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Details of person making the nomination (self-nomination is allowed): |
Name: Jelena Hanchcova Company: Software Company Job title: marketing manager Tel number: 0753 7856 97676 Email: jh@softwarecompany.test |
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Name: Sarah Smith Organisation: Medium Manufacturing Ltd Job title: Payroll Manager Line manager: Jerry Manfield |
The software [max of 400 words] |
Support available as standard: Accreditation: Customer service: All customers are invited to take part in a short quarterly customer feedback survey. This checks that the customer service team is meeting agreed service level agreements and that key account managers are stepping in when needed. The survey also gives users the chance to choose how and when they want to be contacted. In every quarter of the last year our customer service team has achieved a satisfaction rating of at least 85%. More importantly, where customers have rated the team as unsatisfactory in one quarter by the next quarter this rating has always improved to a minimum of satisfactory when they take part again. This shows we are responding to customer concerns. Key account managers also have a very high satisfaction rating with 89% rating their KAM as at least satisfactory and 76% rating them as very satisfactory. KAMs that achieve a rating of less than 80% overall begin an internal evaluation process to ensure their rating improves in the next quarter. Cost: |
Innovation undertaken in this area (eg, improvement to the processes, new communication channels used etc): [max of 300 words] |
New functionality: Since introducing our online hosted software three years ago we have been migrating customers to the online service. We have continued to develop the online service and have recently introduced non-UK payroll and multi-currency payslips for our online users. We have also further developed our reporting service, allowing users to set the system up to automatically generate a number of reports based on the activity going through the system, so, for example any unusual numbers that may indicate an error. In-year filing capability was introduced last year as part of our up-grade. Innovation: We are currently working on a project to allow benefits to be put through the payroll, in anticipation of the scrapping of P11D and the move to payrolling of expenses and benefits. |
Case study (must have gone live in the last 18 months and must be endorsed by the customer on headed notepaper: [max of 1,000 words] (Any confidential information should be clearly marked as such.) |
System replaced: Internet Company had in-house software from Other Payroll Company and a bureau service which completed the BACs payment and produced the payslips. Following an internal review by the payroll manager the company decided to bring all elements in-house and replace the existing software, as it no longer met the company’s needs. System purchased: Internet Company drew up a list of its requirements and awarded each requirement an importance rating. Payroll Done's rating on that document is submitted as a supporting document to this entry – this information is confidential and should not be copied (eg printed out) in any form. Implementation procedure: The implementation procedure began as soon as the contract was signed. A project group consisting of two people from Payroll Done and the payroll manager and an IT staff member from Internet Company was created. The Group met for the first time in the last week of February, where the time-line for implementation was finalised and the Group agreed on areas that needed investigating. The time line for implementation is submitted as a supporting document to this entry – this information is confidential and should not be copied (eg printed out) in any form. It was decided that because of year-end that the main implementation work wouldn't start until after year-end filing was completed in April. The biggest task related to the data cleansing exercise that needed to be carried out. The team agreed that it would take place at the end of April. Payroll Done agreed to draw up a data cleansing guide to the give the Internet Company a process to follow and also to highlight any errors where there were likely to be problems. Once the data cleansing was complete the data was transferred to Payroll Done's hosted software and a training scheme for Internet Company employees in payroll took place at the beginning of May. A duplicate dummy run of the May payroll was carried out to identify any problems. A meeting with all Internet Company payroll employees and four representatives from Payroll Done took place shortly afterwards and any problems were identified and the fix agreed. The document prepared as a result of this meeting is submitted as a supporting document to this entry – this information is confidential and should not be copied (eg printed out) in any form. The payroll then went live for the June payroll. Integration with other systems: Payroll Done was able to create an automatic sharing of information with the personnel software, an improvement on the previous process which required HR to generate and submit updated information to payroll for re-keying. The flexible benefits and P11D software were already submitting automated updates, so it was just a case of transferring these to Payroll Done's system. Facts and figures: Previously staff in the payroll department were spending a lot of time dealing with employee queries, particularly the staff from an acquired company. Following the introduction of Payroll Done's software employee queries are down 70%. Payroll processing time is down as a result and one payroll employee has moved to another role, although they are still able to use the system and have training at regular intervals to ensure they can step in if necessary. Payroll has been able to introduce an improved maternity pay package, created by HR to aid recruitment, with minimum of fuss. The integration between the two systems helped, as did the freeing up of a payroll employee to focus on introducing joint HR/payroll projects. HR and payroll initiated discussions on the proposed package in Feb 2008 and the system was up and running by April 2008. A new salary sacrifice scheme was introduced at the start of 2008. This was developed in the six months after system implementation and was one of the main drivers behind the software purchase. HR had been keen to introduce the scheme for a while, but it was not possible with our previous software. The scheme had a 40% take-up and this was in part due to the joint communication that payroll and HR undertook, but also to the software, which enabled us to easily generate examples for employees. This allowed them to see the impact on their salary. |
Case study endorsement (can be supplied separately): |
Name: Safraz Dal Job title: HR and Payroll Director, Internet Company Email address: sdal@interentcomp.co.uk We have approved the above case study of our recent payroll implementation by Payroll Done. All the facts are correct and reflect our feelings on the process. Payroll Done met our expectations and delivered what it said it would. The whole implementation process was smooth and the improvement to our processes etc is already apparent. We have been able to move one payroll assistant to another role, as a result of time savings realised by the introduction of the new software. It has also enabled us to introduce a salary sacrifice scheme, which wasn't possible with our previous software. We fully support Payroll Done's nomination for the Pay Awards 2008 and wish them luck. |
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Our annual customer satisfaction survey demonstrates our impressive results. Of our existing customer base 91% are completely happy with our software and say it allows them to do everything they require payroll wise. The remaining 9% are satisfied with our software, but had a variety of development requests. In our next upgrade we will be introducing two of the changes requested in the survey and are currently investigating the other requests. Six months after client implementation of our software we perform a review which determines how successful the project has been in. In addition to seeking views on the implementation process (86% of new customers are very satisfied with the implementation), we also look at what the software has allowed our customers to do. The majority of new customers find that our software improves accuracy, while all of them report it saves them some time. 60% have already introduced new procedures facilitated by our software within six months of launch and 85% say it allows them to innovate. We will always make time for any company that is having problems with our software. For example, a long-term user recently introduced some new HR software. We had some input on the project, but it was led by the HR software provider. When they launched the system it was not transferring data correctly to the payroll software. The HR provider tried to fix the problem but couldn’t. We sent two of our IT team to work with the customer and they spent a week there fixing the problem. We don’t ask whether something is our fault, we just get on and fix it. |
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Dear Pay Magazine, We have been a Payroll Done client for seven years now and would like to support their nomination for the Pay Awards 2008. I have personally worked with Payroll Done for the last four years, during which time our company has gone through a lot of changes. The acquisition of a smaller competitor last year was the biggest change. We had to decide which company's payroll software to retain and after a review completed by an external consultancy Payroll Done was selected as it best met our needs. Once this was complete we needed to migrate the acquired company’s payroll to Payroll Done. This had to be done quickly as the licence for the existing software was due for renewal in a month's time. Payroll Done successfully migrated the 2,000 strong payroll in that window and we only received five employee queries relating to problems with their pay. A good result for such a short implementation. The payroll employees at our acquired company have been impressed by the functionality available on Payroll Done and all have told us that it is much easier to use than their previous software. A demonstration of this is the fact that even though our payroll has grown by 3,000 people in the four years I have been here the number of people it takes to run the payroll has remained static and it only takes us an hour longer than it used to do when we had 4,000, rather than 7,000 on the payroll. Whenever we have suggested improvements to the software we have felt they have been properly considered and a number of our changes have actually been introduced. That level of responsiveness is very important to us as a company and me personally, as it is important to have a dialogue with your provider. Yours sincerely |
