Feature insight - going global
CD: The latest innovations are being driven by cloud solutions. A global HR system enables consistent hiring and onboarding with the system taking care of the local contract requirements and compliance. Systems can identify candidates, compile shortlists, manage offers and qualifications without having to have HR departments in each locality. Successful candidates can self-onboard, undertake required company training and provide evidence of their qualifications/ right to work documents etc. Similarly, payroll can be in regional centres rather than having someone in each jurisdiction and increasingly using one system. Automation of a number of the calculation tasks means that the dependence on local knowledge is reduced and compliance is enhanced by setting rules at the outset. The other significant enhancement (although not an innovation), is that API (application programming interface) integrations mean that the HR system can become the single hub of all data management, with local payroll software being integrated to a level where the systems are seamless, there is real time data exchange and reporting comes globally from within the central system. n
point of view; however, that does not necessarily mean a global strategy. All divisions of a global business should be aiming to achieve the same results in regard to employee engagement and productivity, but they might have different ways of achieving this. In the modern world, the key aid in creating a powerful strategy is data, and HR systems help companies to utilise the power of their own data. ST: With the correct design and development it is possible to achieve a global strategy from an HR and reward perspective. Use of technology as an enabler is key to ensuring that the global strategy can be successfully implemented, monitored and controlled. CD: It’s always dependent on the individual business requirements and practices. But yes, acknowledging that there will be local variants within that strategy to meet local compliance, the strategy itself can absolutely be global with the successful utilisation of global mobile employees epitomising that strategy. What are the latest innovations in global payroll and HR? JD: Utilisation of RPA (robotic process automation) and AI (artificial intelligence) is all around us to help streamline the collection and management of data. However, the war for talent is also ensuring businesses have credible frameworks for individual progression DM: We live in a data-driven world and HR professionals often hold a company’s most valuable data, yet its potential is so often under-utilised. The data available in both payroll and HR divisions is key to gaining rich insights about a business’s people, something that ultimately informs global decision-making. Improving the way in which a company harnesses and uses data is key to success, and so using AI and machine learning is imperative. Both technologies allow companies to collect, organise and use ever more data to inform their global business strategy. ST: Innovations in technology within payroll and HR have included multi-lingual bots and HR analytics. Payroll had in the past been dominated by outdated legacy systems and technologies as well as inefficient and manual processes but recent years have witnessed huge available to staff and differentiate themselves from the competition.
advancements in technological solutions for both payroll and HR. Inside the payroll industry, payroll professionals recognise that payroll data is a high-value resource for the kind of ‘people intelligence’ that is useful in business decision-making, especially with regard to capacity planning, cost-cutting, resource allocation and productivity tracking. Payroll is a unique ...houses information no other enterprise application holds, and therefore has huge strategic value and importance data set that houses information no other enterprise application holds, and therefore has huge strategic value and importance. The HR analytics tools enable pooling of employee data into a single source to analyse the data and therefore to make better and faster workforce decisions.
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| Professional in Payroll, Pensions and Reward |
Issue 54 | October 2019
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