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worked because it was paired with education and standardisation. In charge RN’s were required to validate shifts consistently in the T&A system. Without that behavioural change, the model collapsed. At the same time, agency submissions were standardised, meaning the same cycle and format for ease of processing. This was critical in an environment dealing with up to 30 agencies across multiple departments. Without consistency, even a clear internal source
Without consistency, even a clear internal source of truth would still leave payroll deciphering invoices line by line.
What Payroll Leaders Should Take Away The key lesson for payroll leaders is simple: make it easy. Establish a clear process for recording what actually happened, ensure a single person/ role owns the validation of shifts in T&A in a timely manner, and standardise agency inputs wherever possible. Agency labour is not the problem, and payroll teams are not the problem. Expecting misaligned systems and processes to reconcile themselves is. When organisations design T&A and payroll processes to absorb agency complexity rather than fight it, payroll can move out of firefighting mode and back into control.
of truth would still leave payroll deciphering invoices line by line. Once both elements were in place, payroll immediately saw the benefit. Reconciliation time dropped by hours each week, and disputes became far less common.
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GLOBAL PAYROLL MAGAZINE ISSUE 23
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