Facebook, for instance. Anything less than that in this day and age is a fail. What I did like, however, was the way you could set up workflows and configure shift and rota patterns. I gave my opinions, and they were surprised but took this on board. Technology logic isn’t always so super when viewed from the sharp end! 5.47 p.m. I started packing for my trip to Swindon, a two-day visit to the food company that needed to rationalise its software. Based on the detailed overview that their IT and HR departments had sent, this was an exercise that needed a few steps and a lot of communication. Obviously, in a takeover situation, there’s never enough attention paid to the tech side of things, as I’ve seen before. The key focus in that direction is to make sure everyone gets paid
as usual! So here we were with bits and pieces of HR tech to fuse into one. The line-up was: Main company 1 - System A - HR, Payroll, Recruitment – 965 employees Company 2 – System B – HR, Payroll – 344 employees Company 3 – System B – Payroll – 149 employees Company 4 – System C – HR, Payroll – 216 employees Company 5 – System D – HR, Payroll, Time & Attendance – 104 employees Company 6 – System E – Time recording software, Outsourced Payroll – 137 employees Company 7 – Manual spreadsheets, Accountants run Payroll –
Nearly 2,000 employees, five different in-house systems and two outsourced. Different modules, the only function in common being Payroll. And just to add a fun element, the main company wanted to change what they had, so it was ‘All Change!’ all round. I had meetings scheduled over the next two days: the Project Steering Group and then the various HR and Payroll groups involved, plus a couple of the operational heads. A fascinating puzzle, and I’d done something similar in the past, but it’s on jobs like this that you really earn your keep.
18 employees Company 8 – Outsourced Payroll – 61 employees
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ISSUE 21 GLOBAL PAYROLL MAGAZINE
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