ADP Global Payroll Benchmarking
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  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone
  • Globally top business objectives focus on talent management and leadership pipeline developmentEuropean respondents top areas of HR focus - ~>10% than Americas or Asia:Multi-currency/multi-country payroll (64%)Workforce training programs (76%)Global mobility between countries (77%)Skill and workforce development (77%)Local country benefits (70%)None of these items that make your human capital management deliver the results being demanded of you can be achieved by technology alone

Transcript

  • 1. Nine Practices of HighPerforming Global Payroll Organizations A Study in Strategic Global Payroll
  • 2. High-Performing Organizations… Multinational Organizations: 1. 5,000+ Employees 2. 500+ Employees 2 © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 3. Nine Practices of Top-Performing Organizations 4. Consolidated Global Systems 5. Hybrid Sourcing Strategy 1. Global Service Delivery Model 2. Recent Service Delivery Transformation Global Service Delivery Global Systems Rationalization 3. Global Lines of Authority 7. Minor Staff Realignment Global Strategic Mindset 3 6. Payroll SelfService Driven by HCM © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. 8. Advanced Metrics 9. Strategic Global Mindset
  • 4. High-Performing Organizations Balance Efficiency to Drive Greater Innovation Drive for Efficiency Pursuit of Innovation 4 © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 5. Balance, Not Compromise 5 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 6. High Performing Organizations…  Balance efficiency gains lead to greater innovation enhancements  Find greater efficiencies in global payroll  Leverage innovative practices in global payroll 6 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 7. Efficiency-Innovation Model 7 © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 8. High Performing Organizations…  Leverage global and regional service delivery models  Capitalize on efficiencies through standardization  Maintain flexibility by implementing regional service centers  Have recently undergone transformation of their service delivery model 8 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 9. High Performing Organizations… #1 utilize a global service delivery model for global payroll Low-Performing Organizations 9 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 10. High Performing Organizations… #2 have more recently transformed to a new Service Delivery Model for global payroll Low-Performing Organizations 10 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 11. High Performing Organizations… #3 have payroll leaders with global accountability Low-Performing Organizations 11 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 12. Poll Does your payroll organization have:  Local accountability?  Regional accountability?  Global accountability? 12 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 13. High Performing Organizations…  Have recently deployed a global service delivery model for global payroll  Give global payroll teams visibility and accountability across the entire enterprise  Establish global lines of authority for payroll 13 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 14. High Performing Organizations… #4 are consolidating their payroll vendors globally Low-Performing Organizations 14 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 15. High Performing Organizations…  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 15 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 16. High Performing Organizations… #5 adopt a hybrid sourcing strategy for global payroll Low-Performing Organizations 16 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 17. High Performing Organizations…  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 17 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 18. Poll Does your organization drive payroll self-service through:  HR system?  Payroll system?  Other system?  Not at all? 18 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 19. High Performing Organizations… #6 are less likely to provide self-service through their payroll system Low-Performing Organizations 19 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 20. High Performing Organizations…  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 20 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 21. High Performing Organizations… #7 Experience less payroll staff realignment and headcount reductions when outsourcing Low-Performing Organizations 21 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 22. High Performing Organizations…  Re-deploy staff to more strategic areas of the business  Achieve their global sourcing goals with fewer disruptions  Are more efficient and hence can afford to retain more staff 22 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 23. High Performing Organizations… #8 use advanced metrics to manage quality and make decisions Low-Performing Organizations 23 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 24. High Performing Organizations…  Establish a comprehensive set of operational metrics  Use analytical methods to guide business decisions  Use root cause analysis to maintain quality standards  Focus on leading and predictive indicators  Guide business strategy through tangible facts 24 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 25. High Performing Organizations… #9 foster a global and strategic mindset across their payroll staff Low-Performing Organizations 25 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. High-Performing Organizations
  • 26. High Performing Organizations…  Place greater emphasis on building global and regional payroll teams, not focused solely on clerical/operational tasks  Involve payroll staff in higher level strategic activities  Foster strategic competencies among field payroll teams and offer rotational assignments for development 26 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information.
  • 27. High Performing Organizations…  Are defying the global strategic payroll paradox and pursing BOTH efficiency and innovation Efficiency Global Service Delivery (#1) and Accountability (#3) Payroll Self-Service Driven by HCM (#6) Recent Service Delivery Transformation (#2) Minor Staff Realignment (#7) Consolidated Global Systems (#4) Advanced Metrics Framework (#8) Hybrid Sourcing Strategy (#5) 27 Innovation Strategic Global Mindset (#9) © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 28. Balance, Not Compromise 28 © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 29. 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: benchmarking@jeitosa.com  Contact ADP sales to learn more about making Global Payroll work for you: contact@adp.com 29 © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.
  • 30. Balance, Not Compromise Steve Hardy Vice-President, Corporate Marketing ADP Steve.hardy@adp.com @steevh 30 Karen Beaman CEO & Founder Jeitosa Group International karen.beaman@jeitosa.com @karenbeaman © Copyright 2013 ADP, Inc. Proprietary and Confidential Information. © Copyright 2013 ADP, Inc. and Jeitosa Group International. Proprietary and Confidential Information.