GLOBAL PAYROLL MAGAZINE
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11.14 a.m. I had coffee in Meeting Room 2 with Sarah, Head of payroll. Between us, we had built a business case for reviewing and changing our current software. For her, there were too many workarounds outside of the system and it was a bit slow to use. Newer software, both HR and payroll can be faster to use with fewer screens and keystrokes, and if you can save even 30 seconds each transaction on a couple of thousand per month that is a significant FTE saving. We both wanted software that allowed for our own company branding and I wanted reports that management could access at will in real time. Our current setup wasn’t that easy to do, and the reports looked dull. The business case was built around several factors, both operational and financial. The current system had been purchased seven years ago and was showing its age; my predecessor seemed to have purchased a known name rather than functionality. There was no Learning & Development module worth speaking of which was one of my priorities. This time we would have no capital expenditure apart from capitalising one-off project costs such as backfilling and a
project manager, as most models were per employee per year, and thus variable. Sarah and I diarised for the software show in November and agreed to work on our questions for suppliers and then compare notes. 4.42 p.m. Mike confirmed he had spoken to the couple, and they understood the situation. We can only wait and see. 5.27 p.m. I found myself pondering that office romance, wondering if there would have been anything more we could do. I do overthink things sometimes.
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