or follow blindly a provider’s suggestion to, say, convert all the employees into contractors, and then they are in trouble. But it’s because the employers themselves don’t know the rules. You need to understand that you know rules and regulations, and not the payroll provider dictating the rules and regulations. By leveraging an organization like the GPA, employers have a partner to help navigate the complexities of a particular country. And I think having standards for payroll is very important. Having those standards and certifications will help weed out the bad actors. GPA: What do you think is next for the payroll profession? Rick Hammell: I think payroll has to be its own department. internationally- recognized ISO
That doesn’t mean that it should not work with others. Payroll, HR, and finance are really cohesive. There are many different ways that you can process payments to talent. Most are either using employer of record and bringing on contractors, or using global payroll, which is more the traditional route. This shows that talent comes in different flavors to organizations. I think payroll can take some part in the duties of monitoring and paying contingent workers to handle some of that flexibility. That said, I agree with not mixing and mingling the two to a great extent. System parts will need to remain separate. But, if you’re going to truly scale your business, you’re going to need a central location to do that. When we onboard
a customer within the Helios platform they literally thank God we have one central location, and that they have visibility and can run reports on all types of workers, everything. Payroll itself has to be more strategic. So, you need to have a department that’s really dedicated to understanding not just how payroll is processed, but also what’s behind those processes and what the function needs to look like going forward.
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ISSUE 10 GLOBAL PAYROLL MAGAZINE
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