2016 Pennsylvania Payroll Statewide Conference October 6-7, 2016 WORKFORCE MANAGEMENT MOVING EMPLOYEE ASSET MANAGEMENT FROM TRANSACTIONAL TO STRATEGIC Tricia Richardson, CPP, SPHR, SHRM-SCP Partnership Coordinator 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.
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? Confidential and proprietary. 2
WHAT ARE ALL OF THESE ACRONYMS? Acronym Finder Urban Dictionary 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)
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)? Confidential and proprietary. 5
OVERVIEW OF THE TRANSACTIONAL 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 Confidential and proprietary. 6
OVERVIEW OF THE TRANSACTIONAL 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 Confidential and proprietary. 7
OVERVIEW OF THE TRANSACTIONAL 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 Confidential and proprietary. 8
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 reenter 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) Confidential and proprietary. 9
OVERVIEW OF THE STRATEGIC 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 webmeetings Documentation storage (emails, garnishments, supporting documentation for adjustments to pay, etc.) Audit Controls lock down permissions and Workflows Confidential and proprietary. 10
OVERVIEW OF THE STRATEGIC 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 Confidential and proprietary. 11
OVERVIEW OF THE STRATEGIC 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) Confidential and proprietary. 12
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 Confidential and proprietary. 15
WHAT ARE THE POSSIBLE OUTCOMES OF BECOMING STRATEGIC? 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! Confidential and proprietary. 16
WHAT ARE THE POSSIBLE OUTCOMES OF BECOMING STRATEGIC? 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. Confidential and proprietary. 17
WHAT ARE THE POSSIBLE OUTCOMES OF BECOMING STRATEGIC? 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. Confidential and proprietary. 18
QUESTIONS? Confidential and proprietary. 19
YOU WON'T WANT TO MISS THIS EVENT WITH TWO PATHS YOU CAN "TRAVEL" When: Thursday December 8, 2016; 7am to 5:30pm EST Where: Best Western Premier, Hotel & Conference Center 800 East Park Drive Harrisburg, PA 17111 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! 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! If you have any questions about the event or how to register, please contact Angie Niswonger at aniswonger@paytimepayroll.com or call 717-610-0663 Confidential and proprietary. 20
VISIT OUR WEBSITE TO SEE ALL OF THE GREAT HUMAN CAPITAL MANAGEMENT PRODUCTS PAYTIME PROVIDES To be added to our FREE Webinar Invites (RCHs, HRCIs, PDCs, CPEs) OR To inquire about a Product Demo email aniswonger@paytimepayroll.com 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.