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Questions ?
THE EXAM ?
Any Questions ?
Concerns ?
Payroll Systems & Technology
Overview
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Objectives of a Payroll System
Integration vs. Interfacing
Hardware and Software
Selecting a System
Implementing a System
Evaluation, Security and Controls
Disaster Recovery
Automated Time and Attendance
Self Service and the Internet
Objectives of a Computerized
Payroll System
• Who are the Customers?
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The employees it pays
Other departments in the company
The company’s upper management
The federal, state, and local government agencies to whom withheld
income and employment taxes, child support payments, etc., are paid
and /or reported.
• What are the needs?
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Compliance
Timely & accurate paychecks, direct deposits and other disbursements
Maintain accurate records
Prepare internal reports
Guarantee the security of the system
Interface or Integration?
• What is an Interface?
– Place where two systems meet
• What is Integration?
– Shared data base
• What are some common interfaces?
– HR/Payroll/Benefits/Time & Attendance/Banking/
– SS administration/Unemployment/Budgets/Accounting
• Why have interfaces or integration? How do they
improve the process?
– Streamlines processes
– Provides a secure database for an implementation of an
employee and or manager self service application
– Integration can make information more accessible and
accurate.
Hardware Choices
• Service Providers
– Advantages/Disadvantages
– ASP
– SaaS
• In-House Operations
– Advantages/Disadvantages
Selecting a System
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Decisions to be made
Building a project team
Analyze system needs
Define Objectives
Define Requirements
Selecting a System
• Prepare an RFP/RFQ
– What is an RFP?
– What’s in an RFP?
• Demo the system
– Be thorough
• Things to avoid
Implementing
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Preparations
Training
Gap Analysis
Converting old data to new
Testing the system
Conversion
Steps After Go-Live
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Evaluating system performance
Controls
Documentation
Security
Disaster recovery
The Future is Here
• Automated Time &
Attendance
• The New Wave –
ESS & MSS
Implementing Internet
Technology
• Client Software
• Server Software
• Type of TCIP (Transmission
Control Protocol/Internet
Protocol)
The End
• Remember – Study hard
– And if you don’t - take the test anyway
• Use a study buddy
– And if you don’t – take the test anyway
• Practice testing over and over
– And if you don’t – take the test anyway
• Practice the calculations
– Just do it
• Try to understand the concepts.
Managing a Payroll
Department
Section 13
OVERVIEW
• Basic Management Theory
• Team Building
• Performance Evaluations
Basic Management Theory
• Payroll Manager’s Duties
– Vastly different from previous position
• No longer hands on processing
– Responsible for:
• Planning, Staffing, Training, Evaluating,
Counseling, Delegating, Recognizing, Reporting
Plan Budgets, Guarantee Compliance, etc…
HERSEY, BLANCARD, & JOHNSON
MANAGEMENT STYLE
– Situational Leadership
• Based on how Manager handles two factors:
– Task Behavior (Guidance)
• High Task
– Priority on Control Over:
» Lines of Communications
» Work Procedures
» Patterns of Communication
– Relationship Behavior (Support)
• High Relationship
– Few Restrictions on Communications
» Seeks Support and Friendship
» Wants Staff to Accept Responsibility
» And Reach Full Potential
Different Combinations Led to 4 Different Styles
HERSEY & BLANCARD
SITUATIONAL LEADERSHIP
• Supporting
– Low Task/High Relationship
• Delegating
– Low Task/Low Relationship
• Coaching
– High Task/ High Relationship
• Directing
– High Task/Low Relationship
STEPHEN COVEY
MANAGEMENT STYLE
Principle-Centered Leadership
- Integrity
- Justice
- Golden Rule
COVEY
4 Fundamental Dimensions
• SECURITY
– Collective Sense of Strength and Self Esteem
– Focuses on Strength of Contribution
– Answer a series of 4 questions:
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How well do you do our jobs?
Do we provide accurate information?
Is our final product accurate?
Do we serve our customers well?
• GUIDANCE
– Direction on which we base our decisions
and actions.
• Emphasize on integrity, honesty and fairness
• End result will be equitable.
COVEY
4 Fundamental Dimensions Continued
• WISDOM
– Ability to maintain balance and perspective among diverse
internal and external forces that influence the organization’s
reality.
– Manager must have the ability to:
• Acquire, sort, filter and provide information
• Maintain a high level of competence and effectiveness within department
• POWER
– Energy to decide, act and change
– Power = To accomplish the task at hand regardless of external
conditions.
COVEY
• Summary of Principle-Centered Leadership
• Treat People The Way You Want To Be
Treated!
EMPOWERMENT
• Empower Employees
– 5 Steps to Empowerment
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Establish Desired Result
Provide Guidelines
Identify Resources available
Hold People Accountable
Identify Consequences
Management Skills
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Strategic Planning/Organizing
Staffing
Giving Directions
Controlling Progress
Reporting
Strategic Planning and Organizing
• Define Goals and Objectives
– Not the same as tasks
• Define Timeframe
– Time to complete or achieve goal
• Define Subtasks
– Break into subtasks with own deadlines
• Analyzing Available Resources
– What resources are available to achieve goal
• Evaluate Costs
– Budget Constraints
STAFFING
• HIRE THE RIGHT EMPLOYEE
– Pre-hiring Analysis
– JOB DESCRIPTION
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Lists Duties and Responsibilities
Technical and Performance Skills
Educational/On Job Experience
Training Opportunities
Level of Supervision Required
Communication and Interaction with Others
– Recruiting
– Interviewing
– Testing - KAC
STAFFING
• Delegating…
– Assign Responsibility
– Assign Authority
– Hold Staff Accountable
– Strike a Balance
• Training
– Improves Skills NOT Attitudes
Directing
• Provide Feedback!
– Focus on Mission
– Ignore Annoying Behavior
– Do Not Personalize
– Keep Feedback Current
– Base on observations not hearsay
– Be Specific
– Praise
– Listen
Directing Continued
• Coaching
– Helps improve knowledge and skills
– One on One Meetings
– Deals with Performance
• Counseling
– Personal or Attitude Problems affecting job
• Leadership
– Provided to the Group
– Vision, Support, Building Partnerships
– Accepting Responsibility, Decision, Example
Controlling Performance
• CONTROLLING
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Set Standards
Monitoring Actual Progress
Compare Progress with Standards
Taking Corrective Actions
• MOTIVATING
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Money
Achievement
Leadership
Affiliation
Recognition
REPORTING
• Types
– Legislative, Labor Costs, Annual Wages
– Variances, Departmental
• Important Points in Reporting
– Give information needed to make decision
– Timely
– Write Cleary and Brief
– Leave out payroll jargon
– Tools
Meetings
• Plan
• Prepare
– Agenda
– Consider Time
• Keep On Track
• Participation
• Record
MEETINGS
• TYPES
– Informational
• Emphasis on Presentation
– Opinion Seeking
• Emphasis on Questions and Opinions
– Problem Solving
• Agreement on best course of action
– New Ideas
• Brainstorming
Written Policies and Procedure
•Proper Documentation Ensures
•Uniformity
•Simplifies Training
•Provides Reference
CRISIS
• Prevent
– Proactive
• Manage
– Remain Calm
• Lessons Learned
– Successful/ Not Successful Results
– Prevention for Future
• Positives From Crisis
– Share with your supervisor
– Assess your staff under pressure
– Use to build team spirit
TIME
• Management
– Urgent/Important
• Crisis management, Immediate attention
– Not Urgent/Important
• Planning and Prevention Activities
– Urgent/Not Important
• Pressing activities that may be easily
accomplished
– Not Urgent/Not Important
• Easily accomplished, Time Wasting Activities
Team Building
• Characteristics of a Successful Team
– Clear specific goals
– Relaxed and Open atmosphere
– Listening without Judging
– All are responsible
– Networks that can be shared
– Diversity
TEAMS
• 4 STAGES OF DEVELOPMENT 13-24
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Forming
Storming
Norming
Performing
• NEEDED DIVERSITY
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Contributors
Collaborators
Communicators
Challengers
EVALUATIONS
• EFFECTIVE
– Objective Job Related Goals
– Performance Based
• Observable Behavior and Results
• Clearly Communicated in Writing
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Will Deliver Feedback in proper way
Provide Written Guidelines for evaluation process
Employee Must Have Input – can challenge items
Does not place unreasonable technical or time constraints
• INEFFECTIVE
– Manager should not feel guilty over negative evaluation
– No accountability for how Manager evaluates staff
– Improper application of standards
CUSTOMER SERVICE
• What is Customer Service
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Reliability
Responsiveness
Assurance
Empathy
Tangibles
• Physical facilities, equipment and appearance
• How to Instill Customer Service
– Role Play
– Case Studies
• SHARED SERVICES
– What is it
Laws/Regulations/Policies
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Internal Revenue Code
American Payroll Association
Congressional Record
SSA Web Site
State Government
Newsletters
Employment Law and Regs
– FLSA Issues, Garnishments, FMLA
• Payroll Websites
– http://www.westmichiganapa.org/
• Company Policy and Procedures
UNION
• Contracts
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Dues
Fringe Benefits
Layoffs
Wage Increases
Probationary Employees
Overtime/Premium Pay
• Maintain Copy
• Read
• Establish
– Procedures
– Schedules
Questions ?
It’s Test Time !
BREAK TIME
Discussion Time
Any questions on:
 Prior Topics
 Topic this week
Next Class
September 8th
Section 14 and
Roundtable
Bring your
questions and
concerns
Final Class
• Last class will be held on September 15th
• 100 Question Exam
– Different from Pretest