A global professional services firm specializing in financial management and performance improvement with over 3,000 employees across operations in 24 countries in North America, Europe, Asia, Latin America, and the Middle East identified a need to consolidate their payroll processing technology. In 2018, the firm implemented a leading HCM solution (excluding Payroll) and faced post-go-live challenges with system adoption due to perceived system issues, internal process inconsistencies and data quality.
The firm’s US, UK & Canada payroll technology and processing functions were supported by a leading payroll provider, however, the firm experienced issues with the leading payroll provider platform due integration and scalability issues. Therefore, as the firm approached their existing HCM solution contract renewals, a strategic decision was made to evaluate the potential of leveraging the existing HCM solution’s payroll platform to support payroll processing for US, UK & Canada. Due to the negative experience with the HCM solution implementation, the firm recognized that they would face system adoption challenges and wanted to ensure there would be a seamless transition that would not impact their employee population. The firm turned to KSI to leverage their experience in assessing end-to-end processes as well as their professional services background. KSI was contracted to conduct a fit gap analysis of future state requirements against the current HCM solution, evaluate payroll implementation readiness, coordinate a system implementation partner evaluation and assess the current HRIS support model.
As with many professional services firms, technology is divided between operational and client facing technology. Often with professional services, technology improvements are focused on client facing systems resulting in lack of investment in operational system and process improvement. The firm recognized that to gain operational efficiencies they needed to address pain points such as compliance issues, data integrity issues, multiple timekeeping systems, and payroll issues due to complex bonus structures. To alleviate current pain points and drive operational efficiencies, the firm required a robust, scalable, and agile payroll solution for their employees that worked in different jurisdictions and locations.
When KSI was first introduced to this organization, our expert team spent the time to truly understand their business concerns, project goals, and desired outcomes. The KSI team organized the effort into three distinct workstreams: HRIS service delivery, payroll evaluation, and payroll readiness.
To address the readiness workstream, the team conducted workshops to deep dive into the key readiness items such as resourcing, competing initiatives, integrations, data conversion, and policies.
In parallel, based on the information gathered from the client team and previous implementation experience, KSI recommended a short list of potential implementation partners. KSI leveraged their deep knowledge in system implementation partner RFP development to guide the client team through the development of a comprehensive RFP, selection criteria and score card. To address perceived issues previously with the HCM solution implementation, KSI recommended inclusion of a configuration assessment for the HCM, benefits, and absence modules. The selected implementation partner would be responsible for remediating existing configuration that could potentially impact payroll for US, UK, and Canada.
KSI worked closely with the HRIS leadership team to review existing service delivery and resource models. In addition to assessment of current state, KSI reviewed resource model impacts resulting from the roll out of the new payroll functionality.
After a focused engagement, KSI developed and released a system implementation partner RFP to three partners, facilitated vendor presentations, and the selection process.
The service delivery model review resulted in a HRIS hiring strategy for the immediate need, 1-2 months, and subsequently longer term, 6-10 months to support the payroll module.
As an outcome of the payroll readiness sessions, KSI identified the lack of global policies, standard processes, and controls. Given the earlier stages of the project, identification of these gaps allowed the team to dedicate time to addressing policies, processes, and controls. The internal team was incredibly lean which KSI highlighted as a risk to supporting day to day operations and a payroll program. To mitigate the highlighted risk, KSI recommended the onboarding of temporary resources to assume the day to day manual data auditing and payroll support activities, thus freeing up key resources to focus on more strategic items and program implementation. The KSI team worked closely with the internal client program manager to define a resource model required to support the payroll program and define the readiness items that could be addressed prior to system implementation partner engagement. To drive to a resource model, the KSI team defined a potential implementation timeline which highlighted conflicts with competing initiatives and blackout periods.
To address the common theme of negative system perception that was highlighted during the workshops, KSI recommended a change management approach that included a rebranding strategy to assist in driving system adoption.