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October 2015
    • Publisher's Note Highlights of the content provided in this issue o.
    • Meet the Contributors Read about the subject matter experts who made thi.
    • What Employers Should... Multinational employers can overcome Spain’s com.
    • HR Technology Insight... Sierra-Cedar’s latest HR Systems Survey finds .
    • Global Expansion Chan... To onboard an employee in a global organization, a.
    • Pomp, Ceremony Delive... Some of the 25 Bills introduced on the opening day.
    • Why Strategic HCM Beg... Before implementing a new HCM platform, HR leaders.
    • Meet Jeffrey J. Brown... The Americas Payroll Advisory Leader for Ernst & Y.
    • Sending Employees to ... Sending staff to China for a temporary project may.
    • It’s a Matter of Ti... Cultural differences regarding being on time requi.
    • Indonesia Regulation ... The Indonesian government has passed a new regulat.
    • U.S., UK Employment L... The similarities between the two countries can obs.
    • Japan Introducing ‘... Under the My Number System, a specific number (12 .
    • What to Know About Pa... Get to know the culture, labour laws, tax structur.
    • Vendor News Industry developments from the global payroll vend.
    • Webinar Provides Prac... Ernst & Young LLP leaders offer seven components t.
    • Payroll Outsourcing, ... Because payroll is arguably the most visible and r.
    • Global Payroll Demand... Knowing when and where to accept second best will .
    View Table of Contents Page

Why Strategic HCM Begins With Global Payroll

Before implementing a new HCM platform, HR leaders must focus on the core of the payroll function: paying employees on time, accurately, and in compliance with local tax and labor laws.

While talent management is critical for businesses, many HR leaders are finding that they first need to focus on basic building blocks. Specifically, they must focus on the core of the payroll function: paying employees on time, accurately, and in compliance with local tax and labor laws. These fundamentals must be in place before they can dive into talent management that can help manage human capital and build better workforces.

Air Products, a leading industrial gases company with more than 20,000 employees in 50 countries, recently learned that global payroll is anything but basic when it consolidated its payroll processes in order to manage global payroll and HR administration more efficiently.

With global business centers (GBS) in the United States, Spain, China, and Malaysia, Air Products previously managed HR, credit and collections, logistics, customer service, and accounting with 30 different HR systems, 50 independent payroll systems, and 30 providers...Subscribe or sign in to continue reading

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