The landscape of workforce management has undergone a significant transformation, marked by a notable shift from the traditional framework of Human Resources (HR) to the contemporary concept of people operations. This shift represents a fundamental reimagining of the role of HR, emphasizing a more comprehensive and personalized approach to managing an organization's most valuable asset -- its people. A key catalyst driving this evolution has been the integration of Human Capital Management (HCM) systems, which play a pivotal role in supporting and empowering HR teams. This research study sought to examine the decision-making framework and strategic imperatives driving the integration of HCM systems and the pivotal role of end-users during the implementation process to ensure that the chosen HCM tools adequately support HR teams. The research study was performed throughout two cycles. The first cycle of this comprehensive study centers around dissecting the intricate fabric of leadership decision-making processes during the transition from traditional human resource processes and systems to the contemporary realm of people operations and HCM systems. The second research cycle focuses on comprehending end-user engagement within the context of integrating HCM systems. Evaluation of this study included an assessment of post-implementation issues that may occur when new HR tools are implemented in the workplace. Participants and collaborators shared a comprehensive set of insights that are valuable to stimulating key factors for organizational leaders planning to integrate HCM tools within their organizations. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]