Coexistence, not replacement
HumanR vs enterprise HR suites
The global suite runs your group. Something still has to run the property.
We're not going to pretend HumanR replaces a global HCM suite, because it doesn't and it isn't trying to. Those suites are the corporate system of record: talent, performance, learning, succession, analytics across every country a group operates in. What they are not is a payroll that runs on your island. Suite payroll ships localized for roughly fifty to sixty countries, and the ones that matter here are usually not on the list — which is why, at group after group, property payroll still happens somewhere else. That somewhere else is the seat we're applying for.
Keep talent, performance and group analytics in the suite. Put attendance, statutory payroll, service charge, housing and permits on HumanR — and post the journal up to group finance every month.
Where the line actually falls
| The job | In HumanR | In enterprise HR suites, as a rule |
|---|---|---|
| Payroll where you actually operate | Built for it: multi-currency packages, pension contributions, Ramadan runs, holds, final settlements, bank-ready files per currency | Localized for roughly 50–60 countries. Outside that list there is no payroll — property pay stays local or outsourced regardless of what the group bought |
| Service charge distribution | A first-class module: pool per period, per-site eligibility and basis, the retention split you set, settled inside the payroll run | Not a concept in the suite. There is nothing to configure |
| R&R rotations and ticket entitlements | Eligibility matrix by local/foreign status, home-ticket grants, rotation tracking | Generic absence types. Ticket entitlement is not a thing the suite models |
| Work permits and quota by occupation | Quota permits with slots per occupation, used-versus-balance, expiry countdown | Date fields on the employee record. Quota-slot accounting is a custom build, quoted by the day |
| Staff accommodation | Property → room → bed inventory, assignment and vacate dates, occupancy ledger | Out of scope |
| Sites, vessels and staff movement | Work sites typed as resort, vessel, office or construction, with deployment history and site-level pay policy | Multi-entity org structures, yes. Vessels and site-level pay policy, no |
| Biometric attendance | Devices talk to HumanR directly over their own protocol — no middleware line item | Time module is mature; the device layer typically arrives via a partner, priced separately |
| Loan and advance requests from staff | Full lifecycle — request, approval route, disbursement, settlement — and staff raise them from their phone | Deduction types exist. The request-to-settlement lifecycle generally doesn't |
| Talent: performance, learning, succession | Not our layer. We don't build it and we won't claim it | Mature, market-leading, and genuinely the reason to own the suite |
| Getting live | Weeks, off your own Excel workbook, through an import wizard you drive yourself | Six to eighteen months, partner-led, with a one-time implementation fee typically quoted at around the annual subscription again |
| What it costs to run | Quoted per operation — headcount, sites and devices decide it | Full suite pricing is typically quoted in the region of $28–38 per employee per month, before implementation |
| Where payroll numbers end up | A balanced journal posted to your finance system in its own format — including group finance, if that's where the books live | Native posting inside its own ecosystem, when the payroll ran there in the first place |
Rows describe the category, not any one product — so check them against whatever is actually on your shortlist. Every claim in our column has a feature page behind it →
What we do that the suite structurally can't
Payroll that exists at all
This is the whole argument, and it isn't a feature race. If the suite has no localization for the country your property sits in, the payroll doesn't happen there — it happens in a spreadsheet, an outsourcer, or a system like ours. We'd rather be the third one.
Resort and site operations vocabulary
Service charge pools, ticket entitlements, quota slots by occupation, bed-level housing, vessels, uniforms and PPE. A big-suite partner could build most of it at consulting rates. Nobody budgets that for a 300-person property.
Time to value measured in weeks
Your workbook is imported, previewed, validated and committed — not re-keyed over three quarters. The migration is the product, not the project that precedes it.
Self-service that includes money requests
Payslips and leave requests are table stakes. Salary advances and company loans, requested by staff and routed through the same approval engine HR uses, are not — and they're the requests resort staff actually make.
The finance system you actually run
Journal export covers the formats finance departments in this market really use, plus QuickBooks Online over API — rather than assuming a single-vendor estate from payroll to ledger.
Floor-level correctness
Disciplinary fines linked to the payroll deduction. Held salary released against one specific run. Reopening a finalized run recomputes instead of drifting. This is the layer a group HCM never reaches, and it's where payroll actually goes wrong.
Where the suite is genuinely ahead
If any of these are what you're buying for, buy the suite. We would rather lose this deal than win it and be wrong about it in month four.
The talent layer, entirely
Performance and goals, learning management, succession, compensation planning. These are mature products with decades behind them. HumanR has none of them, and we're not shipping thin imitations to fill in an RFP grid.
Group-scale analytics across countries
Headcount, cost and talent analytics spanning a whole chain in many countries. Out of our scope by design — we're a property-and-group-of-properties system, not a multinational reporting layer.
Certifications and enterprise trust artifacts
Formal certification portfolios, analyst coverage, the reassurance a board already recognizes. We don't hold certifications yet, and we say so plainly on our security page rather than implying otherwise with badge-shaped graphics.
Native mobile apps
Ours is a mobile web portal — fast, installable to the home screen, but not an App Store download. In a demo to a steering committee, a native app lands better. We're not going to pretend otherwise.
Ecosystem gravity
Thousands of implementation partners and prebuilt connectors. Whatever a group wants integrated, somebody already sells the connector. We build integrations ourselves, which means a shorter list and a more direct conversation about it.
Track record at scale
Hundreds of thousands of employees across the largest employers in the world. We're newer and smaller. What we'd offer instead is a demo login within minutes and a written answer to every line of your vendor questionnaire.
We keep the same list on our security page about certifications, for the same reason: a comparison you can't lose is a comparison nobody believes.
The questions this usually raises
Group HQ has already rolled out a global HR suite. Is this conversation over?
The opposite — that's the conversation we're best at. Keep the suite for talent, performance and learning; that's what it's for. Then ask who is going to compute pension contributions, service charge and R&R ticket entitlements on the island next month. If the suite has no payroll localization for your country, the honest answer is "the same spreadsheet as always". HumanR is the property layer under the suite, feeding a monthly journal up to group finance.
Isn't this just a cheaper version of a big suite?
No, and we'd rather you didn't think of it that way. A cheaper suite would be a worse suite. HumanR is a narrower product that goes much deeper on one layer: the workforce operations of a property — attendance, statutory payroll, service charge, housing, permits, uniforms, discipline. Depth in that layer is not something you get by discounting a suite.
Does HumanR integrate with what the group already runs?
On the finance side, yes and it's shipped: payroll leaves as a balanced GL journal in the format your accounting system expects, or posts to QuickBooks Online over API. On the HR-master side we haven't built a bidirectional employee sync yet — if a group deal needs one, tell us and we'll scope it rather than list it as available.
What happens to a suite implementation already in flight?
Nothing. That's the point of coexistence. The suite rollout continues at group level on its own timeline; HumanR goes live at the property in weeks and stops the spreadsheet from being the payroll system in the meantime. Neither one waits for the other.
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