanted less pressure on her attention, not another system keeping score.
Unnamed design partner
Prototype feedback reported by Sol.
Not a production outcome.
Read the design-partner account ↗
These public statements are published by Sol. Advisor and executive endorsements are not customer deployment results. Employer names identify the speakers; they do not establish a customer relationship.
What the change should give you
Judge the change by what you can do afterward.
A worthwhile change should show up in your working day. Look at the work removed, the responsibility that remains and the capacity you can actually use.
Time for your people.
Count administration, including checking and correcting automated work. Then examine what the recovered time makes possible.
The ability to act.
Examine how long an approved policy or process change takes to reach use, and how many people have to coordinate it.
Requests that get finished.
Check whether employees and managers can complete the task, not just get an answer. Count how often they return for help.
Context that carries forward.
Notice how often someone has to repeat an explanation or reconstruct the reason behind a decision.
Room to prepare.
Measure the effort needed to compare workforce options, check assumptions and prepare for a decision.
Control over delegated work.
Establish whether you can account for the action, its authorization and the human review involved.
For everyone carrying the change
Your next system has to work beyond the buying decision.
Bring the people who will evaluate, operate and use the system into the conversation. Their questions belong in the decision.
For you as a People leader
You need room to advise, plan and lead. You also need a case you can explain to the business without relying on optimism.
For your HR operations team
You need to know which work disappears, which work changes and which responsibilities remain. Supervising a new system cannot become an uncounted second job.
For your finance team
You need the whole cost: software, migration, internal effort and ongoing support. Recovered capacity and actual cash savings should be shown separately.
For your IT and security team
You need to inspect the boundaries around access and action. A useful demonstration should show what is blocked, not only what succeeds.
For your managers and employees
You need ordinary tasks to become easier to complete. When a situation needs care or discretion, you need a clear route to a person.
Before you take the next step
You should know what you’re stepping into.
Can you start using Sol immediately?
Sol’s published plan is for its first customers to go live in early 2027. Your conversation should establish the current product stage and whether the timing fits your organization.
Do you have to commit to replacing your HRIS?
This inquiry is a request for a conversation, not a purchase or migration commitment. Start with what needs to change and what a suitable replacement would have to prove.
What does early access mean?
Sol’s current early-access invitation covers product updates, early gatherings and opportunities to participate. It is not a guarantee of immediate software access.
Can you help shape the product?
Sol describes a design-partner program involving roughly an hour every other week, with discussion, product previews and feedback. Ask about current eligibility, expectations and participation terms.
Will AI leave your team with more checking to do?
That belongs in your evaluation. Count the work around the automation, including preparation, supervision, corrections and exceptions. A task that runs quickly is not enough evidence that your team’s overall workload has declined.
What about your data and human oversight?
Ask to review the controls relevant to your organization: permissions, approvals, action records, data handling and escalation. Confirm what is available to inspect and what remains in development.
What will the product and services cost?
Discuss your requirements to establish scope and pricing. Ask for a clear separation between software, implementation and ongoing support. The proposed service lanes on this page need confirmation; they should not be assumed to be included in a subscription.
A useful place to begin
Bring one process you’re tired of working around.
You don’t need a completed replacement plan. Bring a recurring request, an upcoming business change or a requirement your current setup struggles to support.
Start with the work.
Describe what you’re trying to get done and where the process slows down.
Examine the fit.
Discuss your requirements, timing and the evidence you would need to evaluate Sol.
Choose your next step.
That may be further evaluation, a design-partnership discussion or staying informed while the product develops.
More room for your people
You need more room to lead. Start with the work getting in the way.
Bring your situation, not a finished specification. Start a conversation about fit, timing and what you need to change.
You’re exploring a next step, not committing to a migration.
Talk about your HR setup.
Tell Sol what you’re working through. Fields marked * are required.
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