Case Study - Operational Efficiency Review Across HR, Payroll & Finance
Scene setting
I carried out a weeklong review of payroll and associated HR and Finance processes which was commissioned specifically by the “people partner” because of perceived inefficiencies in staff deployment.
The action
Her terms of reference suggested that she stood independently from HR and Payroll and wider Finance teams, but it became clear very early on that she saw the main purpose of the review as being to get me to praise HR and endorse her poor opinions of payroll and finance teams.
This obviously meant that the review had to be conducted with great sensitivity. I therefore kept my then CIPP manager closely informed at all stages.
I interviewed HR and Finance directors and about 20 staff to ensure that I was correctly understanding the facts and the internal politics. I concluded that there were good, motivated people in all of the teams, but that there was no encouragement to work collaboratively.
From memory I think there was a very dry formal monthly meeting between HR and payroll to share data and attempt to resolve queries.
I strongly urged managers to encourage informal contacts, including shared team meetings and social occasions, and by the time of my departure I could already see that this was going to work and pay dividends.
I recall some compliance issues and some poor use of technology. HR and payroll shared a master spreadsheet, which was contrary to normal segregation principles (e.g. payroll staff could see detailed reports of the reasons for sick absence) and poorly prepared and updated.
I found nobody who seemed confident in Excel, and I therefore strongly urged some advance Excel training for all in the office which could be provided on a cross-team basis, thus helping the informal collaborative working arrangements which I was trying to create.
The results
No concluding result text was provided beyond the narrative above.