Learn about the challenges and drivers of a global payroll strategy, as well as the key elements for executing that strategy in the cloud. Accenture is a thought leader in the planning and implementation of a global payroll strategy and a leading Workday Partner since 2008. Visit www.accenture.com/workday.

1. Global Payroll
in the Cloud

2. Most Significant Payroll Concerns
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• Inefficiencies across people, processes and
technology solutions
• Inability to leverage leading practices across payrolls
• Lack of visibility of payroll data to support cost
analysis and compliance
• Limited ability to establish regional / global SLAs and
KPIs to measure payroll performance
• Lack of integration and self service
• Data accuracy and integrity
• Costs associated with relying on manual processes
• Applying ongoing changes to legislation
• Adhering to the existing rules and regulations
• Achieving efficiencies across multiple cultures,
languages and currencies
• Accurate and timely processing of payments and
required reporting
• Compliance related to work and pay rules
• Reliance on manual processes
COMPLIANCE
STANDARDIZATION
AUTOMATION
COUNTRY LEVEL
REQUIREMENTS
VISIBILITY & MEASUREMENT

3. CHANGE DRIVERS
PROMOTE AUTOMATION
• Find opportunities to enable integration, interface
optimization, portals and self service
• Leverage opportunities to reduce manual processing
ACHIEVE DATA VISIBILITY
• Promote global reporting
• Drive performance through regional and global SLAs/KPIs
DEFINE SYSTEM OF RECORD
• Establish single HR system of record
• Tighter integration with other HR and Financial
systems components
DEFINE GLOBAL PAYROLL ORGANIZATION
• Define compliance and a payroll presence globally
• Promote standardization to establish leading practices
across regions
Technology:
Change Drivers Lead to New Requirements
3
Mitigate Risk & Liability
(Promote Overall Employee
Experience)
Require Visibility of Payroll
Data, Ability to Measure
Payroll Performance
Ensure Compliance & Data
Integrity (Ability to Enable
Data Sharing)
Find Qualified Resources
(do more with less)
Process Across Multiple
Regions, Regulations &
Cultures
STANDARDIZE PROCESSES GLOBALLY
• Find opportunities to standadize globally
• Apply localization where regulatorially required
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4. Technology:
Impacts of Implementing New Requirements
4
BEFORE
AFTER
INTEGRATION
& SELF SERVICE
HR SOURCE
OF RECORD
GLOBAL
REPORTING
DATA INTEGRITY /
ACCURACY
STANDARDIZATION
COMPLIANCE
Limited and not
standardized
Enabled, Standardized
Compromised through dual
maintenance and manual
processes
Integrated
Reporting only available on local
payroll level
Enabled
Compromised by manual
processes and lack of integration
Significantly improved through enabled
data sharing & integration
Payroll technology and process
applied locally
Standardized technology and process
applied globally
Requirements defined on
a local level. Compromised
by manual processing
Requirements defined on a global
level. Supported by automation
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5. CHANGE DRIVERS
PROVIDER OPTIMIZATION
• Limit the number of payroll providers
• Balance the level of service provided
IMPLEMENT GLOBAL SERVICE DELIVERY
• Centralize transactional work and achieve
FTE specialization
• Enable standardization and best practice alignment
STANDARDIZE SERVICES PROVIDED
• Increase consistency of services
• Leverage skills across locations
DEFINE GLOBAL SOURCING STRATEGY
• Standardize the selection and management of 3rd parties
• Reduce vendor management effort
Service Delivery:
Change Drivers Lead to New Requirements
5
Inability To Manage
Multiple Contracts
Need to Gain Efficiencies &
Reduce Manual Processing
Need to Balance
Level of Service
Mitigate Risk / Liability
Increased Globalization
(requires a Global Sourcing
Model)
Leverage to Prevent
Costly Inconsistencies
IMPLEMENT CONTROLS & GOVERNANCE
• Reduce challenges and risks in managing multiple
operating models
• Create global governance roles and responsibilities
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6. Service Delivery:
Impacts of Implementing New Requirements
6
BEFORE
AFTER
DELIVERY MODEL
PROVIDER
OPTIMIZATION
PROCESS
STANDARDIZATION
METRICS
QUALITY
STANDARDS
TRANSACTIONAL
WORK
Delivery model, governance and
compliance standards defined on
a local level
Defined on a global level
Multiple vendors with service
levels defined on a local level
Global payroll provider(s)
Minimal due to multiple solutions
and decentralized model
Global with one vendor and
a centralized model
None or lagging indicators
Predictive Analytics /
Root Cause Analysis
Control / Compliance Oriented
Process Oriented Methods
Performed on local level resulting in
higher labour investment
Centralized global service delivery
center enabling global strategy
and FTE specialization
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7. Global Service Delivery:
Components
7
GLOBAL
SERVICE
DELIVERY
Creation of an
Employee Contact
Center.
• Call Center
• Knowledge Tools
• Case Resolution
• Tier 1-3 Escalation
Retained services
are centralized in
a Global Service Delivery
Center.
• Transactional work shifted
• In-Country SMEs engaged
• Vendor Management
• Process Standardization
Creation of a Center
of Excellence (COE).
• Deep skills in Payroll
• Strategize for organization
• Process ownership
• Monitor metrics
• Process improvement
• Link to the Global Strategy
PAYROLL COE
Governance Roles
and Responsibilities are
defined.
• Compliance managed
on a global level
• Global or Hub and spoke
model enabled
• Global strategy and
standards supported
GOVERNANCE PROCESSINGEE CONTACT
Global
Service
Delivery
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8. GLOBAL PAYROLL CENTER OF EXCELLENCE
Global Strategy
Payroll
Compliance
Supplier Mgmt
Employee Contact
(Level 2)
Escalations
(Level 2)
Policy &
Procedures
Global Governance Roles Global COE Responsibilities
COE
Governance: Hub and Spoke Model
8
Local
Spoke
REGIONAL HUBS
Regional Payroll
Operations
Regional
Compliance
Regional Supplier
Mgmt
Employee Contact
(Level 2)
Escalations
(Level 1)
In Country
Coordination
Regional Governance Roles Regional Hub Responsibilities
COUNTRY SPOKES
Specific Support
Processes
Local
Compliance
Identified
Inputs
Selected
Projects
Escalations
In Country
Communication
Country Spoke Responsibilities
Regional
Hub
Local
Spoke
Global
Service
Delivery
Copyright © 2016 Accenture All rights reserved.

9. Metrics Matter
9
Global
Service
Delivery
KEY
PARAMETERS
Accuracy
Cost
Timeliness
Key Scorecard Indicators
CATEGORY:
Perfomance/ Provider
Level Metrics
• Tie to Provider SLAs
• Tie to KPIs
• Measure overall “health” of
payroll
CATEGORY:
Payroll Operations
Based Metrics
• Concentrate on case
resolution
• Measure the performance
of the execution steps
CATEGORY:
Processing Metrics
Unit based measurements of
payroll and service delivery
productivity. Used for root
cause analysis
EXAMPLES
• Number of errors
and adjustments
• Payment Reissues
• Overpayments
EXAMPLES
• Cost Per Paycheck
• Cost Per Payee
• Payment Accuracy
• Reporting Timeliness
EXAMPLES
• Payroll Deadlines
• Input Accuracy &
Timeliness
• Timeliness of Payroll
Inquiry Resolution
Copyright © 2016 Accenture All rights reserved.

10. Why Accenture? End-to-End Support
10
powered by
Information TechnologyHuman Capital ManagementFinancial Management
Ecosystem
Assessment
Interaction of processes,
policies and systems with
ecosystem
Planning & Strategy
Development of a
transformation strategy
Implementation
Architecture, design,
development and testing
of the solution
Post Implementation
Ongoing application
maintenance and business
process outsourcing
activities
Intelligence IndustryInnovationGlobal Reach AlliancesIndustrialization
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11. Why Accenture – Global Scale
11
Locations with highest concentration of Workday certified practitioners
Accenture’s Workday Delivery Centers
Hong Kong
225 Workday skilled,
certified and
experienced experts
250 Asia Workday
Experience and
Low cost delivery capability
50 Workday resources in
our emerging European
growth market
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12. Learn More
12
Contact: Tina Juliana
Visit: Accenture and Workday
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Read:
• Digital Radically
Disrupts HR
• The Digitization of
Human Resources
• Human Capital
Management Solutions
for Workday