The document discusses the implementation of a global payroll aggregator model, covering aspects like governance, structural options, and the essential components of global payroll administration. It outlines the processes required for managing payroll across multiple countries, highlighting the importance of compliance, effective vendor management, and technology integration. The document also emphasizes the need for a structured approach to building a business case, rolling out payroll services, and ensuring smooth onboarding of new vendors.

2. Implementing an Aggregator Model
Mark Graham, EVP
Immedis, Inc.
September 27, 2017

3. 1. Global Payroll
i. Overview
ii. Governance
2. Structural options
3. Building a business case
4. What does a good global managed payroll look like?
5. RFI and RFP
6. Setting out the SLA’s
7. Role out and implementation
Commercial in confidence

5. 5
What is Global Payroll Administration?
The sum of all activity required to
coordinate and manage the operation of
payrolls in more than one country for a
single employer.

6. 6
What does Global Payroll Administration include?
◦ Collection and distribution of data required to calculate payroll (earnings, deductions,
net pay, tax liabilities)
◦ Completion and filing of employee and employer compliance
◦ Remittance of funds to statutory authorities
◦ Delivery of net pay to employees
◦ Accounting and management information reporting
◦ Compliant operation with global regulatory frame

7. Updates
to Vendor
Vendor
Processes
Payroll
Payroll
Funded
Reporting

8. Global
Payroll
Governance
Payroll
Treasury
Legal
Accounting
Finance
Tax
Mobility
Comp &
Benefits
HR

9. Conducting the Payroll Orchestra

10. ● Seat on governance team
● Monitor/measure program performance
● Compliance with privacy framework
● Vendor sourcing and management
● Global data management and reporting
● Integration of global and local technology
platforms
● Local compliance oversight
● Key role hires
● Ensure effective allocation of roles and
responsibilities
● Ensure right skills and competencies are
in place
● Expatriate program and policies
integration
● Net pay strategies/delivery for
expatriates
● Seat on new country implementation
team
● Non-local compensation and benefits
updates

11. • Program management
• Vendor management
• Global technologies
• Foreign exchange
• Culture
• Country registrations
• Tax treaties
• Basics of international employment law
• Expatriate policies
• Expatriate-related law
• Section 911
• RAs vs. NRAs
• Special rules for certain visas
• Privacy
• OFAC
• AML
Skills and Competencies

13. • Compensation/ benefit updates
• Joiners/leavers
• Gross-to-net calculations
• Tax remittances
• Local compliance
• Net pay
• Expatriate
processing
• Payslips
• Integration with
global
systems/processes

14. Structural Options

15. Some relevant attributes
to consider:
• Maturity of global payroll
program
• Size of organization
• Centralized/decentralized
• Functional/regional
• Shared services
• Number of locations
• Volume of employees outside
US/in each location
• Availability of “fit-for-purpose”
technology
• Availability/capability of
resources
• Inclination to outsource
(generally or, specifically, payroll)

16. Governance
◦ Responsibility always remains
with organization
Program management
◦ Functional
◦ Regional
◦ Shared services
◦ Shared with aggregator
◦ Outsource to Business Process
Outsourcer (BPO)
Processing
◦ Internal
◦ Outsourced
‒ Locally
‒ Aggregator / BPO

17. In-Country
Processing
In-Country
Processing
Program Management
PEO
Governance

18. Program Management
In-Country
Processing PEO
In-Country
Processing
PEO
In-Country
Processing
In-Country
Processing
Outsourced
provider
Governance

19. COUNTRY A
PAYROLL
PROCESSING
COUNTRY B
PAYROLL
PROCESSING
COUNTRY C
PAYROLL
PROCESSING
Outsourced Provider
Governance
Program Management

20. Fully managed global
payroll service
offering Worldwide payroll
calculations
Multiple
jurisdiction service
Payslips for all
employees
Choice of payment
frequencies
Tax and social
security deductions
calculation and
advice
Coordination of tax
and social security
payments
Employer wage tax
return reports and
submission
Updates on rate
changes for pensions
and social security
contributions
Delivery of net pay
into the employees’
bank accounts
Remittance of tax
to local authorities
Year-end
documentation
supplied to employees
Advice on relocation
costs and
subsistence
payments

21. Time to build a business plan.
Join my workshop on Thursday to learn more.

22. Next step is to
decide on a
vendor to work
with.

23.  A cloud based payroll platform
 An Administrator Portal and Employee Portal
 A provider with a network of global offices
 A global payroll partner that does not act like a mail-
man
 Technology integration
 Reporting and Analytics
 One Service Level Agreement
Commercial in confidence

24. Cloud based
payroll
platform
Commercial in confidence

25. Administrator and
Employee Portal
Commercial in confidence
Management Information
Dashboard

26. A provider with a
network of global
offices

27. A network of
global offices

28. A global payroll
partner that does not
act like a mail-man

29. Technology
Integration

31. 31

32. Sending out an RFI
Get ideas from vendors, even those who don’t make it to the RFP.
Sending out an RFP
The good news is that the information you collected when
building the business case will be the structure of these
documents

33. Give an overview of your organization Process Overview
Provide a timeline Technology
Organization Demographics Technical Infrastructure
Organization Structure Funding
Financial Condition Pricing
Service Spectrum References
Services to be provided by Your Firm as part
of the Engagement
Contract Template

34. An SLA is defined an official
commitment that prevails
between a service provider and
a client
One Service Level Agreement
Commercial in confidence

35. Roll-out and implementation

36. ● Phasing a successful delivery
● Provide a logically phased project for
service delivery and customer
onboarding onto a International Payroll
Portal
● The outlined phases are based on an
initial proposed outline plan which is
tailored directly with the customer
during early planning to achieve the
optimal outcome

37. 37
● A service onboarding methodology
is designed to create a path of
least resistance and maximum ease
for the customer to realize the
benefits of their new partner as
early as possible.
● It is defined as a simple set of
steps which the providers service
delivery team will guide the project
through from initial engagement to
successful service operation and
beyond.

38. 38
1. Governance structure and process setup
2. Mobilization of the project resources
3. Information gathering to onboard the service
4. Setup of technology platform, including in-country payrolls
5. Trial payroll operation highlighting any historical processing
issues with incumbent provider
6. Live payroll operation in a business as usual environment
7. Hypercare period during which the project delivery team
retain involvement in operational payroll for knowledge transfer
and handover

42. ● Phasing a successful
delivery
● Provide a logically phased
project for service
delivery and customer
onboarding onto the
Immedis Portal
● The outlined phases are
based on an initial
proposed outline plan
which is tailored directly
with the customer during
early planning to achieve
the optimal outcome

44. 1. Plan. Plan. Plan.
2. Determine Implementation expectations in the SLA’s
3. Leave nothing to chance
4. Assign ownership
5. Be open and honest with your provider
6. Accept mistakes, but don’t expect them.

45. Open forum

47. Thank You
www.immedis.com