Achieving Payroll Best Practices Through People Soft Payroll

Achieving Payroll Best Practices Through People. Soft Payroll Presented by: Praveen Gupta Manager January 17, 2007

Agenda § Best Practices - Defined § Best Practices - What and Why – A synopsis of Payroll Best Practices and their benefits § Achieving Payroll Best Practices through People. Soft Payroll – The relation – Implementation Method – Case Study § Conclusion § Q&A Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 22

Best Practices Defined: § § § A Hackett-Certified Practice is a proven technique that delivers measurable value Aligns with strategy Reduces costs Improves productivity Promotes timely execution Enables better decision making Leverages existing and exploits emerging technologies § Ensures acceptable levels of control and risk management § Optimizes skills/capabilities of the organization § Promotes collaboration across the extended enterprise Hackett’s Best Practices are certified when there is a correlation with world-class performance metrics Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 33

Payroll Process Definition § The payment and handling of salaries, wages, deductions and tax withholdings in accordance with organizational policies and government regulations. It includes the following sub-processes and activities: – Time reporting, including vacation, leave and absence management – Employee data maintenance Employee inquiry response – Pay calculation – gross to net, including salaries, wages, bonuses, commissions, allowances, deductions, third party vendor interface coordination, and tax withholding – Pay distribution and deduction remittance, including direct deposit and check printing; positive pay administration; pay advise distribution; and garnishment administration – Payroll tax and payment filing, including preparation and submission of payroll taxes and related Federal and state/province tax returns; and, year-end processing, printing, and distribution of employee tax forms – Payroll accounting, including account reconciliation and general ledger interface – Other regulatory and/or management reporting Answerthink Overview | Payroll June 30, 2003 Achieving Best Practices Through People. Soft Payroll 44

Payroll Best Practices – What and Why § Payroll processing handled in a leveraged environment – Lower costs; higher efficiency; greater operational process transparency; consistency & standardization; provides "Single City organization" view from customers across multiple departments § Key payroll personnel are APA CPP certified – Ensures that payroll resources are qualified have the competency requirements and skills needed in a payroll environment. More competency translates to less turnover § Employee self-service utilized – Reduces transaction processing by admin staff; Reduced errors due to paper loss and keying error; Employee ownership of data; speed in transaction processing; employee satisfaction § Direct deposit of employee paychecks utilized – Reduced processing and reconciliation of checks; More secure movement of funds; Reduced administrative time invested in payroll cycle Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 55

Payroll Best Practices – What and Why § Retroactive changes are automatically calculated within the payroll system – Reduces errors and manual calculations § Business expenses reimbursed through payroll – Eliminates duplicate check processing to same employee on payroll side on accounts payable side – reduces cost. Customer satisfaction § Service level agreements are established and monitored with business unit customers and third party services providers – Ability to measure efficiency and effectiveness of service between business relationships (customer, vendor, and payroll). Clear understanding of scope § Garnishments module integrated and automated with payments and reporting through electronic interface to agencies, where possible – Reduction in number of manual checks; Reduction in potential errors and omissions; Improved employee relations with garnishment enforcement agencies; Reduced reconciliation; increased efficiency Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 66

Payroll Best Practices – What and Why § EDI, ACH and/or other electronic means are utilized for payroll remittances to governments – Source of information available to vendors and government agencies on an as needed basis; Reduce cost and staffing; Improve accuracy and quality § All employee issues and resolutions are handled by one centralized point of contact – Elimination of varied communications options § Multiple levels of role-based security to allow controlled inquiry and update access to data, reporting and system controls – Technical support cost savings; eliminates errors and rework; protects confidential information § Strong governance over core Payroll process definitions, table maintenance, security, limits of authorities, and escalations – Ability to measure efficiency and effectiveness. Clear understanding of scope. Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 77

Achieving Payroll Best Practices Through People. Soft Payroll The Relation § People. Soft architecture – supports best practices to a very high degree – flexible for implementations and rollout – Delivers “out-of-the-box” functionality for Payroll – Tightly integrated with other HR functions § People. Soft architecture specifically – Supports centralized ‘shared services’ center – Provides Self Service for Managers and Employees – Capable of high degree of automation – e. g. Workflow, Interfaces and EDI – Predefined regulatory reports – Multiple level of Security – Central point for all payroll related data, processes, and reports Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 88

Achieving Payroll Best Practices Through People. Soft Payroll The Implementation Targeting Architecture Construction Migration Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll Evolution 99

Achieving Payroll Best Practices Through People. Soft Payroll The Implementation Architecture 1 2 Project Initiation Executive Interviews Current State Review 3 4 5 6 7 Vision Validation 9 10 Quick Wins Implementation Quick Wins Development Best Practice Vision 8 Solution Design Requirements and Fit/Gap Analysis Technology Architecture Planning Implementation Planning Business Case Development Ongoing Project Management/Program Office Ongoing Change Management & Communications Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 10 10

Achieving Payroll Best Practices Through People. Soft Payroll The Implementation Migration Construction 1 2 3 4 5 Project Initiation 6 7 8 9 10 11 12 13 14 15 16 17 18 Quick Wins Implementation Executive Presentation Detailed Org. Design Policy & Procedure Development Conference Room Pilot Education, Training, & Coaching Production Cutover Planning Application Configuration Functional Specs Technical Specs Custom Development Performance/ Stress Testing Data Conversion Test Planning Non-Production Environment Depl. Production Cutover Function Testing Production Environment Deployment Integration Testing Acceptance Testing System Testing Technical Knowledge Transfer System Optimization Ongoing Project Management/Program Office Ongoing Change Management & Communications Milestones Process Detail Test Scripts Production Cutover (Acceptance) Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 11 11

Achieving Payroll Best Practices Through People. Soft Payroll Case Study § The Industry – Printing and Publishing Industry – 27 business units in 11 States – Each business unit represents one publication – Every publication has its own HR and Payroll dept – A total of 9, 000 employees § Background – Each publication had their own different technology and sets of pay rules – Each publication had their own different methods and ways of payment – Little or no automation – Opened a support center with common technology, People. Soft HRMS and Financials to replace legacy systems at all newspapers Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 12 12

Achieving Payroll Best Practices Through People. Soft Payroll Case Study § The Rollout – People. Soft Implementation was done as a de-centralized system – Support Center had the responsibility of maintaining setup and control tables – Additionally support center was responsible for mass data changes – Business Units were responsible for maintaining their own employees data – For Payroll, Support Center was responsible for ¨ ¨ Running Time Admn and creating initial pay sheets Help and support BU to correct errors if any, or guide newspapers to the point of final calc Confirm Pay Run GL interface, ACH and Pos Pay files – For Payroll BU was responsible for ¨ ¨ ¨ Ensuring accuracy of pay sheets and pay lines Run audits and correct errors Print and distribute checks and DDA Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 13 13

Achieving Payroll Best Practices Through People. Soft Payroll Current Process Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 14 14

Achieving Payroll Best Practices Through People. Soft Payroll Current Process Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 15 15

Achieving Payroll Best Practices Through People. Soft Payroll Current Process Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 16 16

Achieving Payroll Best Practices Through People. Soft Payroll Current Process – Pain Points § Multiple handoffs between business units and support center § Dependencies upon email and / or phone confirmations – adds to overall processing time § No defined process ownership § Reactive management vs. proactive management § Handoffs between Benefits and Payroll adds to complexity § Lack of standard policies and procedures § Entering time directly into pay sheets to address time reporting errors – resulting in an additional manual process of verification § Training on the philosophy and processes associated with payroll and payroll system § AP and Cash Management receives multiple requests for remittances at different times from different papers § General lack of effective communication Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 17 17

Achieving Payroll Best Practices Through People. Soft Payroll Best Practice Implementation Approach Taken Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 18 18

Achieving Payroll Best Practices Through People. Soft Payroll Best Practice Payroll Process Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 19 19

Achieving Payroll Best Practices Through People. Soft Payroll Best Practice Payroll Process Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 20 20

Achieving Payroll Best Practices Through People. Soft Payroll Benefits Realization Annual Projected Savings $2. 1 Million Projected Improvement in Efficiency and Effectiveness 71% drop in number of tickets Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 21 21

Achieving Payroll Best Practices Through People. Soft Payroll Benefits Realization- Other Key Numbers Payroll services cost per employee Estimated reduction in payroll tax fines, penalties & interest Payroll services personnel per 1000 employees Cost per pay check Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 22 22

Conclusion § Technology is a great enabler but the right implementation makes the difference § With best practice approach, defined goals can be measured and achieved § A set of standard processes goes a long way towards organization efficiency Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 23 23

Questions Answerthink Overview June 30, 2003 Achieving| Payroll Best Practices Through People. Soft Payroll 24 24