The Way to Payroll and HRM Efficiency Is In the Hands Of Your Teams To Wipe Out Unnecessary and Manual Processes.

The way forward in business today is to do what you must to achieve your business outcomes and eliminate unnecessary manual tasks that could be digitalised and automated. “identify anything ………..that was poorly designed, unnecessary, or just plain nonsensical.” Gary Hamel, Michele Zanini HBR Contributors.

In my experience, HR and Payroll operations are littered with poorly designed manual processes.

Without naming the 5000+ employee company, we undertook this type of review of their processes, from onboarding employees to paying them. I reduced full-time equivalent (FTE)time by 82% from 11 to 2 FTEs.

In addition, we shifted the responsibility for approving the process to each supervisor, using efficiency improvements for them to undertake the manual processes.

Another element not included in these Payroll time and cost savings we captured functions identified by the team in the review, data from one digital point of input to use across the business, like tracking the completed tasks of each employee in their timesheet sign-off for job and task time tracking that delivered productivity management, and even billing interface for services provided to customers. This added multiple layers of efficiency dividends like time to billing and debtors days improvements.

This was achieved by working with the teams to identify the unclear process and documenting as much as possible. #ThatsInzenius #Payroll.

Harvard Article Summary.   

Technological progress and new digital products have perennially been relied upon for improving operations. But the truth is, tech can often make bureaucracy worse. Electronic Health Records (EHRs) were hailed as a cure to the inefficiency of paper-based systems. But studies now reveal that doctors spend half of their time managing EHRs and desk work, shortchanging patients and fueling burnout. Dr. Melinda Ashton at Hawaii Pacific Health (HPH) proposed a simple and radical solution: Get Rid of Stupid Stuff (GROSS). She and HPH staff designed a simple form for reporting tasks that were poorly designed, unnecessary, or just made no sense. Simple fixes get implemented directly, and more involved improvements get reviewed by the relevant groups for feasibility. With focused leadership and follow-through, GROSS has led to saving thousands of hours across the HPH system and to other health systems adopting the practice.

The Full Article