that, working with a tech team, created bots using RPA technology, automating the tedious parts of payroll from the entry of data all the way to creating bank files and general ledger files. It was truly an end-to- end RPA program and once we got it to work in France, we implemented the program for 13 countries. Part of the RPA program that I created validated the payroll as well. It would flag if there was
an issue to alert that there was an input that was missing. From a compliance side of things, for example, it would flag if for some reason the overtime rate that was being used was incorrect. One issue is clear: in my consultations, I did a lot of optimization of systems and the reason was because the clients were not utilizing all of the tools that the system had available. The users of payroll programs don’t even
know what exists within their system until someone takes a look at their system and starts asking them questions. Do you utilize tool A, B, and C? I feel it’s one of the big challenges within the payroll industry. This is because, in my experience, I’ve seen a lack of documentation of payroll processes in and out of the system. Without process and data mapping, there is no recognition of where people can effectively use the system that they’ve bought. Going in as a consultant, vendors will supply implementation notes and then you’ll see what you’re not using. Maybe you don’t need it right now, but you could use it down the road. There are a lot of companies that don’t have that. They copy and paste what they originally had instead of taking the opportunity to really optimize their processes by utilizing a new system.
If you can demonstrate that you have a strategic mindset and you’re able to solve problems and create solutions within your own function, then, you will be asked to join meetings that have nothing to do with payroll and be able to provide input on possible solutions that have nothing to do with payroll.
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ISSUE 8 GLOBAL PAYROLL MAGAZINE
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