GLOBAL PAYROLL MAGAZINE
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we wanted to see demonstrated. It’s important to send across a couple of thorny scenarios to see if the systems could handle them; we both had a score sheet to mark our impressions of how well that was done. Having done our research, we felt that the right solution would be one of those five. 10.24 am Train tickets and hotel bookings confirmed for Wednesday evening 11.27 am The CEO buzzed me: could we have a quick meet in her office at midday if I wasn’t already committed? I like people who respect the time of others, and don’t just rock up out of the blue! Midday The CEO poured me a coffee from the nifty machine she has in her office. She asked first of all how things were in the department generally, and complimented us on being proactive on the new legislation that was looming. She then went on to tell me confidentially that we were thinking of acquiring another business that was operating partly in the same space. They had 624 employees in two offices, one in Birmingham and another in
Welwyn Garden City. How would that impact us from a workforce point of view? I said off the top of my head that the transition could be tricky depending on how the employee contracts were handled – would they work for the same employer? If it was an asset purchase it was less disruptive in the medium term. Would there be a retrenchment of working locations? I said I would write a short paper summarising areas of concern and get back to her tomorrow afternoon. Walking out for a sandwich after, I reflected that by chance the necessity to get a new HR and payroll system was even greater than before if the deal went through.
e Ethnicity. Disability could be easily added.
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