organizations, it’s really hard to undergo a huge initiative and implement a large change while still running payroll every single day. They think it can be absorbed with existing resources. Frequently, when organizations realize they need to do something differently, they don’t understand the true impact, say, a new technology, will have on the entire operation, including payroll. They go into the process a little bit blinded and are attracted to a solution, sign on the bottom line, and then ask: “Okay, how do we roll this out? How do we leverage our existing resources? How do we manage the organizational change of this transformation?” It’s literally double the work to get everything from one system to the other, new processes set up in a structure, manage the milestones and deliverables, do parallel runs, coordinate with two different providers, get employees informed, manage communications, and do year- end, plus all the different filings. This is where my organization helps with reviewing processes, guiding through the steps, and even augmenting staff for clients. GPA: What do you see for the future of the payroll profession?
Frequently, when organizations realize they need to do something differently, they don’t understand the true impact, say, a new technology, will have on the entire operation, including payroll.
very carefully, working with in- country partners. It was really about creating a connection and a network around the world, and this benefits me to this day. Once informed, payroll will ask the right questions concerning global mobility transactions, complications in onboarding, and mergers. By not involving payroll, we’d end up talking about how we now have exposure and the need to fix the problem. GPA: What have you seen organizations consistently fail at when it comes to payroll operations? Kira Rubiano: Transformation and implementation. Leaders outside of payroll often don’t consider that, for payroll
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ISSUE 16 GLOBAL PAYROLL MAGAZINE
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