Description: Recently, a member company decided to bring Payroll processing back in-house to drive full service delivery in four key variables: user experience, value/cost, innovation and controls. This Peercast will look at how they carried out that transition and the value it is bringing on a global basis.
Background: Payroll is a very complex process with specific and varying governing regulations across the globe. As a result of the complexity, many companies choose to outsource part or all of Payroll. As expertise is gained internally, it is not uncommon for some of those outsourced processes to be brought back in house at some point.
The entire, or close to the entire Payroll process is outsourced | 19% | |
Complete process areas outsourced – critical processes only | 5% | |
Complete process areas outsourced – non-critical processes only | 0% | |
Complete processes outsourced – both critical and non-critical processes | 5% | |
Partial process areas outsourced – critical processes only | 5% | |
Partial process areas outsourced – non-critical processes only | 14% | |
Partial processes outsourced – both critical and non-critical processes | 19% | |
No outsourcing or insignificant outsourcing | 33% |
Yes, we have experienced a significant shift to bring Payroll processes back in house | 15% | |
Yes, we have brought Payroll processes back in house on a more limited basis | 0% | |
Yes, we have brought some Payroll processes back in house and are planning or considering doing more | 15% | |
No, but we have plans in place to begin moving Payroll processes back in house | 0% | |
No, but we are considering bringing Payroll processes back in house | 15% | |
No, we have no plans to change our outsourcing arrangements for Payroll | 54% | |
Not Applicable |