The payroll & time journey at HP: A four-year transformation to drive shareholder value
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A four-year transformation at this tech giant, including a split into consumer and enterprise providers, required extensive payroll and time-management changes.
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The payroll & time journey at HP: A four-year transformation to drive shareholder value
- 1. The payroll & time journey at HP Sam Harper Global Director of Information Technology, Hewlett-Packard Enterprise
- 2. A four-year transformation, FY13 - FY17 Aim: More relevant, enable much larger business outcomes, drive shareholder value for HP
- 3. 7.5K Total Testers 159K SIT Test Cases 135K UAT Test Cases 19M Batch Jobs 2.6K Apps Dispositioned 21K Resolved Defects 8 PB New Storage 436 Mock Cutovers 12K E2E Test Cases 5.2K HC Capacity Created 2.6K Releases 1.2K Go Lives 74K Interfaces 4K Project Milestones 560 Project Plans 2.5K Linked Dependencies 9.5 Months • Largest and most complex business separation in history • Successful execution has enabled HP to create a customer facing divestiture and separation go-to-market practice Record Setting Pace Requirements 34 Days Design 41 Days Build 69 Days Test 104 Days Go Live 67 Days Unprecedented scale/scope/timeline: IT impact Internal Experience 100K SharePoint Sites 6K New Servers Built 32.9K Servers Re-IP’d 375.5K Email Accounts
- 4. EMEA ~82,000 Employees 8 In-House apps 23 ASP/OS 30 Desktop 2013 payroll landscape Americas ~121,000 Employees 9 In-House apps 5 ASP/OS 7 Desktop 19 Countries 60 CountriesArgentina Brazil Canada Costa Rica Mexico +*wb Puerto Rico US LA/CN *di Chile Colombia Panama Peru Venezuela Denmark France *dw GBR/IRL *wb Greece Netherlands Poland (2) GREP *di GLOBAL SUMMARY (as of Apr 30, 2013) 97 Countries /99 platforms for Payroll and T&L • ~297K Employees • ~50% PeopleSoft coverage (9 countries, 5 instances) • 26 applications , ~80% In-House coverage (27 countries) • 32 ASP/OS, 19% ASP/Outsourced coverage (40 countries) • 41 Desktop apps, 1% Desktop coverage (30 countries) *wb = portal *dw = data warehouse *di = data integrator APL ~94,000 Employees 9 In-House apps 4 ASP/OS 4 Desktop 18 Countries eApproval ePayslip *wb Korea GPay China Hong Kong Taiwan India (2) India Indonesia Philippines Thailand
- 5. 25 countries live on ADP payroll and 25 live on ADP eTime FY12 – FY13 Start FY13 go-live FY14 Start FY14 – FY15 go-live Canada Brazil Mexico Puerto Rico Spain Denmark* Korea Thailand France China Singapore Norway* Hong Kong Slovakia Romania Taiwan Netherlands China Poland Australia Hong Kong Switzerland Indonesia* Taiwan Romania New Zealand Venezuela Australia Ireland Switzerland New Zealand United Kingdom Czech Republic Venezuela* Italy Poland Germany * Streamline Implementation
- 7. Addressing operational risks and complexities Category Descriptions Examples Impact Compliance Risks Penalties and interest • Statutory compliance risks • Accuracy risks • Reputational risks China, Hong Kong, Taiwan, Switzerland, Australia, Romania, Costa Rica, Canada, Germany, UK • Penalties and interest for non-compliance • Increased external audits • WC escalations • Public relations risks Scalability Increased cost of $X M per integration; business risk (revenue/costs) • Ability to add new populations • Ability to support new T&Cs UK, Ireland, Australia, New Zealand, Philippines, India, Canada, Germany • Inability to support MADO in core countries • Increased costs and complexity to support Stability/Capability TCE Quality Impact Benchmark • Platform & vendor stability • Ability to rollout new features • 500+ SR’s globally • Inconsistent capability worldwide • Bulgaria, Turkey, Costa Rica, Slovakia, Philippines • Inability to rollout new global programs (ESPP) • High risk to accuracy of payroll • Excessive manual intervention • Costly innovation and MOC Domain expertise $4.2M annually in replacements costs (recruiting and efficiency losses) • Retention and development of payroll domain expertise • Nordic countries • UK turnover • APJ bench strength • SSC turnover • Contingent workers • IT availability • DR/BCP planning • Inability to complete payroll processes • Trade-off decisions on equally important priorities in the business • Inefficient leverage of FO/BO models • No cross country leverage of resources Cost Controls Higher recurring costs annually • Inability to leverage common platforms / scale • Excessive change controls costs • Limited FO/BO efficiencies • 99 different environments used for 97 countries • Lack scale in ability to negotiate rates • EMEA inefficient in FO/BO • Higher costs to HP • Unpredictable costs for changes • Inadequate ability to leverage FO/BO model
- 8. Risk mitigation decision Category Outsource to ADP Compliance Risks Penalties and interest • Vendor accountability • Vendor shares risk Scalability Increased cost of $X M per integration; business risk (revenue/costs) • Scalability across platform for major/minor mkts • Migration path to new offerings Stability/Capability TCE Quality Impact Benchmark • Full DR & BCP & SLA’s • Dedicated resources • Focused R&D investment • Higher domain expertise Domain expertise $4.2M annually in replacements costs (recruiting and efficiency losses) • Supplements FO and IT expertise • Focused compliance resources • Migration path to new offerings Cost Controls Higher recurring costs annually • Common platforms based on size of country • Negotiated rates • Efficiency and SSC gains Also considered: • In-house • Baseline & tactical
- 9. Future Payroll Operations and Services Best in Class will be achieved by payroll services and provision of continuous improvements in line with our customer’s expectations. Payroll Back Office (off shore, near shore) required to focus resources to handle payroll services and improvements. This and transition of front office services will provide bulk of payroll savings. Payroll roadmap focus area - Operations Global payroll comprises both payroll operations services as well as global payroll transformation program Global Payroll Transformation Program Transformation to ADP provides system standardization and platform for Best in Class payroll services. Current Payroll Operations
- 10. Synergies of aligning payroll & time • More efficient/effective use of resources • Using a single vendor (ADP) ensures tighter integration and accountability • Governance more streamlined • Requirements gathering more efficient with same ADP Blueprint process • Reduces risks associated with building interim interfaces between legacy and go-forward assets • MOC can be streamlined to a single change event for each country • In country efficiencies and shared models realized earlier
- 12. next steps: Outstanding Customer Service + Great or Good Technology
Hinweis der Redaktion
- Scott
- 97 Countries (Americas = 19; EMEA =60; APJ =18) Main outsourced providers - Northgate, ADP, Triaton
- $258M in P&I risk based on annual funding of $24.5B of salary with 35% being distributed to tax/statutory authorities with approximately 20% of total dollars at risk on a penalty factor of 15% $4-5M in scalability risk based on implementation cost of 5 country MADO deal Lackign Mission critical coverage for GP 9.1, Argentina, Brazil, Mexico, Germany, Indonesia, China and US
- $258M in P&I risk based on annual funding of $24.5B of salary with 35% being distributed to tax/statutory authorities with approximately 20% of total dollars at risk on a penalty factor of 15% $4-5M in scalability risk based on implementation cost of 5 country MADO deal Lackign Mission critical coverage for GP 9.1, Argentina, Brazil, Mexico, Germany, Indonesia, China and US
- Current Payroll Operations We provide payroll services to 290,000 persons in 105 countries world wide. We handle 4.9 million pay slips each year. This is our daily bread and butter. Provide consistent quality payroll services Global Payroll Transformation Program Transformation to ADP provides system standardization and the platform for Best in Class payroll services going forward. The key development includes a) the elimination of work arounds by improvement to the system functions in line with the respective country requirements, b) implement UPIM pre-implementation phase to ensure all country requirements are captured Increase Payroll Back Office Capability Increased BO capability to enable provision comprehensive Best in Class services. In addition to this, increased Operations capability is required to focus resources to handle payroll services and improvement opportunities. Building capability together with strategic transition of front office services Future Payroll Operations and providing Best in Class Services Best in Class will be achieved by future payroll services and provision of continuous improvements to drive efficiencies and effectiveness in line with our customer’s expectations