Saturday 2.46 p.m.
I was slated to meet the partners on site on Friday the 5th and spend half a day, so I booked my train tickets online. As the client pays expenses, I always try to travel off-peak. It’s an old habit that stayed with me from my employed days. At this stage, I’d decided to turn down the speaking gig in Las Vegas. The organisers were pretty tight on expenses, and it was more self-promotion than assisting the business. October, too, looked like being a busy time in the UK as there were exhibitions to cover. I dropped a note to Pilar, who replied straight away that she understood. She did, however, say that she was in London at the end of June on the UK end of a service presentation tour, and how about dinner at Mar I Terra? How could I resist?!
record the sessions for subsequent analysis by AI as a backup, in case anything got missed, and all had agreed. We had the consent of the vendors too. The evaluating team consisted of the HR director, 3 HR managers, 5 HR users, an IT manager, a Finance manager and 3 operational managers, each with their own lens for the system and its outputs. We were going to minimise the chances of making a mistake. From three days of preliminary demos, we were going to draw two as finalists for a session the following week. In a way, I would be sorry when this project was done; my contacts throughout had been very cooperative and accommodating. I think the path had been made smooth because the business case was clear, and everyone from the boardroom down was supporting the change.
I had a chance to read, in depth, the brief for June. This was a start- up company based in Haywards Heath, specialising in making bespoke furniture. The three partners had all worked for large manufacturers and had identified a market for something a little more personal. They currently had 27 employees plus some meet demand, which was strong. Peter had done the infrastructure work, contracts, policies, performance plans, and so on. They just needed some tech to track their employees and pay them. The trick here was to get value and allow for scaling upwards. A good payroll was the key; HR data and reporting was useful, but at that size, it didn’t need to be sophisticated, although workforce tracking was needed to ensure production was coordinated. casuals, and were looking to grow to
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ISSUE 24 GLOBAL PAYROLL MAGAZINE
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