Payroll Management Masterclass_6 8 April 2016

HRM AND PAYROLL
MASTERCLASS CONFERENCE
PARK INN HOTEL, SANDTON
CHARLES COTTER
6-8 APRIL 2016

 Introduction
 The Fundamentals of Payroll management and administration
 Diagnosis and Analysis of current payroll/rewards management
practices
 Strategic Total Rewards Management (STORM)
 Benchmarking, measuring and evaluating the impact of STORM
TRAINING PROGRAMME OVERVIEW
(DAY 1)

Definition of Payroll/Rewards Management
Objective of Payroll/Rewards Management
Value of Payroll/Rewards Management
Criteria and factors for selecting an effective Payroll Management
System
Types of rewards
THE FUNDAMENTALS OF PAYROLL AND
REWARDS MANAGEMENT AND
ADMINISTRATION

Payroll Process Flow-diagram
The components of Total Rewards
The evolution of Rewards Management
Best Practice Rewards Management
THE FUNDAMENTALS OF PAYROLL AND
REWARDS MANAGEMENT AND
ADMINISTRATION

 The administration of the financial record of employees' salaries, wages,
bonuses, net pay, and deductions. The process consists of calculation of
employee salaries and tax deductions, administrating employee benefits and
payment of salaries.
 Reward management is concerned with the formulation and
implementation of strategies and policies that aim to reward people fairly,
equitably and consistently in accordance with their value to the
organization.
 Reward management consists of analyzing and controlling employee
remuneration, compensation and all of the other benefits for the employees.
 Reward structure usually consists of pay policy and practices, salary and
payroll administration, total reward, minimum wage, executive pay and
team reward.
DEFINITION OF PAYROLL/REWARDS
MANAGEMENT

 Reward management aims to create and efficiently operate a reward structure
for an organization.
 Reward management deals with processes, policies and strategies which are
required to guarantee that the contribution of employees to the business is
recognized by all means.
 Objective of reward management is to reward employees fairly, equitably and
consistently in correlation to the value of these individuals to the organization.
 Reward system exists in order to motivate employees to work towards
achieving strategic goals which are set by entities.
 Reward management is not only concerned with pay and employee benefits. It
is equally concerned with non-financial rewards such as recognition, training,
development and increased job responsibility.
OBJECTIVES OF PAYROLL/REWARDS
MANAGEMENT

 From an accounting perspective, payroll is crucial because payroll and
payroll taxes considerably affect the net income of most companies and
because they are subject to laws and regulations.
 From a human resources viewpoint, the payroll department is critical
because employees are sensitive to payroll errors and irregularities.
 Good employee morale requires payroll to be paid timely and accurately.
 The primary mission of the payroll department is to ensure that all
employees are paid accurately and timely with the correct withholdings and
deductions, and that the withholdings and deductions are remitted in a
timely manner. This includes salary payments, tax withholdings, and
deductions from pay cheques.
 Employee retention tool
VALUE OF PAYROLL MANAGEMENT

THE LINK BETWEEN TALENT ATTRACTION
AND EMPLOYEE ENGAGEMENT

 An effective payroll system should comply with the following
criteria:
Security
Compatibility
Credibility
Flexibility
CRITERIA: SELECTING A PAYROLL
MANAGEMENT SYSTEM

 The major factors involved in a payroll management system
include:
Accurate calculation of employees’ salaries
Deduction of taxes to relevant tax organizations, such as SARS
All pre-tax deductions that are costs owed to third parties (e.g.
medical aid schemes or pension funds)
Printing and distributing, or e-mailing of pay-slips
Keeping a record of all employees’ IRP5 certificates and distributing
them when necessary
FACTORS: EFFECTIVE PAYROLL
MANAGEMENT SYSTEM

THE EVOLUTION OF REWARDS
MANAGEMENT

PAYROLL PROCESS FLOW DIAGRAM
(I-P-O model)

BEST PRACTICE PAYROLL/REWARDS
MANAGEMENT PRINCIPLES

 #1 Your organization offers competitive and market-related/above market-related
remuneration packages to employees (prospective employees).
 #2 Your organization adequately and accurately recognizes the knowledge, skills,
competencies and experience of employees and rewards are sufficiently flexible and
variable.
 #3 Your organization applies fairness in payroll methods, procedures and practices
for compensating, recognizing and rewarding employee contributions.
 #4 Your organization applies equitable payroll methods, procedures and practices
for compensating, recognizing and rewarding employee contributions.
 #5 Your organization promotes transparency through sharing information about
their payroll/compensation practices, pay rates criteria and how they are determined
– especially at the managerial and executive levels.
DIAGNOSIS OF CURRENT
PAYROLL/REWARDS MANAGEMENT
PRACTICES

 #6 Your organization applies consistency (standardization) in the allocation of
remuneration and rewards e.g. performance bonuses and incentives etc., thereby
serving as a retention and motivation mechanism.
 #7 Your organization’s applies objectivity throughout the performance management
process, as the pre-cursor and chief determinant of performance bonuses.
 #8 Your organization has an efficient, user-friendly and stream-lined job evaluation
and job grading process.
 #9 The value of payroll/remuneration and rewards offered by your organization is
affordable (feasible) promoting business sustainability and continuity.
 #10 Your organizations’ rewards system is effective in that it directly contributes to
and enables the achievement of business management goals e.g. higher levels of
productivity and performance.
DIAGNOSIS OF CURRENT PAYROLL/REWARDS
MANAGEMENT PRACTICES

 Individual (Diagnosis): Critically evaluate your organization’s
current rewards management structure against the 10 best
practice criteria.
 Group (Analysis): Identify gaps and recommend improvement
strategies for these gaps.
SYNDICATE GROUP LEARNING
ACTIVITY 1

 Contextual introduction to STORM
 The strategic imperative of Rewards Management
 Defining the fundamental concepts
 Creating/Developing a reward strategy
 Implementing Strategic Rewards Management
STRATEGIC TOTAL REWARDS MANAGEMENT
(STORM)

 An effective total rewards strategy enables organizations to
deliver the right amount of rewards, to the right people, at the
right time, for the right reason.
 Best Fit vs. Best Practice vs. Hybrid (integration)
 Reward strategies must be anchored in business reality to be
effective. Which means linking it to your business strategy, the
needs of your employees as well as your organization.
 Appropriate Total Rewards Framework
CONTEXTUAL INTRODUCTION TO
STORM

 “Effective reward is about finding the right reward programs for the strategic
direction of your business.” (Tom McMullen)
 Strategic reward management involves the formulation and implementation
of an equitable reward system that is congruent with the organization’s
strategic objectives.
 The reward system must be congruent with the management style and
other organizational systems, in particular, communication and decision-
making. (Lawler)
 To be effective, a total rewards package must tie together the
organizational strategy, workforce strategy, and HR strategy. Total
rewards should align each employee with the organizational objectives.
THE STRATEGIC IMPERATIVE OF
REWARDS MANAGEMENT

 Strategic reward is based on the design and implementation of
long-term reward policies and practices to closely support and
advance business or organizational objectives as well as
employee aspirations.
 The concept of total reward encompasses all aspects of work
that are valued by employees, including elements such as
learning and development opportunities and/or an attractive
working environment, in addition to the wider pay and
benefits package.
 Links between strategic and total reward
DEFINING THE FUNDAMENTAL
CONCEPTS

COMPONENTS OF TOTAL REWARD
STRATEGY

 Holistic
 Best fit
 Integrative
 Strategic
 People-centred
 Customized
 Distinctive
 Evolutionary
CHARACTERISTICS OF TOTAL
REWARD SYSTEM

 Develop a business case for Strategic Total Rewards
Management (STORM). Do the benefits outweigh the costs?
Justify and motivate your viewpoint.
ACTIVITY 2

 Advantages/Benefits:
Economic: Creates affordable and sustainable costs
Financial: Generates maximum return on the reward program
investment
Strategic and Performance-related: Connects with the business
strategy to create a high performance culture
Reputational: Supports the employment brand
BUILDING A BUSINESS CASE FOR
STORM

 Costs/drawbacks:
Management: Managerial apathy
Cultural: Organizational cultural resistance and readiness
Provision: The supply of resource-constrained rewards (across the
board)
Weighting: Attempting to measure the comparative value of certain
rewards
BUILDING A BUSINESS CASE FOR
STORM

TOTAL REWARDS STRATEGY
PROCESS FLOW

 Step 1: Define the context and issues (environmental analysis)
 Step 2: Set the total reward strategy (guiding principles and reward priorities)
 Step 3: Set reward change agenda (status quo relative to desired end state)
 Step 4: Implementation overview
 Step 5: Design individual plans
 Step 6: Implement
 Step 7: Measure and manage
 Outcome: A cohesive and comprehensive reward strategy that is both value-oriented and
cost-effective and aligned with the organization's business strategy.
CREATING/DEVELOPING A REWARD
STRATEGY (7-STEP PROCESS)

 Benchmarking STORM
 Annual STORM reviews
 Best practice guidelines and principles
BENCHMARKING, MEASURING AND EVALUATING
THE IMPACT OF STORM

 Question: How do you know if your rewards program is offering
the right levels of total remuneration to recruit and retain staff?
 Benchmarking offers a useful tool to answer this question.
Benchmarking aims at improving performance - a search that
never ends. Therefore, benchmarking is not a single action but a
continuous, cyclical process.
Performance Assessment
Performance Improvement
BENCHMARKING

 A clear, executable remuneration philosophy aligned with
business strategy
 Employee-centricity
 Investment in front-line manager capability
 Well thought-through decision-support data and tools
 A continual process, not a one-off project
5 KEY FOCUS FOR STRONG REMUNERATION
EXECUTION (AON HEWITT)

 STATISTIC: 24% of participants do not measure reward and recognition programme
success.
 Review your programs and rewards frequently to keep them aligned with corporate
goals as well as employee expectations.
 Measure the effectiveness and impact of your reward and recognition programmes.
 Create a performance measurement framework so you can measure the impact of your
reward and recognition programme.
 Track the performance metrics that form the basis of your reward structure and conduct
surveys to gain qualitative feedback from employees and supervisors.
 IMPERATIVE: Measure your reward and recognition programme impact and improve
based on your results.
EVALUATION GUIDELINES

METHODS FOR MEASURING REWARD AND
RECOGNITION PROGRAMME SUCCESS

 Explain the best practice methods and process that your
organization will apply in the benchmarking, reviewing and
measuring of your Strategic Total Rewards Strategy.
ACTIVITY 3

 Defining payroll fraud
 Payroll fraud statistics – Plunders and Blunders
 Detection of payroll fraud e.g. ghost workers
 Payroll fraud prevention strategies
 Applying payroll internal controls, 3 types of control and the control
process
 Taking action against payroll fraudsters
(DAY 2)

 Payroll fraud involves an intention by a member of a business
or organization to misappropriate funds. Payroll fraud occurs
when the fraudster causes the organization to issue a payment
by making false claims of compensation.
 Payroll fraud is most simply defined as employees cheating the
payroll system at their place of employment in order to receive
funds to which they are not entitled.
DEFINING PAYROLL FRAUD

 According to Sage HR & Payroll MD Anton van Heerden, payroll fraud is one of
the biggest risks facing companies, with losses bigger than those of cash-in-
transit heists. "The worst part about payroll fraud is cases often go unreported
by the business, due to embarrassment. Instead of laying a charge against the
guilty party, they're simply let go. Without prosecution, the fraudster will go to
another company and do the same there, creating a vicious cycle.“
 The only statistics available on payroll fraud in South Africa are dated 2011 from
Alexander Forbes, who stated that payroll fraud costs South African companies
more than cash in transit heists: R100 million is lost in SA annually to these
heists.
 More than 9% of workplace fraud in the Africa is associated with payroll fraud
 It can take up to 36 months to discover a fraud scheme from the time it was
first started
 Payroll Fraud happens in 27% of all businesses
PAYROLL FRAUD STATISTICS -
PLUNDERS AND BLUNDERS

Ghost workers
Time-sheet/Falsified work hours
Commission schemes
Workman’s compensation (IOD) schemes
Leave balance manipulation (that involve kickbacks or bribes within
companies)
Re-imbursement fraud
TYPES OF PAYROLL FRAUD

 Unusual fluctuations in payroll expenses or hours - anomalies in payroll records
 Pay cheques to employees with minimal personnel records
 Inadequate payroll checks and controls
 Payroll users that either start work late or early to commit misappropriation of funds.
Payroll users that conduct processes from home should also be a concern.
 No correlation between number of pay cheques and number of employees
 Signs of an employee living an overly expensive lifestyle for their earnings
 Multiple employees that are not family members sharing an address or bankaccount
 Having a member of staff unfamiliar with the payroll system check records
 Payroll audits
PAYROLL FRAUD DETECTION – RED
FLAGS

 Forensic Accounting utilizes accounting, auditing, and
investigative skills to conduct an examination into a
company's financial statements.
 This provides an accounting analysis that is suitable for a court
of law.
FORENSIC ACCOUNTING

 The main steps in forensic analytics are:
Step 1: Data collection
Step 2: Data preparation and examination
Step 3: Data analysis
Step 4: Reporting
FORENSIC ACCOUNTING PROCESS

 Cross reference list of employees from payroll records to other
sources
 Review HR records for anomolies
 Data mining resources
 Identify employees with missing or duplicate master file
information
HOW TO DETECT GHOST WORKERS?

4-STEP PAYROLL FRAUD
PREVENTION STRATEGY

 According to Sage (2015), the most efficient way to mitigate payroll
fraud is with an impenetrable series of internal controls, which need
to be constantly monitored and consistently applied.
 Some methods to implement to reduce the likelihood of payroll fraud
happening in your business:
 Automate payroll processing
 Separate payroll duties
 Monitor financial processes
 Screen payroll and finance employees
 Monitor employees for suspicious behaviour
PAYROLL FRAUD PREVENTION

 Sage HR & Payroll MD Anton van Heerden suggests the following:
 Access control: Controlling who can access what, and restricting what
certain users can do on a particular system.
 ID verifications online: Checking against the Home Affairs database to
ensure IDs are legitimate.
 Bank account verification: Verifying bank account details to ensure account
number and account holder match.
 Direct link to banking system: Instead of imputing an electronic file into the
banking system, a direct link to the banking system can be implemented,
ensuring no files can be tampered with en route.

 Yolande Schoültz, risk and fraud management division manager at Sage VIP
(South Africa) recommends the following payroll fraud prevention measures:
 Advice regarding a payroll system:
 Access control should be aligned to segregation of duties
 When checking and signing off the payroll, print your own reports
 Activate a “stop further entry” function after the payroll has been processed by the
administrators, but before checking
 Bank account and ID number validation and verification should be done
 Income verification should be linked to South Africa’s four major banks
 Advice regarding the payroll, human resources and finance departments:
 Segregation of duties should be clearly defined
 The bank statement should always be reconciled back to the payroll system
 A senior manager in finance should be responsible for payroll sign off

 Internal control#1: Split duties between the person doing the
monthly processing and the person doing the salary payments
 Internal control#2: Bring about processes for change and
adjustment to payroll systems
 Internal control#3: Implement checks and cross-checks to
ensure the calculations are done correctly
 Internal control#4: Reconcile actual bank account payments to
the payroll system on a monthly basis
INTERNAL CONTROLS

INTERNAL CONTROL PROCESS
HIERARCHY

 Segregation of duties between HR (employee record
creation); payroll (prepares payroll) and cashier (disbursement
of cash)
 Direct deposit (eliminates possibility of cheque fraud)
 Review of employee master data for duplicate names and
identity numbers
 Comparison/reconciliation between actual payroll and budget
PAYROLL SYSTEM CONTROLS

3-PRONG PAYROLL FRAUD
PREVENTION STRATEGY

 Detection: Identify the most common forms of payroll fraud in
your organization.
 Prevention: For each of these forms of payroll fraud, develop
prevention strategies and/or counter-measures.
 Control: Identify feedforward; concurrent and feedback types
of control to mitigate payroll fraud.
ACTIVITY 4

TAKING ACTION AGAINST PAYROLL
FRAUDSTERS

 Develop and implement a policy for handling suspected dishonest and
fraudulent activities, including termination and reporting to law
enforcement.
 Communicate such policy to all employees, agents, vendors, contractors,
and other interested parties.
 Develop and implement a code of ethics for employees, clearly defining
acceptable and unacceptable activities.
 Develop and implement codes, guidelines, and organizational policies
designed to prohibit conflicts of interest. Consider requiring employees to
disclose possible conflicts of interest involving other employees.
 Require all vendors and contractors to agree in writing as apart of the
contract process, to abide by the codes described in points above.
ZERO TOLERANCE – PROSECUTE ALL
PAYROLL FRAUDSTERS

 Creating a fraud awareness culture
 Ensuring that you have appropriate guardians in your business
 Be involved and understand what controls are in place
 Review and monitor with an element of surprise
 Reward compliance
 Introduce controls and procedure certification
 Employee rotation programs
PRO-ACTIVE MANAGEMENT OF
PAYROLL FRAUD

 Employee leave policy
 Development of code of conduct/ethics
 Fraud / corruption control plan
 Review annual effectiveness of above-mentioned policies
 Vendor tender programs
 Consult annually with specialist to review your progress
 Consider formal whistleblower arrangements
PRO-ACTIVE MANAGEMENT OF
PAYROLL FRAUD

 Describe your organization’s policy and procedure regarding
payroll fraudsters.
 What (disciplinary) actions are taken against perpetrating
managers and employees?
ACTIVITY 5

 Applying the payroll risk management process
 Defining quality assurance
 Applying the P-D-C-A cycle as a means of continuous improvement
of payroll process and system
 Minimizing and correcting payroll errors e.g. overpayments
 Complying with BCEA (Section 34)
 Analyzing and applying case studies
(DAY 3)

ILLUSTRATION: PAYROLL RISK
MANAGEMENT PROCESS

PAYROLL RISK MANAGEMENT PROCESS
 Step 1: Payroll Risk Identification
 Step 2: Payroll Risk Analysis
 Step 3: Payroll Risk Prioritization
 Step 4: Payroll Risk Response
 Step 5: Payroll Risk Evaluation

PAYROLL RISK RESPONSE STRATEGIES

 Apply the 5-step risk management process to payroll
management and administration.
ACTIVITY 5A

 Quality assurance (QA) is a way of preventing mistakes or defects in
manufactured products and avoiding problems when delivering solutions or
services to customers; which ISO 9000 defines as "part of quality management
focused on providing confidence that quality requirements will be fulfilled".
 This defect prevention in quality assurance differs subtly from defect detection
and rejection in quality control and has been referred to as a shift left as it
focuses on quality earlier in the process.
 Quality assurance comprises administrative and procedural activities
implemented in a quality system so that requirements and goals for a product,
service or activity will be fulfilled.
 It is the systematic measurement, comparison with a standard, monitoring of
processes and an associated feedback loop that confers error prevention. This
can be contrasted with quality control, which is focused on process output.
DEFINING QUALITY ASSURANCE
(QA)

2 PRINCIPLES OF QUALITY
ASSURANCE

 Make sure all employee details are correct
 Conduct regular, ongoing audits
 Institute a transparent payroll policy
 Seek employee input to improve payroll process effectiveness
 Don’t ignore payroll requirement deadlines
 Know payroll tax policies and rules
 Review your reporting process
MINIMIZING PAYROLL ERRORS

 Section 34 of the Basic Conditions of Employment Act 75 of 1997 (BCEA)
regulates deductions that an employer can make from an employee's
remuneration. The general rule is that a written agreement is required from
an employee prior to any deduction being made from their remuneration.
 However, Section 34(1)(b) of the BCEA permits an employer to make
deductions from an employee's remuneration if required or permitted to do
so in terms of a law, collective agreement, court order or arbitration award.
This allows for a deduction without the need for a written agreement or
compliance with the further limitations on deductions for loss or damage
imposed in Section 34(2).
 When deductions are made for other for reasons, as contemplated in
Section 34 (1) (d), the Act is clear and states that any deduction should not
be more than 25% of the Employee’s remuneration. However, there is no
requirement by the Act that a deduction as contemplated in Section 34 (5)
(a) should only be 25% and not more. Thus the full amount of overpayment,
made in error, can be recovered at once.
CORRECTING PAYROLL ERRORS – SALARY
OVERPAYMENTS (BCEA)

 The BCEA specifically addresses deductions in respect of damages. Section
34 (2) permits an employer to deduct from an employee's remuneration for
reasons related to loss or damage provided the employer complies with the
following prior to a deduction being made:
 the damage must be as a result of the fault of the employee;
 fair procedure must be followed in that the employee is given fair opportunity
to make representations why the deduction should not be made;
 the total amount of the debt cannot exceed the loss or damage; and
 the total deduction does not exceed one-quarter of the employee's
remuneration in money.
 The BCEA also specifically deals with the recovery of any overpayment
made to an employee. The statute permits an employer to deduct any
such overpayment unilaterally. Whenever an employer is permitted to
apply set-off it is not limited in any way as in the case of recovering
damages in compliance with section 34 (1)(a) and (2).
CORRECTING PAYROLL ERRORS – SALARY
OVERPAYMENTS (BCEA)

 Describe the procedure/s to minimize payroll errors and the
process of correcting overpayments.
 Describe how you can apply the P-D-C-A cycle as a means of
continuous improvement of the payroll processes and systems
within your organization.
ACTIVITY 6

 A Surrey bookkeeper who committed more than £20,000 in payroll fraud has been sentenced to 15
months imprisonment.
 Judith Auclair, 60, regularly submitted PAYE tax returns to HMRC on her employer’s behalf. However,
she began to add false employee details to the company’s payroll and claimed they were owed tax
refunds. She then paid the money into her own bank account.
 Auclair falsely claimed £17,254 in tax refunds and pocketed a further £4,927 of tax and National
Insurance contributions which had been falsely deducted from other employees’ wages between April
2009 and March 2012.
 Auclair also paid herself £14,223, falsely stating the money had been used to pay for goods and
services.
 After a director became suspicious and the company’s accountant asked for its tax records, Auclair
resigned from her job in December 2011.
 Auclair was arrested on 7 March 2013 on suspicion of fraud. However, shortly after her arrest she
transferred a further £3,398 from her employer’s bank account into her own account.
 She was later charged with fraud by false representation and being knowingly concerned in the
fraudulent evasion of income tax. She pleaded guilty to 15 fraud charges.
CASE STUDY 4: SURREY
BOOKKEEPER

 Review the four case studies. Describe what payroll fraud
detection, prevention and control lessons can be extracted
from these case studies? Try to relate each case study to the
Fraud Triangle.
ACTIVITY 7

 Andrew Firth http://www.slideshare.net/rushmoregroup/payroll-fraud
(accessed 3 April 2016) – Case Studies 1-3
 http://www.dorkingandleatherheadadvertiser.co.uk/Surrey-bookkeeper-
jailed-obtaining-37k-tax-fraud/story-22980825-detail/story.html (accessed 3
April 2016) – Case Study 4
 http://fspbusiness.co.za/articles/accounting/use-these-4-internal-controls-to-
prevent-payroll-fraud-7977.html (accessed 3 April 2016)
 http://www.labourguide.co.za/most-recent/1900-employer-deductions-
from-employee-remuneration (accessed 3 April 2016)
 http://www.sage.com/za/newsroom/sage-hr-and-payroll/2015/06/01/sage-
pastel-payroll-and-hr-5-ways-to-detect-and-prevent-payroll-fraud (accessed
3 April 2016)
ACKNOWLEDGEMENTS

 Summary of the key learning points
 Questions
 Conclusion
 Good luck with the implementation of effective payroll
management and administration processes and strategies.
CONCLUSION

CONTACT DETAILS
 Charles Cotter
 (+27) 84 562 9446
 charlescot@polka.co.za
 LinkedIn
 Twitter: Charles_Cotter
 http://www.slideshare.net/CharlesCotter

Payroll Management Masterclass_6 8 April 2016

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Payroll Management Masterclass_6 8 April 2016