24 May 2011

By Felicia cheek

2010 Global Payroll Performance Study

The results from the 2010 Payroll Performance Study are now available. For the first time, the study took on a more global perspective.

www.americanpayroll.org 25

AAs more companies focus on consolidating global payroll operations, the annual performance study has been modified to reflect this trend. The resulting metrics reflect three regional peer groups – the Americas, EMEA (Europe, Middle East, and Africa), and APAC (Asia/Pacific) regions. The 2010 effort marked the first truly global payroll performance study. The study’s participants included local and multinational companies around the world, representing various industries, employee populations, geographical locations, and levels of complexity.

demographics and definitions

In the past, the performance study focused on the process cost (labor + outsourcing) for cost metrics. Now, in order to do an apples-to-apples comparison between outsourcing and in-house processing, the study’s cost metrics represent the total cost (labor + outsourcing + technology + overhead) of payroll processing.

The demographics for the study’s participants are included in Figures A-D. In addition, Figure E on page 26 shows the demographics of the study’s participants on a regional basis.

Companies that participated in the performance study were classified as either local or multinational. Local companies are those that pay employees in only one country. Multinational companies are those that pay employees in two or more countries. Local companies represented 74% of the entire population and 26% were multinational.

From a cost perspective, the data shows local companies are able to leverage economies of scale to process payroll at a low cost, regardless of their geographical location. Global companies (defined as companies that pay an equal amount of employees in all three regions) were also able to leverage economies of scale to process payroll at a lower cost than multi-national companies. Multinational companies (defined as companies that pay employees in two or more coun-tries) processed payroll at a higher cost around the world primarily due to smaller employee populations in a multitude of countries, which negatively impacts their ability to leverage economies of scale.

Past studies have always included companies with employees in different geographical locations.

7%

5%

15%

27%

16%

17%

13%

<1,500

25,501<50,000

1,501-5,00

50,001-100,000

5,001-10,000

>10,000

10,001-25,000

Figure A: Employee Population for the 2010 Performance Study

Manufacturing

Technology Hardware & Equipment

Software & Services

Automobiles & Components

Health Care Equipment & Services

Commercial Services & Supplies

Diversified Financials

Retailing

Pharmaceuticals & Biotechnology

Media

Energy

Insurance

Comsumer Services

Utilities

Telecommunication Services

Food, Beverage & Tobacco

Transportation

Non Profit

Capital Goods

Banks

Other

Figure B: Industries Represented in 2010

Felicia Cheek is Global Time to Pay Advisory Program Director for The Hackett Group, a global strategic advisory firm and a leader in best practice advisory, benchmarking, and transformation consulting services, including shared services, offshoring, and outsourcing advice.

26 May 2011

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However, in 2010 the study had sufficient companies to create regional peer groups: the Americas, EMEA, and Asia/Pacific regions.

Companies that pay employees globally chose which part of their operations to benchmark for this study. For example, Wolters Kluwer pays employees globally, but chose to benchmark only their U.S. operations. So Wolters Kluwer’s data is part of the Americas Region in this study.

The long-term vision for the performance study is to create a peer group for each country. Realizing that each region has countries with different levels of complexity, the complexity of each region has been rated as high, medium, or low complexity. Figure F on page 28 shows the levels used to measure complexity.

top performers

The Top Performer peer group includes companies that scored in the top 25% in both efficiency and effective-ness (see Figure G on page 28). Top-performing compa-nies create a peer group of companies that are leverag-ing best practices to achieve high levels of performance. Overall, they leverage technology, strategic outsourcing, and automation to achieve top performance in payroll.

The 2010 study’s Top Performer peer group is almost equally split between human resources, 37%, and finance, 38%, in corporate alignment. The shared services alignment has increased from 6% in 2009 to 16% in 2010. For those payroll organizations that are aligned under human resources or finance, 39% of them have a shared services structure. This is a trend seen for several years with organizations using the shared service structure continuing to be top performers.

Offshore 8%

Outsource 36%

In-House 56%

Figure C: Sourcing Solutions

Characteristic Americas EMEA Asia/Pacific

Average Number of Countries 2 10 5

Corporate Alignment – Human Resources 42% 46% 50%

Corporate Alignment – Finance 48% 44% 41%

Corporate Alignment – Shared Services 7% 10% 9%

Sourcing – Captive (in house) 64% 36% 21%

Sourcing – Outsourced 32% 63% 67%

Sourcing - Offshored 4% 1% 12%

Corporate Standardization Business Unit/Operations Local Local

Workforce Management Ownership Payroll Human Resources Human Resources

Average Employee Population 10,001 – 25,000 <1,500 <1,500/ 5,000 – 10,000

Employee Type – Hourly 43% 40% 37%

Employee Type - Salaried 55% 58% 60%

Expatriate 1% 2% 2%

Severed 1% 1%

Figure E: Profile of Participants on a Regional Basis

8%2%

45%

45%

Figure D: Corporate Alignment

Human Resources Finance Treasury Other(continued on page 28)

28 May 2011

For the first time, the study collected data on payroll overpayments and found that Top Performers had annual overpayments of approximately $375,968 annually while only collecting 68% of the overpayments. From discussions with Top Performers, it was found that the ability to collect overpayments is largely dependent on legislative restrictions and the culture of the corporation.

Unlike the global peer group, all of the Top Performers track overpayments, realizing it has a direct impact on the bottom line and is a symptom of a problem in the payroll process. About 71% of Top Performers said they had experienced overpayments caused by termination pay. Other top causes of overpayment are leaves of absence (experienced by 50% of Top Performers), and time reporting errors (experienced by 43% of Top Performers). Additional causes of overpayments are detailed in Figure H on page 30. A summary of metrics for Top Performers are detailed below:

Other characteristics of Top Performers from the 2010 Global Payroll Performance Study:•62% of top performing payroll organizations own the time

and attendance process. Clear ownership of the time and attendance process makes it easier to streamline the end-to-end time reporting process, which accounts for 34% of payroll errors and 12% of off-cycle payments.

•45% of top-performing payroll organizations measure the total cost per payment/payslip on a regular basis to help them monitor their operations, while only 9% measure the total cost per employee (total cost = labor + outsourcing + tech-nology + overhead). They believe they have more control of the cost per payment/payslip than the cost per employee.

•85% of top-performing payroll organizations indicate they have a high level of executive support. Unfortunately, up to this point, the lack of a clear payroll strategy has limited the ability to leverage executive support to increase organizational influence (see Figure I on page 30).

•77% of top-performing payroll organizations have made major improvements in their business processes over the last year. Developing clear and concise business processes

Each dot on The Hackett Value Grid represents an organization that participated in the Performance Study.

Top Performers Cost

Total Cost Per Employee $73.85

Total Cost Per Payment/Payslip $2.71

Top Performers Payroll Resources

Payroll Resources/1,000 Employees 0.804

Top Performers Metric

Payroll Processing Accuracy Rate 99.96%

Retroactive Payment Rate .06%

Dollar Value of Payroll Overpayments $375,968

Overpayment Collection Rate 68%

Paperless Payment Distribution Rate 93%

Employee Personal Data Automation 64%

Inquiries Resolved on Initial Contact 67%

Industry Complexity Level

Americas EMEA Asia/Pacific

High 4

Medium 4 4

Low

Americas Region

EMEA Region

Asia/Pacific Region

Figure F: Regional Peer Groups Represented in Study

Figure G: Top Performer Peer Group on Hackett Value Grid

30 May 2011

Figure H: Major Sources of Overpayments for Top Performersis a major component in the service delivery model. In addition, com-prehensive business processes allow payroll organizations to maxi-mize services provided by third parties.

americas region The Americas Region includes North, Central, and South Amer-ica. Figure J on page 32 shows the countries that were includ-ed in the scope of this region. The Americas Region is rated a medium level of complexity. The majority of the study’s par-ticipants are large companies based in the United States.

North America includes Canada, Mexico, and the United States. North America has a small number of primary languages: mostly English and Spanish, with French in parts of Canada. The currencies are limited to the Canadian and U.S. dollars and the Mexican peso. From a compliance per-spective, the multitude of state/province and local require-ments in the United States, Mexico, and Canada factor into the overall complexity in this region.

Central and South America’s primary languages are Spanish, Portuguese, and Dutch. The Argentine and Columbian pesos are the common currencies, along with the Brazilian real and other regional currencies. There are some countries, such as Venezuela, with currency blocs. The geopolitical climate in Venezuela heavily influences the conversion rate of the local currency. Currency blocs make it challenging and risky to convert local currency due to strict controls. This increases the complexity of the trea-sury function, and the added political climate in Venezuela results in frequent legislative changes. Brazil has complex legislative requirements as well.

Characteristics of the Americas Region are:•Electronic payment is largely up to the employee and

as a result, is not 100% (direct deposit + payroll cards) as it is in other regions. In addition, when jurisdictions allow a company to mandate direct deposit, 57% of companies in the Americas Region don’t require it.

•Multiple pay cycles are common in this region, unlike other regions where the pay cycle is a legislative require-ment of the country.

•The cost of payroll administration is heavily influenced by North America, where the payroll provider landscape is more mature and companies are better able to leverage economies of scale.

•The alignment between human resources and finance con-tinues to change from year to year, albeit the gap is small.

This year, 48% of payroll organizations in the study are aligned under finance and 42% under human resources. The study’s data does not show that payroll’s alignment within the organization has an impact on performance; it continues to be based on the overall corporate goals and objectives.

•The use of payroll cards to pay employees in the United States and some parts of Mexico, Central, and South America continues to be a positive factor in performance, particularly in the area of payment distribution as it offers

TerminationPay

Leave of Absence

Time Reporting

Incorrect Pay Rate

Disability Pay

Other MilitaryPay

Bonus/ Incentive Pay

71%

50%

43%

29% 29%

21%

7% 7%

1%10%

45%

44%

High Medium Low None

Figure I: Level of Executive Support for All Participants

32 May 2011

the employer the same benefits as a traditional electronic payment (i.e., reduced reconciliation, escheatment, and fraud). The payroll card offers all the employer benefits of a traditional electronic payment.

•Multistate taxation in the United States is a major chal-lenge in the area of tax filing and payments. Yet 79% of companies in the Americas Region do not use a time and attendance system (or any automated system) to track the work location of employees. A summary of metrics for the Americas Region is detailed below:

The Americas Region cost per payslip is 34% higher than Top Performers and the cost per employee is 29% higher. In addi-tion, study participants in the Americas Region use 15% more resources per 1,000 employees for the payroll administration process than Top Performers. Although many payroll organiza-tions in the Americas Region are working on time and attendance projects, time and attendance errors still represent 36% of the total payroll errors and account for 43% of payroll overpayments.

In future studies, we hope to have enough data to divide the current Americas Region into two regions, North America and South America. This division will bet-ter allow us to reflect the maturity of pay-roll processing in North America and the impact of differing legislative requirements and geopolitical factors in South America.

emea region The EMEA (Europe, Middle East, and Africa) Region is very complex with multiple lan-guages, currencies, and legislative require-ments (see Figure K on page 34). Most of the

study’s participants in this region were multinational companies with almost 70% of their employees based in North America.

Participating companies in the EMEA Region have vary-ing employee populations in multiple countries. In fact, the average number of countries in which participating companies have employees in this region is 10, compared to two in the Americas Region and five in the Asia/Pacific Region.

In the EMEA Region, 46% of the payroll operations are aligned under human resources with 44% aligned under finance. From a sourcing perspective 63% of the study’s par-ticipants in this region outsource payroll, which is a common practice of multinational companies based in a different geo-graphical location.

Each country in this region is fairly unique, thus payroll administration costs are significantly influenced by local legislative requirements. Although the euro is the currency used by many countries, it’s not the only currency used in the region, which contributes to the treasury function playing a much larger role in the region. Local legislative requirements create a bit of a talent puzzle in this region. In fact, a large part of the payroll strategy is determining what resources can be sourced on a global, regional, or local basis. As a result, in some instances there are necessary redundancies in resources as it is very challenging to find a payroll resource that is skilled in processing payroll for multiple countries.

Some characteristics of the participating companies in the EMEA Region are:•The company’s geographical footprint plays a major role

in the cost of payroll administration as it determines their ability to leverage scale. In essence, most payroll pro-cessing solutions are not able to scale down in countries where they have smaller employee populations and, as such, the cost in those populations is based on a minimum number of employees which many times may be higher than their population.

•This region currently has a low level of automation and

Americas Region Cost

Total Cost Per Employee $103.51Total Cost Per Payment/Payslip $4.11

Americas Region Payroll Resources

Payroll Resources/1,000 Employees 0.944Americas Region Metric

Payroll Processing Accuracy Rate 99.90%Retroactive Payment Rate .03%Dollar Value of Payroll Overpayments $979,883Collection Rate for Overpayments 71%Paperless Payment Distribution Rate 79%Employee Personal Data Automation 48%Inquiries Resolved on Initial Contact 61%

Figure J: Americas Region Overview

Countries Currencies Languages

Canada Canadian Dollar SpanishMexico Mexican Peso PortugueseCosta Rica Costa Rica Colon DutchPanama FrenchArgentina Argentina Peso EnglishBrazil Brazilian RealColombia Colombian PesoEcuador Peru Peruvian Nuevo SolUnited States United States DollarVenezuela Venezuelan Bolivar

The majority of employees in the Americas Region are in the United States

Medium Industry Complexity

www.americanpayroll.org 33

system integration due to the use of payroll processing solutions with limited technology capabilities. As a result, productivity is lower, requiring more resources to administer the payroll process.

•In the EMEA Region electronic payment distribution is predominate. Electronic payment/payslip distribution is increasing, but not as common as seen in the Americas Region. As a result, the electronic payment/payslip distribu-tion distribution rate is less than 100% even though elec-tronic payment is 100%.

•Pay cycle requirements are determined on the coun-try level and are generally monthly. However, in many instances companies are required to pay a bonus payroll and/or a pay advance that in many cases means they pro-cess 13 or 14 pay cycles a year.

•It is typical for multinational companies in this region to have multiple payroll solution providers requiring the management of many contracts and service level agreements (SLAs).

In fact, many process improvement activities in this region include consolidating payroll solution providers in an effort to streamline the process and minimize the number of contracts and SLAs. A summary of metrics for the EMEA Region is detailed at right.

The cost of payroll administration per employee in the EMEA Region is 65% higher than Top Performers and 90%

higher per payslip. Multiple legislative requirements, cultural differences, and currencies contribute to the high cost of payroll administration.

While there are many local payroll solutions in the EMEA

EMEA Region Cost

Total Cost Per Employee $213.61

Total Cost Per Payment/Payslip $26.65

EMEA Region Payroll Resources

Payroll Resources/1,000 Employees 2.398

EMEA Region Metric

Payroll Processing Accuracy Rate 99.36%

Retroactive Payment Rate .008%

Dollar Value of Payroll Overpayments $109,824

Collection Rate for Overpayments 67%

Paperless Payment Distribution Rate 50%

Employee Personal Data Automation 26%

Inquiries Resolved on Initial Contact 14%

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Region, comprehensive global solutions are at the beginning of the maturity curve. For exam-ple, only 86% of companies indicate the payroll and human resources systems are currently integrated. During the next two years, they expect only a 6% increase in the level of integra-tion. In fact, when looking at future integration of the payroll system with the accounting and time reporting system, none of the study’s participants expect any of them to be 100% integrat-ed in two years. The inability to leverage technology for routine processes continues to impact the overall productivity of pay-roll in the EMEA Region.

The business processes for commission, bonus, incentive, and stock payments show a large percent of companies in the EMEA Region have payroll resources responsible for the entire end-to-end process. In essence, they perform the initial calculation and review and approve the calculation. At the end of the process, they manually load the data into the payroll system. This is common for many exception processes found in the EMEA Region. It also speaks to the need for a well-planned payroll strategy enabled by a comprehensive service delivery model.

While the EMEA Region expects to have only a 6% increase in the level of system integration during the next two years, they are planning to have a 19% decrease in their transactional focus. This will come from leveraging technology in areas like employee self-service. Currently the number of employees using self-service for time entry is expected to increase from 38% to 47% in the next two years. In the area of employee self-service for personal data entry and modifications, usage is expected to double in the next two years from 8% to 16%.

The various regional complexities and cultural differences reduce the benefits of root-cause analysis. Currently, 31% of participants in the EMEA Region indicate they do not track the type of payroll inquiries they receive. As the region continues to transform, more focus on root-cause analysis will help increase productivity by minimizing inquiries and payroll errors.

apac region

The Asia/Pacific Region (APAC) is most commonly known for the significant number of countries with low labor costs (see Figure L on page 36). Many companies leverage lower labor costs by substituting people for technology and automation. Most importantly, the study’s data is highly reflective of large

multinational companies based in the Americas who generally outsource the payroll process in the region. In fact 64% of participants indicate outsourcing the payroll process allows them to increase their internal strategic focus. Locally, the study shows more companies process payroll in-house and leverage the shared service structure. A summary of metrics for the APAC Region is detailed below:

Figure K: EMEA (Europe, Middle East, Africa) Region Overview

Countries Languages Currencies

BelgiumCyprusDenmarkFinlandFranceGermanyGreeceIrelandIsraelItalyJordanKazakhstanKuwaitLatviaLebanonAustriaBahrainBulgariaCroatiaCzech

RepublicEgyptEstoniaHungary

English CatalanSpanish GalicianPortuguese CroatianDutch HungarianFrench Russian German CzechGreekDanishFinnishSwedishItalianLuxembourgishNorwegianIrishLatvianLithuanianFrisianPolishRomanianRussianSlovakSlovenian

European EuroDanish KroneIsraeli New SheqelBritish PoundSwiss FrancNorwegian KroneSwedish KronaIcelandicBahraini DinarCroatian KunaCzech KorunaEgyptian PoundEstonian KroonHungarian ForintJordanian DinarKazakhstani TengeKuwaiti DinarLatvian LatsLebanese LiraLithuanian LitasMoroccan DirhamOmani RialPolish ZlotyQatari RiyalRomanian LeuRussian RubleSaudi RiyalSouth African Rand

Asia/Pacific Region Cost

Total Cost Per Employee $180.40Total Cost Per Payment/Payslip $8.69

Asia/Pacific Region Payroll Resources

Payroll Resources/1,000 Employees 2.422Asia/Pacific Region Metric

Payroll Processing Accuracy Rate 99.04%Retroactive Payment Rate .11%Dollar Value of Payroll Overpayments $205,380Overpayments Collection Rate 51%Paperless Payment Distribution Rate 71%Employee Personal Data Automation 25%Inquiries Resolved on Initial Contact 36%

High Industry Complexity

In the EMEA Region, multiple cultures, languages, currencies, and legislative requirements add to the complexity of processing payroll in the region

LuxembourgNetherlandsNorwayPortugalSpainSwedenSwitzerlandUnited KingdomIcelandLithuaniaMoroccoOmanPolandQatarRomaniaRussiaSaudi ArabiaSlovakiaSloveniaSouth AfricaTunisiaTurkeyUAEUkraine

36 May 2011

Characteristics of the participating companies in the Asia/Pacific Region are:•82% of companies in this region rec-

ognized significant improvements in quality during the last year. The payroll processing accuracy rate is 99.04%.

•12% of companies in this region off-shore the gross-to-net calculation.

•92% of payroll systems are integrated with the human resources system, but only 68% are integrated with the time and attendance system.

•Shared service centers are common in this region and considered a natu-ral part of doing business.

•Labor costs accounts for only 27% of the total cost of payroll administra-tion; however, the number of resourc-es used for the payroll administration process is higher than that in other regions.

The cost per payslip for the APAC Region is 69% higher than Top Performers at $8.69. This cost is highly reflective of the countries in the study. In the study, India, Singapore, the Philip-pines, Malaysia, and Thailand accounted for 59% of the employ-ees being paid in the Asia/Pacific Region. The cost of payroll

processing in these countries tends to be significantly lower than it is in more complex countries such as Australia, China, Japan, and New Zealand. In addition, the study

had a sizable number of companies in countries that tend to pro-cess payroll in-house with low-cost resources. Many companies leverage shared service centers in low-cost locations to process payroll for the region.

In the APAC Region, availability of low labor costs some-times means it is more cost effective to hire local resources to process payroll than it is to leverage technology. As a result, the number of resources used for every 1,000 employees is 67% higher than Top Performers. Technology costs represent only 10% of the total cost of payroll administration in the APAC Region compared to 35% in the Americas Region.

Obviously any form of human intervention has a potential impact on quality. More than any other region, 82% of companies in this region indicated they made significant improvements in quality during the last year. Historically low labor rates have had a negative impact on quality. From system integration and auto-mation perspective, this region has the most opportunity for improvement with the payroll system being integrated with the accounting system only 75% of the time and the time reporting system only 68% of the time.

summary

The cost of payroll administration varies significantly from region to region. As the capabilities of payroll service providers mature to meet the needs of a globally compliant and integrated payroll, it is expected that costs will decrease. Unfortunately, although significant progress has been made in the last 10 years, much more needs to be done to minimize the complexity of a globalized payroll organization. Until such time, multinational and global companies must focus on not only building a comprehensive payroll strategy, but perfect execution of that strategy.

As payroll professionals, our challenge is to educate procurement, finance, and human resource executives on the complexities of global payroll, in order for them to better understand the uniqueness of payroll administration in a global environment.

Looking ahead, we encourage you to participate in the 2011 Payroll and Workforce Management Performance Study to help better understand regional complexities and how companies around the world are leveraging global insight and best practices to minimize the risk of noncompliance.

resources for additional information

• Go to www.americanpayroll.org and search for “performance” for details about the 2011 study and to participate. Participants receive a customized presentation and an individual WebEx meeting to discuss your individual results.

• Keep abreast of payroll metrics on a regular basis by accessing the Payroll Metrics Portal at www.payrollmetrics.org

• Metrics, trends, and best practices collected from the performance study are shared with APA members in the Metric of the Month feature in PAYTECHonline. n

Figure L: Asia/Pacific Region Overview

Countries Languages Currencies

AustraliaChinaHong KongIndiaIndonesiaJapanKoreaMalaysiaNew ZealandPhilippinesSingaporeTaiwanThailandVietnamSri LankaSouth Korea

ChineseJapaneseEnglishKoreanCantoneseMalayMandarinTamilFilipinoThaiVietnamese

Australian DollarYuan RenminbiHong Kong DollarIndian RupeeRupiahJapanese YenWonMalaysian RinggitNew Zealand DollarPhilippine PesoSingapore DollarTaiwan DollarThai BhattVietnamese Dong

Go to www.americanpayroll.org

and search for “performance”

for details about the 2011 study

and to participate.

Medium Industry Complexity

In the Asia/Pacific Region, labor costs are extremely low and shared services is common.