workforce management moving employee asset management … · tms –talent management system...

WORKFORCE MANAGEMENT –

MOVING EMPLOYEE ASSET MANAGEMENT FROM

TRANSACTIONAL TO STRATEGIC

2016 Pennsylvania Payroll Statewide

Conference

October 6 - 7, 2016

Tricia Richardson, CPP, SPHR, SHRM-SCP

Partnership CoordinatorDisclaimers

As part of our continued tradition and commitment to our Customer as well as the Community we serve, Paytime, Inc. is honored to provide this and many other educational resources. This presentation is being offered,

and was developed, to provide timely and accurate information delivered by a subject matter expert to the audience in attendance. This material and presentation is offered with the understanding that the presenter(s),

publisher(s), sponsor(s) and Paytime, Inc. are not engaged in rendering legal, accounting, or other professional services. This presentation is meant to provide general and summary information only. The subject matter

is not specific to any company, individual or industry and none should be implied. No attorney-client relationship or consultant-client relationship has been created and no legal or other professional advice is implied nor

inferred. If legal, accounting, consulting or other professional advice is needed, those services from a licensed professional in good-standing should be acquired. By attending this educational event, you agree to release

Paytime, Inc., its subsidiaries and affiliates and each of their respective shareholders, officers, directors and Employees from any and all losses, damages, liabilities, deficiencies, claims, actions, judgments, settlements,

interest, awards, penalties, fines, costs, or expenses of whatever kind arising from your use of this presentation and/or educational resource(s) and any and all information contained herein. The attendee and participant

assumes all responsibilities for the use, contents, interpretations and any circumstances resulting from the aforementioned.

Confidential and proprietary. 2

AGENDA

What are all of these Acronyms?

Overview of the Transactional

Overview of the Strategic

How can Payroll and Human Resource

Professionals move from Transactional to

Strategic?

What are the possible outcomes of becoming

Strategic?

WHAT ARE ALL OF THESE ACRONYMS?

HCM – Human Capital Management (add an S and you have a System –

similar to HRMS)

HRMS – Human Resource Management System (more inclusive)

HRIS – Human Resource Information System (basic information)

HCA – Human Capital Analytics (uses the HRMS data to provide

strategically valuable information)

ATS – Applicant Tracking System (recruiting and hiring system)

LMS – Learning Management System (tracking and management of

trainings and training programs)

Acronym Finder Urban Dictionary

http://www.acronymfinder.com/

http://www.urbandictionary.com/

WHAT ARE ALL OF THESE ACRONYMS?

TAS – Talent Acquisition System - similar to ATS but geared more towards

long-term positions and staffing goals (succession planning, etc.)

TMS – Talent Management System (similar to TAS)

ERP – Enterprise Resource Planning

SaaS – Software-as-a-Service (“Cloud” applications)

In the end, it is all about the Employee (your greatest Asset), or your

Workforce. These systems are about managing and optimizing the

value and ROI (Return On Investment) of your workforce assets.


OVERVIEW OF THE TRANSACTIONAL

Recruiting and New Hire Data

New Position Needs – guess-work based on Employee workload

complaints, who is still here at 8pm, Managers reviewing detail time and

attendance reports and budget variance reports

Employee Recruiting – CareerBuilder, Monster, PAPER

Hiring Process – phone calls for interview, scheduling, storing

documents

Onboarding – training documentation, more document storage, manual

paper checklists, benefit enrollment, scheduling, equipment assignment

New Hire - paperwork to Payroll, more checklists, more paperwork

(Payroll specific New Hire paperwork)?



Payroll Processes

Paystubs, changes to W-4s, State and Local taxation, paper W-2s,

direct deposit – paperwork

Time is manually entered (or imported from another timesheet

program) – Payroll has time to pay based on what is provided

Copies of previous paystubs and W-2s

Employee pay inquiries require additional in-person meetings



Employee Management Processes

Open Enrollment, Life Event changes – more paperwork – Payroll –

manually updating deductions

Employee issues and concerns documented via paper

Performance Reviews documented via paper

Paid Time Off either manually tracked or requested – Payroll may be

manually adjusting for this time

Training – manually tracked by Managers or Human Resources

Workplace injury data manually collected and documented



Reporting

Scheduling Management – time and attendance manually or in

timeclock systems outside of payroll system – no way to generate

reports on Employee attendance

Tracking EEO-1, Vets 4212, OSHA 300 or Affirmative Action data

manually in a spreadsheet; handwritten notes or separate tracking

of workplace injuries

Affordable Care Act – 1095’s – where is all of this data stored?

General Ledger – manual entries

Ad hoc reports – download data or manually prepare


OVERVIEW OF THE STRATEGIC

Recruiting and New Hire Data

New Position Needs – Alerts to Managers when an Employee is approaching certain

hour thresholds; reporting on hours worked in cost centers vs budgeted hours

Real time reporting on workloads based on overtime reports that can be detailed to

levels as “deep” as you need – move schedules, workers, or reassign work

Employee Recruiting – save costs on outside vendors and use your own integrated

system; applicants can be viewed by all Employees that would be involved in the

position hiring – Workflows; data flows into New Hire information (no need to re-

enter data if hired)

Onboarding – training documentation Workflows and checklists, electronic

document storage, electronic benefit enrollment, scheduling, equipment

assignment

New Hire – limited (if any) paperwork to Payroll, Workflows to ensure all of the

required documentation from the various sources are received – NO DATA ENTRY

(or limited data entry)



Payroll Processes

Employee-Self-Service, changes to W-4s, State and Local taxation, direct

deposit – let Employees handle this – Payroll does not need to handle this

data-entry (Workflows for approvals if needed)

Timesheets automatically migrate to Payroll allowing Payroll the ability to

complete detail audit reviews and reasonability of costs; alerts to Managers

that a timesheet has not been signed or completed

Paystub and W-2 history – no need to reprint

Employee pay inquiries could be decreased (Employee’s ability to review

their timesheets vs pay); Payroll can work through pay issues via web-

meetings

Documentation storage (emails, garnishments, supporting documentation for

adjustments to pay, etc.)

Audit Controls – lock down permissions and Workflows



Employee Management Processes

Employee Performance Management – tracking issues and concerns

electronically in each Employee record; Performance Reviews tracked

through Workflows and stored electronically for historical reference

Paid Time Off requested, approved, and added to timesheet electronically

through Workflows; alerts to stop Employees from exceeding their

allowance; ensure schedules are covered

Open Enrollment, Life Event changes – all can be managed through

Workflows

Training updates tracked electronically; expiration alerts; electronically

store certifications and backup documentation

Workplace injury data is stored for historical reference with injury and

appointment notes – analytics and metrics regarding injury trends



Reporting

Scheduling Management – generate reports on Employee attendance;

clock in and out times for time and attendance review summary reports

Reports to provide EEO-1, Vets 4212, OSHA 300 or Affirmative Action

data – no need to track this data in a separate spreadsheet or process

manually (data already in the system)

Affordable Care Act –1095’s – Let the system track eligibility, codes, etc.-

You can say “1095s? We got this!”

General Ledger – uploads and integration with accounting; labor

distribution reports for analytics

Ad hoc reports – if the data is there, you can generate a report (usually in

different formats)

HOW CAN PAYROLL AND HUMAN RESOURCE

PROFESSIONALS MOVE FROM TRANSACTIONAL

TO STRATEGIC?

Team up with Human Resources and Accounting – identify the manual or

overlapping processes

Even if informally, outline a Request for Proposal (RFP)

Start shopping! – make sure you get everything you need (and want)!

Get a fully integrated system! You do not use 4 accounting systems to

create financial statements (or other business assets), why have so many

systems to handle workforce assets?

You have hired the best professionals – USE THEM! Payroll and Human

Resources can provide higher level trainings to Managers and Employees

HOW CAN PAYROLL AND HUMAN RESOURCE

PROFESSIONALS MOVE FROM TRANSACTIONAL

TO STRATEGIC?

Let the Workforce Management System handle the mundane (but

necessary) pieces

Train Employees and Managers on using the system

Start looking at the data, outline and identify trends for different aspects,

make suggestions

Think outside the box and show the C-Suite* what you can do

*A term used in modern corporate jargon to describe the highest ranking individuals in

a corporate organization, the Chairman, CEO and CFO (from the Urban Dictionary)


WHAT ARE THE POSSIBLE OUTCOMES OF BECOMING STRATEGIC?

Engaged and empowered Employees just work better

Employees can be trained to better understand how their

Paycheck works, taxation, etc. and mitigate that “my

paycheck was wrong” angst

Managers can be trained on using Reporting, Analytics

and Metrics to work strategically and increase the

productivity of their Departments

Scheduling Reports can be viewed to include overlaps to

minimize costs and over-staffing



Instead of Reacting to concerns, issues and cost concerns

– you can be Active in preventing

Diversity statistics, Employee surveys - if you can imagine

a metric, you can track it

More audit controls

Less opportunity for data-entry errors

Less Paper!



Workforce Management Systems are inherently collaborative –

Payroll and Human Resources can get together and

COLLABORATE!

For example: Human Resources has noticed a common theme

regarding Employee recognition concerns for a specific Department

while reviewing Performance Review reports. They have determined

this to be one of the contributing factors for the high turnover in this

specific Department. Human Resources has some great ideas about

incentivizing these Employees. Payroll has some great ideas about how

to handle this incentive that will not affect the Employee pay with

taxation and provides some options. Win-Win! Productivity increases,

turnover decreases.



Payroll and Human Resource Professionals can provide the

tools to make better decisions about the Company’s greatest

and most valuable asset – the Employees. The VALUE of the

Payroll and Human Resources Teams will become inherent to

any corporate personnel decision process.

Payroll and Human Resources may never see Employees again -

except to stop by and tell them how accurate their paychecks

are and what a great company they work for.


QUESTIONS?


When: Thursday December 8, 2016; 7am to 5:30pm EST

Where: Best Western Premier, Hotel & Conference Center

800 East Park Drive

Harrisburg, PA 17111

You can take the Payroll Path with APA National Speaker Larry White, CPP,

who will be presenting the Annual National APA Course "Preparing for Year-

End and 2017" (registration will include the materials provided by the

National APA).

The Human Resources Path will feature 5 different subject matter experts

touching on important subjects such as More Meaningful Performance

Evaluations, Workers Compensation Business Concerns (Telecommuters

and Business Travel), Leadership and Management, Tax Credits Available

to Employers For New Recruits and LGBT Workforce Issues.

Both Paths end in a Payroll and Human Resource Professional

Team Building Event!

Registration will fill up fast, so make sure you register early!

YOU WON'T WANT TO MISS THIS EVENT WITH TWO PATHS YOU CAN "TRAVEL"

If you have any questions about the event or how to register, please contact

Angie Niswonger at [email protected] or call 717-610-0663

The 1st 100 registrants will receive

a FREE GIFT and the 1st 50

registrants will receive an

additional FREE GIFT

Get more information

Register Now!

mailto:[email protected]

http://files.constantcontact.com/43a34fd8501/69049f13-7767-4893-899b-8075ff92df65.pdf

https://events.r20.constantcontact.com/register/eventReg?oeidk=a07ed4jpblp44f38a0b&oseq=&c=1affd640-d675-11e5-8807-d4ae52844279&ch=1b99a540-d675-11e5-881a-d4ae52844279

Disclaimers

As part of our continued tradition and commitment to our Customer as well as the Community we serve, Paytime, Inc. is honored to provide this and many other educational resources. This presentation is being offered,

and was developed, to provide timely and accurate information delivered by a subject matter expert to the audience in attendance. This material and presentation is offered with the understanding that the presenter(s),

publisher(s), sponsor(s) and Paytime, Inc. are not engaged in rendering legal, accounting, or other professional services. This presentation is meant to provide general and summary information only. The subject matter

is not specific to any company, individual or industry and none should be implied. No attorney-client relationship or consultant-client relationship has been created and no legal or other professional advice is implied nor

inferred. If legal, accounting, consulting or other professional advice is needed, those services from a licensed professional in good-standing should be acquired. By attending this educational event, you agree to release

Paytime, Inc., its subsidiaries and affiliates and each of their respective shareholders, officers, directors and Employees from any and all losses, damages, liabilities, deficiencies, claims, actions, judgments, settlements,

interest, awards, penalties, fines, costs, or expenses of whatever kind arising from your use of this presentation and/or educational resource(s) and any and all information contained herein. The attendee and participant

assumes all responsibilities for the use, contents, interpretations and any circumstances resulting from the aforementioned.

To be added to our FREE Webinar Invites (RCHs, HRCIs, PDCs, CPEs)

OR

To inquire about a Product Demo

email [email protected]

VISIT OUR WEBSITE TO SEE ALL OF THE GREAT HUMAN CAPITAL

MANAGEMENT PRODUCTS PAYTIME PROVIDES

mailto:[email protected]

workforce management moving employee asset management … · tms –talent management system...

Documents