Deploy a common HR and Finance model to manage headcount and payroll

800

employees

1

very detailed HR tool with limited modeling power

2

irreconcilable Finance and HR views on the budget

Background

A real estate player, our customer was faced with a twofold problem: - the obsolescence of a payroll forecasting tool, whose functionalities could no longer be upgraded or anomalies corrected, - the difficulty of challenging a model made complex by the diversity of job profiles and staff remuneration methods.

Challenge

Mobilize a joint HR and Finance project team to redefine a management model based on common definitions and rules, to produce the information required by both teams at the required pace and level of detail.

Approach

Keyrus Management supported this project with a rigorous methodology: - analysis and sharing of existing data, so as to align knowledge of the challenges and specificities of the team and compensation operating model, - validation of the scope (internal/external workforce, cost typology, associated reference systems and source IS), - workforce and payroll analysis requirements, - simulation requirements based on Finance and HR management cycles, and effects analysis - redefinition of roles and responsibilities in this process.

Key results

Collaborative design to avoid definition and calculation discrepancie

Detailed model design available within 3 months

A much-improved level of confidence right from the start

Benefits

The developments implemented as a result of this collaborative design made it possible to create a genuine social management control function, capable of carrying out analyses, projections and scenarios based on a common language between the HR and Finance teams. This quality of communication also accelerated the budgeting process, facilitating adjustments.