Presented Wednesday, December 9, 2015...©The Payroll Advisor, 2015 8 Seeking out superior...
Transcript of Presented Wednesday, December 9, 2015...©The Payroll Advisor, 2015 8 Seeking out superior...
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1 ©The Payroll Advisor, 2015
Presented Wednesday, December 9, 2015
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2 ©2015 The Payroll Advisor
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Housekeeping
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Credit Questions Today’s
topic Speaker
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To earn RCH credit you must
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Stay on the webinar, online for the full 60 minutes
Be watching using your unique URL
Certificates delivered by email, to registered email,
by January 11th
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What We Will Cover…
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What is benchmarking
How does it apply to payroll
Why it should apply to payroll
How to establish a benchmarking program for your payroll department
Common benchmarking mistakes
Myths about benchmarking
How to incorporate your findings to make it all worthwhile
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About the Speaker
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Vicki M. Lambert, CPP, is President and Academic Director of
The Payroll Advisor™, a firm specializing in payroll education
and training. The company’s website
www.thepayrolladvisor.com offers a subscription payroll
news service which keeps payroll professionals up-to-date on
the latest rules and regulations.
As an adjunct faculty member at Brandman University, Ms.
Lambert is the creator of and instructor for the Practical
Payroll Online payroll training program, which is approved by
the APA for recertification credits.
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What is Benchmarking
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Definitions:
The process of identifying, understanding, and adapting outstanding practices and processes from organizations anywhere in the world to help your organization improve its performance—American Productivity & Quality Center
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What is Benchmarking
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Seeking out superior performance through the systematic search for and use of best practices including innovative ideas, effective operating procedures, and successful strategies—Bogan and English Benchmarking for Best Practices
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Or…
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A process for identifying and importing best practices to improve performance—A best practice is “anything better than your current practice”
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Literal Definition…
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The American Heritage Dictionary of the English Language defines a benchmark as “a standard by which something can be measured or judged”. As a verb, to benchmark means “to measure (a rival’s product) according to specified standards in order to compare it with and improve one’s own product”.
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Benchmarking…
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Actually term is borrowed from surveyors
If a surveyor can mark a known position then that position serves as a reference point for other measurements and other points
The goal of using a benchmark is to drive improvements by assessing performance against other who have similar products, traits, organizations etc.
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Powerful Tool
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Powerful management tool because it overcomes what is known as paradigm blindness…in payroll this is the old axiom: “The way we do it is the best because that is the way be have always done it”.
Any business process can be benchmarked
“Alone, I am satisfied with myself. With others, I am beset by troubling comparisons—Mason Cooley
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What Benchmarking is Not
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It is not a simple comparative study, copying practices from other organizations, performance assessment or a comparative analysis—it is not a college research paper or an article for a monthly newsletter
You are not looking for the best performance but the best practice
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How Does it Apply to Payroll
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Once again—any business process can be benchmarked even payroll
Payroll is subject to cost controls and seeks ways to improve performance to cut costs
Best practices cut costs and maintain compliance
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Why Should it Apply to Payroll?
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In this day and age everyone needs to be the best and work with less especially payroll
Benchmarking takes the best practices from other payroll departments and improves yours
No competition in our case just improvement of the profession
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Have You Ever Asked?
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Do all payroll departments report to finance or should we report to HR?
How many employees do other companies have on direct deposit?
Are we cutting too many manual checks or are we doing the best we can?
How does our budget compare to other payroll departments?
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Do You Know
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Cost per payroll payment
Error rates
Number of manual checks cut
Days to process new hires
Cost per payroll inquiry
Days to resolve payroll inquiries
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To Clarify
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Benchmarks tell they company where they want to be
Representation of the ideal
Sets the goal
For example:
the number of late approvals on timecards is currently 47.
The benchmark is 10
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Types of Benchmarking
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Benchmarking types vary and have numerous names
But the one that focuses on processes or procedures is designed for payroll departments
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Process Benchmarking
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Focuses on specific work processes
Identifies the best operating practices
Uncovers how well other companies perform in comparison to you and how they achieve that performance
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Example
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How many employees do you have on direct deposit? How many do they have?
What did they do, what method did they use or what procedure do they have in place that gets more employees to use direct deposit than you do?
How can we incorporate that procedure to improve our numbers?
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Before Establishing a Benchmark Program…
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Before beginning a benchmark program you need to focus on 4 things:
First you need to recognize that benchmarking takes a new mentality—I am probably not the best in everything and probably not perfect in everything I do--Somebody does it better
Second you must be eager to learn from others
Third you must remember that it is adapt rather than adopt—learn about it and adapt it to your payroll
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Before Establishing a Benchmark Program…
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And finally-fourth…
Must also remember that one process may be further from the goal than another process but doesn’t affect the bottom line as much
Process improvement is about priority as much as overall efficiency
Where will I make the greatest difference to the bottom line is where I start first
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How to Establish a Benchmarking Program
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The benchmarking process consists of five phases:
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Planning
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The essential steps are those of any plan development: what, who and how
What is to be benchmarked? Every function of payroll has a product or an output. So benchmarking is appropriate for any payroll function
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Payroll Labor Distribution 26
8%
28%
4% 10%
27%
16%
7%
Payroll Processing Labor Distribution
Payroll Processing
Input Processing
Data Maintenance
Tax Filing
Customer Service
Controls and Reconciliation
Time Card Processing
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Planning…
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To whom or what will we compare? Benchmarking must be conducted against the best companies and business functions regardless of where they exist.
How will the data be collected? There is no one definitive way to collect the data and it depends on time and budget available
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Data Sources…
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Accounting and Finance Benchmarking Consortium http://afbc.org/home
American Payroll Association www.americanpayroll.org
Bureau of Labor Statistics—lots of data! www.bls.gov
Books or publications such as BNA Bloomberg’s Payroll Department Bench and Analysis 2013-2014
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Analysis…
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Study the process in your own organization
Careful understanding of your current processes and practices must be achieved before benchmarking can begin.
You have to understand how you do it so you can compare to how they do it
Establish your metrics and Analytics
Determine your current performance “gap”
Project future performance levels
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Let’s Talk About Metrics
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Metrics have a duality
It is both a process and a numeric result
For example: a company wants to determine the number of timecards approved by supervisors after the due date Metric is the tool used to find out
But commonly the resulting number is also called a metric
A metric measures and is also a measurement of where a business is
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Metrics Tell Us…
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Where we were
Where we are
Where we are going
You can’t apply a best practice unless you know where you were, are and want to go…
Example: how many employees are on direct deposit is a metric
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Analytics
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The science of logical analysis-Dictionary.com
Refers to the combination of skills, technologies, applications and processes used by organizations to gain insight in to their business.
The process of obtaining an optimal and realistic decision based on existing data
The discovery and communication of meaningful patterns in data
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Examples of Areas to Determine Metrics
Average number of payroll payments per employee
Percentage of employees on direct deposit
Percentage of employees receiving checks
Percentage of employee receiving both check and direct deposit
Number of W-2s vs. number of active employees
Number of FEINs and tax jurisdictions per enterprise
Number of state and local jurisdictions per FEIN
Percentage of penalties/interest paid on total taxes
Payees processed per FTE in payroll
Percentage of errors by type
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Direct Deposit Example
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Let’s say you are a company of 1500 employees and you have 61% of your employees on direct deposit
According to one latest benchmark metric companies with 1,000 to 2,000 employees have 75.9% of employees on direct deposit
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Back to Our Benchmarking Process…Integration
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Communicate the benchmark finding
Acceptance by management is key—mention cost savings and have the data to back you up
Direct deposit cost vs. paper check costs as example for your company
Establish functional goals to implement the findings—goal of 70% direct deposit
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Action…
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Develop action plans to implement the findings of the benchmark study—in our example bring up your direct deposit percentage—how did they get that high?
Advertising campaign--New hire orientation
Implement the specific actions and monitor the progress
Recalibrate the benchmarks as needed
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Barriers to Action
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Need to determine the barriers that can prevent the action
Example:
Cultural
Practical
Financial
Must be prepared to present a variety of ideas about how to implement change—flexibility increases odds of adoption or action
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Maturity…
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Leadership position is obtained
Practices are fully integrated into the process
Example: you now have a 81% direct deposit rate
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Avoid Common Benchmarking Mistakes…
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Confusing benchmarking with taking a survey
Benchmarking is finding out what’s behind the numbers
Accepting pre-existing benchmarks
Example: You heard that it is “normal” for payroll to have… Use benchmarks that apply to your payroll size, company type etc.
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Common Mistakes Continued…
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Forgetting about compliance
Yes that company has 100% of employees on direct deposit—maybe they are in a state that permits that or maybe they don’t care
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Common Mistakes
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The process is too large and complex
• Avoid benchmarking the entire payroll department at one time
• Take one or two tasks or processes at a time and then move on to the next--
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Common Mistakes…
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Misaligning your benchmarking topic with the overall strategy of the company
Example: You are working on customer service the company wants cost reduction
Vs.
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Common Mistakes
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Picking a topic that is too intangible and difficult to measure
Example: Customer satisfaction in the payroll department
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Mistakes…
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Not establishing the baseline to begin with
Don’t go out and begin benchmarking other companies until you have analyzed your own processes thoroughly
Not researching the benchmarking partners or data thoroughly
Must have the right match
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Benchmarking Myths
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It is too expensive
It can be but use of published material and electronic surveys can keep costs down
Vs.
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Myths
Management doesn’t understand or support benchmarking for payroll
Payroll is a cost center not a profit center so anything that cuts costs will be understood by management if presented that way
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Myths…
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You can benchmark only with the best companies and only use that as your goal
Improvement is the goal not competition
Even if you are small you can do better
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Myths
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No one is like me so I can’t get the data to benchmark
Example: The Jet Propulsion Laboratory in Pasadena CA is a unique entity but there are other payrolls who do time and attendance based on projects, who have a large employee populations on visas etc. Every payroll department can find like payrolls
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Myths…
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Benchmarking is only for BIG companies
Everyone can benefit from improvement
Small companies like to compare to other small companies as well
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How to Incorporate Your Findings To Set Your 2015 Goals
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The value of benchmarking comes from the process of implementing the changes to improve performance against a chosen standard not from the measurement itself—must be included in goals
How it will be implemented should be included in the planning stages to get management to buy into any changes that will result from benchmarking
Once you find where your performance “gaps” are these should be the goals for the upcoming year
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Setting Goals…
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Let’s go back to direct deposit…
You found you were well under the performance level for having employees on direct deposit
Your 2015 goal is to meet a % of employees—say 70% by the end of 2015
You would use the methods adapted to your company to accomplish this goal
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Setting Goals…
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Let’s now say you were on par with or exceeded another benchmark area. This time you would set a goal of maintaining that benchmark for 2015 or if possible increasing it.
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Resources
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Ammons, David, A Proper Mentality for Benchmarking
Van Wart, Montgomery, The First Step in the Reinvention Process: Assessment
Camp, Robert C, Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance
Wikipedia
Trimble, Dave, Benchmarking-Uncovering Best Practices and Learning From Others
Benchmarking PLUS 1999, Avoid These Ten Benchmarking Mistakes
Gooden, Susan Tinsley; McCreary, Samuel, Review: That Old Time Religion: Efficiency, Benchmarking and Productivity
Benchmarking Part 1, Quality America Inc.
Anne Feltus, Exploding the Myths about Benchmarking
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Are There Any Questions?
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How Can Ascentis Help Me?
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Process payroll
• Real time flexible processing
• 100% accuracy
• Reduce processing time by up to 30%
Employee portal
• Paycheck data
• Paystubs
• Tax forms
• Paycheck simulation tools
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To earn RCH credit you must
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Stay on the webinar, online for the full 60 minutes
Be watching using your unique URL
Certificates delivered by email, to registered email,
by January 11th
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On-Demand Webinars
Watch from anywhere, at anytime, at no cost to you!
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Download Slides? Watch again? 58
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Sharing the Education 59
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