With the rush to transform HR, adopt Cloud HR platforms, and enhance organizational decision making with analytics, the requirement to have a mature global payroll solution has become critically important. The maturity of the global payroll service used by your business and your happiness with its current level of maturity is dependent on many factors including business structure, budget control, historical technology investments, business vision, and awareness of the impact of an immature global payroll service.
Having worked in Global Payroll for some time now, I can recognize the clear distinction between the Blue Chip players in the industry and the penny dreadfuls who seem to invest more money in slick marketing than in R&D, integration and service delivery; yet I continue to be amazed when I see unusual outcomes and comparisons being made.
As the astrophysicists at the European Space Agency needed to spend several years developing the Rosetta space probe mission before its launch in 2004; a 10-year operating timeframe and a 4-billion mile journey to comet 67P/Churyumov-Gerasimenko, we are also faced with a challenge (maybe not quite so tough) of planning what our HR Technology and Service Delivery models will look like to support our businesses in 2025 and beyond.
With the exciting solution revolution in Cloud HR technology led by SuccessFactors, Workday and others, which is transforming the HR IT landscape and revolutionizing the HR operating model, does it make sense that we still undertake the traditional, RFP-led vendor selection process? Maybe the traditional vendor selection model with its tick-box RFP where everyone says ‘YES’, its functional wish list built on ill-informed dreamy concepts, and its implementation quotations which are wildly divergent in cost, inclusions and timescale, is dead.