Queensland Health Payroll Overview Program Name: Review of the Queensland Health Payroll System Date: 31 May 2012 1 EXECUTIVE SUMMARY Elements Findings from Summary Complex QH payroll system : QH payroll had complex operating environment with 85,000 staff of various profession and many of whom worked 24 hours /7 days a week schedule. The employment of these staffs were done under different Acts, and were covered by twelve industrial awards, creating 24,000 different combinations of pay, and over 200 allowance. Lengthy and convoluted history The history of the key decision and improvement and their implementation is very important for future decision making and investments for QH payroll. The Go Live payroll system Since its launch …show more content…
1. Pay combination and complexity of awards Pay role system SAP and award interpretation engine known as Wordbrain have to be customised on a regular basis to avoid the complexity in the payroll system. Fundamental features of the current QH payroll system The feature such as proceedings which allow QH staff to claim for payments for a period up to six years and the current timing of pay day. This leads to problems relating to hours worked and pay entitlement leading to various challenges.. 1.1 Key Issues Eversince, the advent of the 'go- live' of the QH payroll system in 2010, a considerable amount of resource has been dedicated to the Queensland heath(QH) and Queensland Shared Services (QSS) to stabilise and improve the performance of the system. Key issues in the QH payroll system and are: Elements Issues Historical payroll forms submission: The system of payroll have been suffering with issues in the area where the staff is liable to fill and submit forms for the completed work which was done six years ago. Districts relation with Payroll …show more content…
Number of customisations have been made to the system which creates complexity. A historical and current focus on resolving critical issues and improving system performance: Payroll program focuses on resolving symptoms which can affect the payroll system performance, there has been a 'bottom up’ focus for resolving issues. Strategic significance of resolving key remaining questions regarding the go forward plan for the technical payroll system: KMPG suggests that that more analysis is needed for QH's assessment, in order for system's up gradation and reimplementation, significant importance is given to deliver the payroll on fortnight basis. A specific project planned for FY12/13 which will be focused on the analysis of the business requirements and options for SAP upgrade or reimplementation. Governance of the Payroll Program: A good governance is the pillar to right payroll system,. The Queensland Auditor-General has recognised the significance for QH payroll before and after the 'go-live' , believing it not adequate and the government has suggested some key strengths in term of leadership and committee membership defined roles of
This project combines pay services from participating departments and agencies at the Public Service Pay Centre in Miramichi, New Brunswick. Compensation advisors in departments were given the option to move to Miramichi, but most did not. Many new staff were hired and trained for the Centre. There are some organizations like CRA and CBSA that are being serviced by their own internal departmental compensation advisors instead of those in Miramichi, but are still using the Phoenix system.
Issue Identification Riordan is experiencing a number of issues which include but are not limited to: a decline in sales, employee motivation, satisfaction and retention; however, due to the various functional specialists, there are different issues within the company. R&D employees are not satisfied with compensation and decreased satisfaction. The IT group feels they are not being adequately recognized for their contributions. Due to the decline in sales, Riordan has had to revise its sales approach and process to better serve customers, however, with the changes came more issues. Employees are concerned about the fairness of incentives and compensation, and do not understand how that will translate effectively into the CRM system.
INTRODUCTION We have decided upon the Queensland Health and Payroll System as the subject due to its significant prominence regarding IT-related projects, particularly due to it failing to meet expectations and gouging exorbitant costs and exceeding deadlines. Queensland Health Payroll System is one of the famously failed projects among Australia public section. In this report, we first introduce the company profile.
SAP mission is to help every customer become a best-run business by delivering technology innovations that they believe address today’s and tomorrow’s challenges without disrupting their customers’ business operations. Organizations around the world are entering a new era of business model innovation, made possible by the convergence of cloud, mobile, social, and big-data technologies.
For this project, a Request for Proposal (RFP) will be issued in order to solicit proposals from various SAP business partners’ vendors which describe how they will meet the requirements, deadline and the cost of implementing the finance
There were several reason for the rapid growth of SAP America during mid and late 90’s. Throughout the evolution, the parent company of SAP America, SAP AG, wishes to provide a better product based on the evolution of technology as well as based on the changing customer needs, and thus invested consistently on R&D activities. 20-25% of SAP AG’s gross revenue were re-invested in research and development. In fact, almost one quarter of the company’s employees were working on research & development activities. Adding to the point, they carried no debts over a period of time as well as they didn’t book revenues until product delivery to customers.
Evaluate the internal control to confirm that the payroll payments are for existing employees. This test should include examining every employee’s time card as well as their personnel files. If there is an employee time card for an employee who does not have a personnel file, or if their file indicates that they are no longer an employee of the company, then that indicates that there is an issue and more investigating should be conducted.
Holland Enterprises is one of the largest companies in Milwaukee, WI that employs about 3,500 employees. Holland Enterprises is a family owned trucking business that is contracted in 48 contiguous states. Since 2010, the company has lost 25 percent of their staff. During the exit interviews of the employees, it was determined the compensation and benefit system was not fair to the staff and uncompetitive with the current market. Due to the downsize, Holland Enterprises hired a consulting firm to review, analyze, and revise the compensation and benefit system. In the following proposal, I will present a revision to the current compensation and benefit strategies that will have a fair and competitive edge within the marketplace by analyzing the compensation and benefit philosophy, pay structure, ratio of base pay to incentives, external and or internal equity and the principle benefits.
What Do We Know About Merit Pay? Issue brief no. 20. N.p., n.d. Web. 15 May 2014.
You have two different groups of people, contingent workers and regular workers that are doing the same work for the same company for different wages, this created tension and discord among everyone. Not only were they doing the same work and receiving different pay they also had different benefits. The regular workers were not happy with the contingent workers; they were at times given assignments that were more difficult. The contingent workers were not happy because they had a shorter contract than that of the regular employees. The HR Managers had to deal with the tension among these two groups of workers, and ensure the work was being done efficiently.
Stock options for core members and incentive pay for all salaried associates provided encouragement to go the extra mile to meet timelines and ensure widespread adoption of the new system (Brown, DeHaynes, Hoffer, Martin, & Perkins, 2012). Strong executive leadership, dedication to follow the standard SAP processes and methodologies without customization, and outstanding change management communications were critical in bringing all businesses in line and ensuring that every party understood that the only option was to adopt the new
SAP implementation is a huge undertaking for any company, big or small. The one thing that every company wants to see during and after this implementation is benefits to their business. The biggest result they are looking for is a tangible or measurable benefit as these are easily identifiable and make the task of proving the reason for the hefty investment in SAP much easier. The question becomes how does a company go about seizing the benefits of SAP? There are several keys to seizing this benefit and those include discovering the hard dollar benefits, avoiding common pitfalls in a SAP implantation, and finding the intangible benefits.
The main solution to this problem should be replacing the traditions of use of reports of the management with the updated or even digitalized method of analyzing the work in progress in a cordially and organized ways. Fully monitoring of implementing strategies to ensure that everything is put into focus and nothing is left unmonitored.
The new accounting software must have payroll. The payroll must keep employee details and information, keep track of sick and vacation time, and keep track of pay rate and tax deductions. The payroll, also, has to have direct deposit.
This research involves distribution of questionnaire and collecting samples randomly by distributing questionnaire to 100 employees working in different departments. This research identifies the most common complaints such as wage & salary, working condition of the company, promotion to the employees, unfair management