Case Study – Review of Payroll Processes
Initially the work undertaken enabled the team to generate capacity of 10-15%, as the other actions were implemented there was opportunity to increase this to a further 10% with the efficiencies being driven through greater knowledge, enhanced system use/knowledge and communication with customers.
The project was review the processes and being undertaken in payroll on a day to day basis for an organisation looking after circa 40 different organisations along with their own internal payroll, incorporating both the accounts package and the developing business management system in order to generate efficiencies within the team.
High Level Method
Time was spent on site with team members, understanding the current workflow in terms of information in from clients but also how this is processed (including differences between team members), this related to:
Understand the key issues / queries that are being received from clients based on telephone / email communication and look to enhance the process throughout the journey.
Where appropriate, discuss with internal and external users to understand benefits and limitations.
Look to establish best practice to incorporate the Portal being developed and better use of existing system.
SWOT session with the team members to get their perspective on key benefits and limitations.
Producing a detailed report on the current situation, including commentary around culture, skill sets and perceived risks for discussion and a full action plan to generate efficiencies & streamlining.
Mapping existing processes where not in place and identifying changes to enhance the offering & create efficiencies.
Findings & Benefits
Knowledge – There was a lack of understanding of end to end knowledge by members of the team, creating greater levels of internal queries. Output – a detailed training program was implemented, thus reducing time spent on queries, and enhancing productivity.
HR interaction – The team were significantly involved in traditional HR tasks which had no clear ownership or process. Development of communication with HR and better training for all ‘customers’ was recommended in order to resolve these issues, generating a more timely flow of detail and reducing the wasted time on chasing.
Flow of Information – there was a risk of detail being missed, nor was their clear ownership with the team. Therefore enhanced work flow management was recommended and implemented, generating efficiencies.
Systems – The system and the data collection portal were not being used effectively by the team members, additionally, as the team were close to the detail, when scoping the portal they had overlooked detail which would generate efficiencies, further recommendations were reports to be automated through the systems and smarter use of excel, the team were then able to benefit from skills within finance to support them on this.
Clients – The information provided to customers generated unnecessary queries and work. Each external customer provided information in slightly different ways, the relationship managers were recommended to start on a program of moving each partner to the same format of information where possible.