ADP Global Payroll Benchmarking

Nine Practices of High-Performing Global PayrollOrganizations

A Study in Strategic Global Payroll

© Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.2

High-Performing Organizations…

MultinationalOrganizations:

1. 5,000+ Employees

2. 500+ Employees

© Copyright 2013 ADP, Inc. Proprietary and Confidential Information.3

Nine Practices of Top-Performing Organizations


Global Service Delivery

Global SystemsRationalization

Global StrategicMindset

1. Global Service Delivery Model

2. Recent Service Delivery Transformation

3. Global Lines of Authority

4. Consolidated Global Systems

5. Hybrid Sourcing Strategy

6. Payroll Self-Service Driven by HCM

7. Minor Staff Realignment

8. Advanced Metrics

9. Strategic Global Mindset


Drive for Efficiency

High-Performing Organizations Balance Efficiency to Drive Greater Innovation

Pursuit of Innovation


Balance, Not Compromise

© Copyright 2013 ADP, Inc. Proprietary and Confidential Information.


Balance efficiency gains lead to greater innovation enhancements

Find greater efficiencies in global payroll

Leverage innovative practices in global payroll

High Performing Organizations…


Efficiency-Innovation Model


Leverage global and regional service delivery models

Capitalize on efficiencies through standardization

Maintain flexibility by implementing regionalservice centers

Have recently undergonetransformation of theirservice delivery model




High-PerformingOrganizations

Low-Performing Organizations

utilize a global service delivery model for global payroll

20%

#1





have more recently transformed to a newService Delivery Model for global payroll

53%

#2



have payroll leaders withglobal accountability



10%

#3


Does your payroll organization have:

Local accountability?

Regional accountability?

Global accountability?

Poll


Have recently deployed a global servicedelivery model for global payroll

Give global payroll teams visibility and accountability across the entire enterprise

Establish global lines of authority for payroll




are consolidating theirpayroll vendors globally



42%

#4


Eliminate multiple local vendors to gain organizational efficiency

Benefit from maturing of global payroll vendors

Deliver payroll services across the globe without depending on local vendors for expertise




adopt a hybrid sourcing strategyfor global payroll



13%

#5


Tend to pursue a hybrid global payroll strategy – balancing insourcing and outsourcing of services

Choose the best sourcing strategy for their diverse organizational needs

Take advantage of economies of scale



Does your organization drive payrollself-service through:

HR system?

Payroll system?

Other system?

Not at all?

Poll



are less likely to provide self-service through their payroll system



10%

#6


Take advantage of self-service through a global HCM system

Place key integrations between HR and payroll systems

Provide a single consistent interface for system users to lower learning curve and increase adoption




Experience less payroll staff realignment and headcount reductions when outsourcing



43%

#7


Re-deploy staff to more strategic areas of the business

Achieve their global sourcing goalswith fewer disruptions

Are more efficient and hence can afford to retain more staff




use advanced metrics to manage quality and make decisions



23%

#8


Establish a comprehensive set of operational metrics

Use analytical methods to guide business decisions

Use root cause analysis to maintainquality standards

Focus on leading andpredictive indicators

Guide business strategy through tangible facts




foster a global and strategic mindsetacross their payroll staff



36%

#9


Place greater emphasis on building globaland regional payroll teams, not focusedsolely on clerical/operational tasks

Involve payroll staff in higher level strategic activities

Foster strategic competencies among field payroll teamsand offer rotational assignments for

development




Efficiency Innovation

Strategic Global Mindset (#9)

Advanced Metrics Framework (#8)

Minor Staff Realignment (#7)

Payroll Self-Service Driven by HCM (#6)

Hybrid Sourcing Strategy (#5)

Consolidated Global Systems (#4)

Recent Service Delivery Transformation (#2)

Global Service Delivery (#1) and

Accountability (#3)

Are defying the global strategic payroll paradox and

pursing BOTH efficiency and innovation





How to Engage

Download the Executive Summary for more information on this research:

www.adp.com/globalbenchmarking

Contact Jeitosa to participate in the global benchmarking study:

[email protected]

Contact ADP sales to learn more about making Global Payroll work for you:

[email protected]




Steve HardyVice-President, Corporate [email protected]@steevh

Karen BeamanCEO & FounderJeitosa Group [email protected]@karenbeaman

mailto:[email protected]

mailto:[email protected]

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ADP Global Payroll Benchmarking