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Accenture and Workday: Look to the Cloud for your Global Payroll Strategy
The document outlines the challenges and opportunities in global payroll management, emphasizing inefficiencies, compliance issues, and the need for standardized processes across different regions. It advocates for technology integration, a centralized service delivery model, and the establishment of a global payroll center of excellence to enhance performance and compliance. The emphasis is on promoting automation, reducing manual processing, and leveraging data visibility to optimize payroll services and manage risks effectively.
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Accenture and Workday: Look to the Cloud for your Global Payroll Strategy
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- 2. Most Significant PayrollConcerns 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
- 3. CHANGE DRIVERS PROMOTE 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.
- 4. Technology: Impacts of ImplementingNew Requirements 4 BEFORE AFTER 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.
- 5. CHANGE DRIVERS PROVIDER 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.
- 6. Service Delivery: Impacts ofImplementing New Requirements 6 BEFORE AFTER 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.
- 7. Global Service Delivery: Components 7 GLOBAL SERVICE DELIVERY Creationof 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 Delivery Copyright © 2015 Accenture All rights reserved.
- 8. GLOBAL PAYROLL CENTEROF 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 Communication Country Spoke Responsibilities Regional Hub Local Spoke Global Service Delivery Copyright © 2015 Accenture All rights reserved.
- 9. Metrics Matter 9 Global Service Delivery KEY PARAMETERS Accuracy Cost Timeliness Key ScorecardIndicators 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.
- 10. Technology and ServiceDelivery: Payroll of the Past Copyright © 2015 Accenture All rights reserved. 10 HR/Payroll HR/Payroll HR/Payroll
- 11. Technology and ServiceDelivery: Payroll of the Future Copyright © 2015 Accenture All rights reserved. 11 Payroll HR/Payroll Integration Partner
- 12. Why Accenture? End-to-EndSupport 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.
- 13. 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.
- 14. HR/PayrollStrategy& SoftwareSelection Accenture’s Workday DeliveryMethodology 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 ConfigurationUnit Test P1 Iterative Prototyping P2 P3 (Payroll) Copyright © 2015 Accenture All rights reserved.
- 15. Learn More 15 Contact: TinaJuliana Visit: Accenture and Workday Read: • Digital Radically Disrupts HR • Human Capital Management Solutions for Workday Copyright © 2015 Accenture All rights reserved.