Workforce Management for Nonprofits – Beyond Timesheet to Paycheck Presented by: Deana Dearry Enterprise Solutions Manager
Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • Payroll “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 2 2
An Employee View of Timesheet to Paycheck 3 3
HR, Supervisors and Payroll’s View 4 4
It’s an Employee Experience • • • 5 Compensation A Job A Challenge Calculations Uncertain A Process Growing Shrinking Something to be automated Endless / Limitless – depends on your perspective! 5
It’s Transactional • • • • 6 Timesheets Personnel Activity Records Salaries/Wages Tax Withholdings Deductions Gross to Net Calculations Check and Direct Deposit Distribution Deduction Remittances Tax Filing W 2’s W 4’s Allocations/Distributions Reconciliation 6
It’s Strategic • Payroll represents your Agency’s greatest resource • Also its greatest expense • How do we maximize the resource and minimize the effort? 7 7
Employee/Manager Experience Self-service interaction layer Employee Manager self-service Self-service Employee communications Management reporting and analysis Strategic Recruitment processes Candidate sourcing Learning management processes Applicant tracking New-hire on boarding Contingent staffing Training administration Performance and talent management processes Employee Succession Competency performance planning management Learning content management Compensation and rewards Learning delivery Planning and analysis Transactional HRMS processes Employee records & personnel actions Benefits administration Source: Forrester Wave HRMS 2010 8 Payroll Position management HR compliance Workforce management processes Time and attendance Forecasting & scheduling Absence management 8
The Need for Feed Effect In recent years, HR and Payroll have changed in profound ways. The economy and funding changes have forced Agencies to blur ‘duty lines’ and challenged traditional definitions by job title and functions. • In the new economic environment, there is an increased demand for “feeds” of Payroll and HR information, throughout the organization • HR information no longer stays in HR • Payroll information no longer stays in PR • Information must flow across the organization to Supervisors, Directors, Management as well as the Board • Getting this information on a timely basis is now more “mission critical” • Let’s call it “The Need for Feed” 9 9
Where do we spend our time? 10 10
Where does Payroll Processing “Fit” In Human Resources? • • • Maintain other personnel records Apply and Enforce Personnel Policies Are “people” people In Finance/Accounting? • • • Maintain other financial records Payroll will always need to be integrated to GL Are “numbers” people Accounting and HR must work closely together but they do have different roles and different strengths! 11 11
“Best Practice” Model 12 12
Payroll Hot Topics • DOL Timesheet App – Smartphone App – Printable tool in English & Spanish • • 13 New IRS W 2 regulations ARRA / Stimulus SSNVS - Social Security Verification Proposed Expansion of FLSA(April 2011) 13
Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • Payroll “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 14 14
Department of Labor Launches Timesheet App The Department of Labor recently launched a smartphone application that allows employees to keep track of the hours that they work. The application (currently available for i. Phone & i. Pod Touch but potentially coming to Android and Black. Berry) lets users maintain personal records of regular hours, break times and overtime hours. Secretary of Labor Hilda L. Solis said she was happy the DOL could seize on "increasingly popular and available technology to ensure that workers receive the wages to which they are entitled. " She added that the app "will help empower workers to understand up for their rights when employers have denied their hard-earned pay. “ For workers without a smartphone, the WHD has a printable work hours calendar in English and Spanish to track rate of pay, work start and stop times, and arrival and departure times. The calendar also includes easy-to-understand information about workers’ rights and how to file a wage violation complaint. 15 15
http: //www. dol. gov/whd/FLSAEmployee. Card/calendar. R 5 Web. pdf 16 16
http: //itunes. apple. com/us/app/dol-timesheet 17 17
Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 18 18
Is This YOUR Process? • • 19 Collect Timesheets Call Supervisors Correct Timesheets 19
Is This YOUR Process? • • • 20 Collect Timesheets Calculate & Verify Time Enter Time into Payroll System Process a Trial Payroll Verify Payroll Calculations Print Checks/Direct Deposits ACH file to Bank Pay Taxes Accounting and Reports 20
Let’s Visualize Your “Todays” 21 21
“Best Practice” Model 22 22
Pre-Payroll Process 23 23
The Payroll Process 24 24
What is The Process 25 25
Questions to Ask • • • 26 Who is impacted? What other considerations do I have? When does the Process get updated? Where will the Process be documented? Why doesn’t the Process work anymore? How will staff be trained? 26
Questions to Ask • • • Number of employees? Location of employees? IT Infrastructure? Nature of my staff? Nature of my Agency? What kind of future growth do I expect? 27 27
Roles That May Be Impacted Employees Human Resources & Payroll 28 Supervisors / Program Managers Board / Policy Council 28
Current Process • Employee Role • • Non-exempt Exempt • Supervisor Role • • Gathering hours information Approvals • Administrator Role • 29 Checking/processing 29
Other Considerations • Reduce processing costs while increasing efficiency – Automate core HR, Benefits and Payroll processes • Meet current and future staffing needs – Finding, developing and retaining the key employee skill-sets and aptitudes • Contain and reduce employee benefits cost – 30 The single largest workforce-related cost after salaries and wages 30
Other Considerations… • Reduce compliance costs and risks – – Increasingly complex laws and regulations Avoid fines, penalties and help protect against costly litigation • Make the best staffing and budget decisions – Accurate, timely and insightful workforce reporting and analysis tools • Employee satisfaction – 31 Balance the need for a high level of service to employees with the costs of providing it 31
Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • Payroll “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 32 32
Identify Automation Target Areas 33 33
Automation Targets 34 34
Sketch The Process 35 35
Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • Payroll “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 36 36
Time Collection Options … Paper Timesheets Electronic Timesheets Time Clocks 37 37
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Agenda • Timesheet to Paycheck … and Beyond • Hot Topics and Compliance Issues • Payroll “Best Practice” Processes • Targeting Automation and Efficiency • Automation Tool Options • Identifying the Right Tool(s) 40 40
Solution Functionality to Consider… • • Time entry flexibility / hours entry options Allocations /Distribution of time (if needed) Scheduling Time off Accruals Attendance management Workflow and Alerts/Emails to Supervisors Electronic Approvals • 41 But must have hard copy for audit records 41
OMB Circular A-122 “Support of Salaries and Wages” 42 42
Solution Functionality to Consider… • Other dollars ($) tracking: • • • Mileage Supplies Other expenses (Flex Spending, etc. ) • Work Flow • • • 43 Alerts Time off requests Approvals 43
Integration with Other Systems • Human Resources System • • Master file information PTO balances • Payroll System • • • 44 Hours transfer Accounting System Allocation/distribution Info Security/access control system Other internal systems? 44
HRIS / HRMS Standard Features • Human Resources – – • • • 45 Benefits administration Pay and performance Payroll Work time & attendance Recruiting/new hire Training/learning management system Employee/supervisor self service 45
HRIS / HRMS 46 46
Employee/Manager Experience Self-service interaction layer Employee Manager self-service Self-service Employee communications Management reporting and analysis Strategic Recruitment processes Candidate sourcing Learning management processes Applicant tracking New-hire on boarding Contingent staffing Training administration Performance and talent management processes Employee Succession Competency performance planning management Learning content management Compensation and rewards Learning delivery Planning and analysis Transactional HRMS processes Employee records & personnel actions Benefits administration Source: Forrester Wave HRMS 2010 47 Payroll Position management HR compliance Workforce management processes Time and attendance Forecasting & scheduling Absence management 47
Implementation Recommendations • Identify team (Payroll, HR, IT, Finance, Program Managers) • Conduct needs analysis • Technology review • • • 48 License versus Saa. S LAN/WAN Internet/Intranet access 48
Implementation Recommendations • • • 49 Discuss expectations Determine ROI Review current processes Develop Implementation Plan Develop Communication Plan 49
Benefits of Automation Efficiency gains in the Payroll Department – – Automatic calculation of time Real-time views of hours worked Electronic supervisor approvals Electronic transfer of information to payroll system – Labor allocation to G/L 50 50
Benefits of Automation Reduce inaccuracy & “problems” – Punching in early or out late – Taking short or long lunches – Identifying employees who are approaching OT 51 51
Benefits of Automation • HR gains efficient and consistent administration of PTO policies and payments • Better reporting: • • 52 Approaching OT Absenteeism Budgeted versus actual hours PTO balances 52
Critical Issues Challenge… Time Keeping Solution Manual entry process is time consuming Automated integrations streamline the time entry process for payroll processing Duplicate entry is prone to errors Employees enter their own time ongoing and then transfer the data Validation of time information is minimal or nonexistent Workflow approval process allows direct managers and others in the organization to review and approve the time before transfer to the payroll system Labor allocation is an estimated process and not necessarily an accurate reflection of time in programs Time can be captured based on programs and actual hours worked, & transferred for actual labor allocation It’s difficult to track time for employees in multiple locations Web-based time entry provides time capture from anywhere with an internet connection 53 53
What are your goals for Workforce Management? 54 54
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