apa detroit march 2008 chapter meeting a new look at leading and managing payroll martin armstrong,...

APA DETROIT APA DETROIT MARCH 2008 MARCH 2008

CHAPTER MEETINGCHAPTER MEETING

A New Look at Leading A New Look at Leading and Managing Payrolland Managing Payroll

Martin Armstrong, CPP, MBAMartin Armstrong, CPP, MBAHarrah’s EntertainmentHarrah’s Entertainment

Director of PayrollDirector of Payroll

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LEADING & MANAGING PAYROLLLEADING & MANAGING PAYROLL A Manager’s Most Important WordsA Manager’s Most Important Words

5 Most Important Words5 Most Important Words




1 Most Important Word1 Most Important Word

BrevityBrevity – “The most valuable of all talents is that of – “The most valuable of all talents is that of

never using two words when one will do.”never using two words when one will do.” - Thomas Jefferson, U.S. president- Thomas Jefferson, U.S. president

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EMPLOYEE MOTIVATIONEMPLOYEE MOTIVATION Use Emotional IntelligenceUse Emotional Intelligence

Create Effective Mechanisms (money, training)Create Effective Mechanisms (money, training)

Recognition (freedom cards, recognition memos, Recognition (freedom cards, recognition memos,

recognition business cards for performance reviews)recognition business cards for performance reviews)

Innovative employees are rarely motivated Innovative employees are rarely motivated

exclusively by monetary rewards but rather by the exclusively by monetary rewards but rather by the

work itselfwork itself

Why are you still there?Why are you still there?

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WHAT LEADERS DOWHAT LEADERS DO

Evaluate, coach, and build self-confidenceEvaluate, coach, and build self-confidence Exude positive energy and optimismExude positive energy and optimism Establish trust with candor, transparency and creditEstablish trust with candor, transparency and credit Make unpopular decisions and gut callsMake unpopular decisions and gut calls Probe and push to ensure their questions are Probe and push to ensure their questions are

answered with actionanswered with action Inspire risk taking & learning by setting the exampleInspire risk taking & learning by setting the example Set Strategic Vision, Goals and ObjectivesSet Strategic Vision, Goals and Objectives Leaders influence and promote changeLeaders influence and promote change

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UNDERSTANDING UNDERSTANDING CORPORATE CULTURECORPORATE CULTURE

Determine the concerns & needs of others in Determine the concerns & needs of others in the organizationthe organization

Understand organizational culture and politics Understand organizational culture and politics Consider who can influence your ability to Consider who can influence your ability to

accomplish your goalsaccomplish your goals Determine if your actions coincide with your Determine if your actions coincide with your

organization’s goals and objectivesorganization’s goals and objectives

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ROOT CAUSE ANALYSISROOT CAUSE ANALYSIS

1.1. Define the problem. Define the problem. 2.2. Gather data/evidence. Gather data/evidence. 3.3. Identify issues that contributed to the problem. Identify issues that contributed to the problem. 4.4. Find root causes. Find root causes. 5.5. Develop solution recommendations. Develop solution recommendations. 6.6. Implement the solutions. Implement the solutions. Six Sigma – improve methodology that reduces Six Sigma – improve methodology that reduces

errors to 3.4 defects per 1million opportunitieserrors to 3.4 defects per 1million opportunities The Five Whys Technique – usually takes 5 The Five Whys Technique – usually takes 5

questions to find the truth or root causequestions to find the truth or root cause

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CRITICAL THINKINGCRITICAL THINKING

Measure the impact of your decisionMeasure the impact of your decision Do people want or will they utilize your idea?Do people want or will they utilize your idea? Consider changes to People, Culture, Consider changes to People, Culture,

Training, Processes and Support SystemsTraining, Processes and Support Systems Consider the ROI and Payback PeriodsConsider the ROI and Payback Periods Know the Cost of Doing Business Know the Cost of Doing Business

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PERFORMANCE METRICSPERFORMANCE METRICS

Measurable results gathered and calculated Measurable results gathered and calculated to identify strengths, weaknesses, goals and to identify strengths, weaknesses, goals and opportunitiesopportunities Key performance indicators or benchmarksKey performance indicators or benchmarks Balanced Scorecards, Service Level AgreementsBalanced Scorecards, Service Level Agreements Cost per paycheckCost per paycheck Payroll FTE ratio to total number of FTEsPayroll FTE ratio to total number of FTEs Direct Deposit Participation RatesDirect Deposit Participation Rates Error Rates (time and attendance and input errors)Error Rates (time and attendance and input errors) Overtime as a percentage of total payrollOvertime as a percentage of total payroll

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EFFECTIVE EFFECTIVE COMMUNICATIONCOMMUNICATION

Give Your Full and Give Your Full and Undivided AttentionUndivided Attention

Cross-Functional Cross-Functional Communication (Futa?)Communication (Futa?)

Use Meeting AgendasUse Meeting Agendas Incorporate Business Incorporate Business

Case when Case when communicating Changecommunicating Change

Speak with Confidence, Speak with Confidence, Purpose and Precision Purpose and Precision

Build Bridges & Build Bridges & PartnershipsPartnerships

Use Spell Check – Use Spell Check – Perception is keyPerception is key

Avoid Complaining, Avoid Complaining, Focus on SolutionsFocus on Solutions

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STRATEGY – HOW YOU GET STRATEGY – HOW YOU GET SOMETHING ACCOMPLISHEDSOMETHING ACCOMPLISHED

Plan, Purpose, Vision, Plan, Purpose, Vision,

Outcomes and StrategyOutcomes and Strategy

Use Strategy to save time, Use Strategy to save time,

money and effortmoney and effort

Goal Setting should always Goal Setting should always

accompany a strategyaccompany a strategy

The Right Strategy always The Right Strategy always

expands goals & outcomes expands goals & outcomes

In business, use the Best, In business, use the Best, Current and Customized Current and Customized Strategy (best practices)Strategy (best practices)

Match the right people with the Match the right people with the right jobs (evaluate skill sets)right jobs (evaluate skill sets)

Use desktop procedures, Use desktop procedures, process maps and other process maps and other process documentationprocess documentation

If you don’t know where you’re If you don’t know where you’re going, any road will take you going, any road will take you there..strategy has its place!there..strategy has its place!

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IN-DEMAND JOB SKILL SETSIN-DEMAND JOB SKILL SETS

Problem Solving SkillsProblem Solving Skills Sarbanes Oxley Sarbanes Oxley

ExperienceExperience Procedures for authorizing Procedures for authorizing

transactionstransactions Procedures for authorizing Procedures for authorizing

exceptionsexceptions Separation of job dutiesSeparation of job duties Updated processes when Updated processes when

policies & systems changepolicies & systems change Appropriate controls for Appropriate controls for

reviewreview

Time Management SkillsTime Management Skills Ability to hire, fire, train Ability to hire, fire, train

and coach employeesand coach employees Ability to motivate Ability to motivate

individuals and teamsindividuals and teams Effective written and Effective written and

verbal communication verbal communication skillsskills

Proven Results Performer Proven Results Performer (your ability to execute)(your ability to execute)

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THOUGHT FOR THE DAYTHOUGHT FOR THE DAY

Ability is what you’re capable of doingAbility is what you’re capable of doing

Motivation determines what you doMotivation determines what you do

Attitude determines how well you do itAttitude determines how well you do it Lou Holtz, former College Football CoachLou Holtz, former College Football Coach

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THANK YOU FOR ATTENDING!THANK YOU FOR ATTENDING!THANK YOU FOR ATTENDING!THANK YOU FOR ATTENDING!

Contact Information:

Martin Armstrong > [email protected]

Contact Information:

Martin Armstrong > [email protected]

Please Remember to Hand in Your Evaluations

Please Remember to Hand in Your Evaluations





apa detroit march 2008 chapter meeting a new look at leading and managing payroll martin armstrong,...

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