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Global Payroll in the Cloud
Most Significant Payroll Concerns
Copyright © 2015 Accenture All rights reserved. 2
• Inefficiencies across people, processes and technology solutions
• Inability to leverage leading practices across payrolls
• Lack of visibility of payroll data to support cost analysis and compliance
• Limited ability to establish regional / global SLAs and KPIs to measure payroll performance
• Lack of integration and self service • Data accuracy and integrity • Costs associated with relying on manual
processes
• Applying ongoing changes to legislation • Adhering to the existing rules and
regulations• Achieving efficiencies across multiple
cultures, languages and currencies
• Accurate and timely processing of payments and required reporting
• Compliance related to work and pay rules• Reliance on manual processes
COMPLIANCE
STANDARDIZATION
AUTOMATION
COUNTRY LEVEL REQUIREMENTS
VISIBILITY & MEASUREMENT
CHANGE DRIVERSPROMOTE AUTOMATION• Find opportunities to enable integration, interface
optimization, portals and self service• Leverage opportunities to reduce manual processing
ACHIEVE DATA VISIBILITY• Promote global reporting• Drive performance through regional and global
SLAs/KPIs
DEFINE SYSTEM OF RECORD• Establish single HR system of record• Tighter integration with other HR and Financial
systems components
DEFINE GLOBAL PAYROLL ORGANIZATION• Define compliance and a payroll presence globally• Promote standardization to establish leading practices
across regions
Technology:Change Drivers Lead to New Requirements
3
Mitigate Risk & Liability(Promote Overall Employee Experience)
Require Visibility of Payroll Data, Ability to Measure Payroll Performance
Ensure Compliance & Data Integrity (Ability to Enable Data Sharing)
Find Qualified Resources (do more with less)
Process Across Multiple Regions, Regulations & Cultures
STANDARDIZE PROCESSES GLOBALLY• Find opportunities to standadize globally• Apply localization where regulatorially required
Copyright © 2015 Accenture All rights reserved.
Technology:Impacts of Implementing New Requirements
4
BEFOREAFTER
INTEGRATION & SELF SERVICE
HR SOURCE OF RECORD
GLOBAL REPORTING
DATA INTEGRITY / ACCURACY
STANDARDIZATION
COMPLIANCE
Limited and not standardized
Enabled, Standardized
Compromised through dual maintenance and manual processes
Integrated
Reporting only available on local payroll level
Enabled
Compromised by manual processes and lack of integration
Significantly improved through enabled data sharing & integration
Payroll technology and process applied locally
Standardized technology and process applied globally
Requirements defined on a local level. Compromised by manual processing
Requirements defined on a global level. Supported by automation
Copyright © 2015 Accenture All rights reserved.
CHANGE DRIVERSPROVIDER OPTIMIZATION• Limit the number of payroll providers• Balance the level of service provided
IMPLEMENT GLOBAL SERVICE DELIVERY• Centralize transactional work and achieve
FTE specialization• Enable standardization and best practice alignment
STANDARDIZE SERVICES PROVIDED• Increase consistency of services• Leverage skills across locations
DEFINE GLOBAL SOURCING STRATEGY• Standardize the selection and management of 3rd parties• Reduce vendor management effort
Service Delivery:Change Drivers Lead to New Requirements
5
Inability To Manage Multiple Contracts
Need to Gain Efficiencies & Reduce Manual Processing
Need to Balance Level of Service
Mitigate Risk / Liability
Increased Globalization (requires a Global Sourcing Model)Leverage to Prevent Costly Inconsistencies
IMPLEMENT CONTROLS & GOVERNANCE• Reduce challenges and risks in managing multiple
operating models• Create global governance roles and responsibilities
Copyright © 2015 Accenture All rights reserved.
Service Delivery:Impacts of Implementing New Requirements
6
BEFOREAFTER
DELIVERY MODEL
PROVIDER OPTIMIZATION
PROCESS STANDARDIZATION
METRICS
QUALITY STANDARDS
TRANSACTIONAL WORK
Delivery model, governance and compliance standards defined on a local level
Defined on a global level
Multiple vendors with service levels defined on a local level
Global payroll provider(s)
Minimal due to multiple solutions and decentralized model
Global with one vendor and a centralized model
None or lagging indicators
Predictive Analytics / Root Cause Analysis
Control / Compliance Oriented
Process Oriented Methods
Performed on local level resulting in higher labour investment
Centralized global service delivery center enabling global strategy and FTE specialization
Copyright © 2015 Accenture All rights reserved.
Global Service Delivery: Components
7
GLOBAL SERVICE DELIVERY
Creation of an Employee Contact Center.• Call Center
• Knowledge Tools
• Case Resolution
• Tier 1-3 Escalation
Retained services
are centralized in
a Global Service Delivery Center. • Transactional work
shifted
• In-Country SMEs engaged
• Vendor Management
• Process Standardization
Creation of a Center of Excellence (COE). • Deep skills in Payroll
• Strategize for organization
• Process ownership
• Monitor metrics
• Process improvement
• Link to the Global Strategy
PAYROLL COE
Governance Roles
and Responsibilities are defined.• Compliance managed
on a global level
• Global or Hub and spoke model enabled
• Global strategy and standards supported
GOVERNANCE PROCESSINGEE CONTACT
Global Service Deliver
y
Copyright © 2015 Accenture All rights reserved.
GLOBAL PAYROLL CENTER OF EXCELLENCE
Global Strategy
Payroll Compliance
Supplier Mgmt
Employee Contact(Level 2)
Escalations(Level 2)
Policy & Procedures
Global Governance Roles Global COE Responsibilities
COE
Governance: Hub and Spoke Model
8
Local Spoke
REGIONAL HUBS
Regional Payroll
Operations
Regional Compliance
Regional Supplier Mgmt
Employee Contact(Level 2)
Escalations(Level 1)
In Country Coordination
Regional Governance Roles Regional Hub Responsibilities
COUNTRY SPOKES
Specific Support
Processes
Local Compliance
Identified Inputs
Selected Projects Escalations
In Country Communicati
on
Country Spoke Responsibilities
Regional Hub
Local Spoke
Global Service Deliver
y
Copyright © 2015 Accenture All rights reserved.
Metrics Matter
9
Global Service Deliver
y
KEY PARAMETERS
Accuracy
Cost
Timeliness
Key Scorecard Indicators
CATEGORY:
Perfomance/ Provider Level Metrics
• Tie to Provider SLAs
• Tie to KPIs
• Measure overall “health” of payroll
CATEGORY:
Payroll Operations Based Metrics
• Concentrate on case resolution
• Measure the performance of the execution steps
CATEGORY:
Processing Metrics
Unit based measurements of payroll and service delivery productivity. Used for root cause analysis
EXAMPLES
• Number of errors and adjustments
• Payment Reissues
• Overpayments
EXAMPLES
• Cost Per Paycheck
• Cost Per Payee
• Payment Accuracy
• Reporting Timeliness
EXAMPLES
• Payroll Deadlines
• Input Accuracy & Timeliness
• Timeliness of Payroll Inquiry Resolution
Copyright © 2015 Accenture All rights reserved.
Technology and Service Delivery: Payroll of the Past
Copyright © 2015 Accenture All rights reserved. 10
HR/Payroll
HR/Payroll HR/Payroll
Technology and Service Delivery: Payroll of the Future
Copyright © 2015 Accenture All rights reserved. 11
Payroll
HR/Payroll
IntegrationPartner
Why Accenture? End-to-End Support
12
powered by
Information TechnologyHuman Capital ManagementFinancial Management
Ecosystem Assessment
Interaction of processes, policies and systems with ecosystem
Planning & Strategy
Development of a transformation strategy
Implementation
Architecture, design, development and testing of the solution
Post Implementation
Ongoing application maintenance and business process outsourcing activities
Intelligence IndustryInnovationGlobal Reach AlliancesIndustrialization
Copyright © 2015 Accenture All rights reserved.
Why Accenture – Global Scale
13
Locations with highest concentration of Workday certified practitioners
Accenture’s Workday Delivery Centers
Hong Kong
225 Workday skilled, certified and
experienced experts
250 Asia Workday Experience and
Low cost delivery capability
50 Workday resources in our emerging European
growth market
Copyright © 2015 Accenture All rights reserved.
HR
/Pa
yro
ll Stra
teg
y &
So
ftwa
re S
ele
ctio
n
Accenture’s Workday Delivery Methodology
14
Project Management and Quality Assurance
HR Transformation
Plan Architect Test Deploy
• Project Scope & Kick Off
• Project Plan & Project Charter
• Governance Model
• Functional, Integrations & To Be Process Discovery
• Mobilization Plan
• Data Privacy and Works Council
• Communication Plan
• Prototype 0 (P0)
• Global Enterprise Design Sessions
• End to End Testing
• Conceptual Design Sessions
• User Acceptance Testing
• Conversion Approach
• Solution/Gap Analysis
• Project Charter & Plan
• Design Decisions
• Parallel Payroll Testing (if applicable)
• Training and Roll-Out
• Gold Tenant
• Production Data Conversion & Configuration
• Knowledge Transfer to Client Support Team
• Project Close
• Transition to Production
• Test Closure Summary and Test Metrics
Change Enablement
Configure and Prototype
Design
Configuration
Unit Test
P1
IterativePrototyping
P2
P3(Payroll)
Copyright © 2015 Accenture All rights reserved.
Learn More
15
Contact: Tina Juliana
Visit: Accenture and Workday
Read: • Digital
Radically Disrupts HR• Human Capital Manage
ment Solutions for Workday
Copyright © 2015 Accenture All rights reserved.