Health Services Provider – Payroll System
Provided project management assistance in undertaking the implementation of a payroll system. The role involved acting as the client’s project manager in order to manage the vendor project management.
 

Services Organisation - Workforce Management
Assisted this organization to program manage the implementation of a new Human Resource & Payroll system across 23 different businesses.  The project completely reengineered all the HR & Payroll practices to meet or exceed industry benchmarks.
 

Health Services Provider - Workforce System
Provided project management assistance in undertaking the selection of a workforce management system.  The role involved defining the business requirements, conducting the RFP and negotiating the commercial terms.
 

Government Department – Payroll Service Model
Implemented a new delivery model for Payroll within a Shared Services environment. The operating model is being implemented
in phases to improve immediate delivery and to support a new greenfield site.
 

Manufacturer & Retailer – Payroll Optimisation
Assisted with the implementation of their new Payroll operating model and its integration with the global support centres.
 

USA University – Payroll Service Model
Designed a new delivery model for Payroll within a Shared Services environment. The operating model is being implemented in phases to improve immediate delivery and to support a new greenfield site which will include service areas beyond Payroll.

Aged Care Provider - Rostering
Conducted a review of the Rostering & Scheduling function to determine how it could operate more effectively to meet the needs
of the business.
 

Financial Institution – Payroll Outsourcing
Assisted an organisation in the selection and implementation of a Payroll outsourced provider. This involved assisting with transitioning the function and ensuring the new payroll technologies were appropriately tested before go-live.
 

Private Healthcare Provider – HR & Payroll System Implementation
Assisted the organisation to implement a new HR/Payroll system across 19 entities with a workforce exceeding 15,000 people.
The project involves the implementation of a standard payroll service model across the entities and the development of consistent but tailored HR model for the various entities.
 

Global Construction Company – HR, Payroll & Rostering Optimisation
Assisted the organisation to implement a new operating model that will utilise their investment in a suite of new HR, Payroll & Rostering technologies.
 

Government Department – Payroll Service Model
Developed a new delivery model for Payroll within a Shared Services environment. The proposed operating model has been designed to achieve sequential savings as the phases are implemented culminating in an end-to-end service solution.
 

Distributor – HR Shared Services
Assisted them in the review and development of a shared services facility, which will centralise the processing of all financially based transactions and create centres of excellence for Finance and Human Resources. The revised business processes provided the foundation for the development of a detailed systems design to be incorporated within the implementation of their new financial systems (Oracle).
 

Health Fund – HR Shared Services
Assisted this organization in designing a shared service delivery model for its HR support services. The project is completely reengineering all of the current business practices to meet or exceed industry benchmarks.
 

Global Construction – Employee Experience
Designed, built and operated a People Support Hub to manage the variety of queries/requests from employees associated with HR & Payroll. It was powered by a Zendesk platform.
 

Emergency Services – Employee Experience
Designed, built and operated a People Support Hub to manage the variety of queries/requests from employees associated with Payroll. It was powered by a Zendesk platform.
 

Outsourced Payroll Provider – Employee Experience
Designed, built and implemented an Employee Support centre to manage the variety of Payroll queries/requests from 38,000 employees for a national client of the outsourced provider. It was powered by a Zendesk platform.
 

Government Department – Payroll Integrity
Conducted business case reviews to determine the level of under/over payments and/or cost of processing. These calculations utilised best practice as a baseline and provided insight to the areas to focus system validations or implement business processes, to address audit findings and control leakage. Targeted business data analysis identified areas of system and process improvements to remediate the potential leakages and payroll errors.
 

Financial Institution – Payroll Integrity
Assessed the payroll processes and policies to identify over and underpayments, quantify the impact of the payroll leakage, make recommendations to resolve these and guide in the remediation activities. The issues being managed included; leave, implementation of Enterprise Agreement obligations, pay elements, superannuation and processes related to use of special payments.
 

Resources – Payroll Integrity
Assessed the current Payroll environment to identify to what extent there is payroll leakage and process controls.
 

Transport sector – Payroll Integrity
Assessed the current Payroll environment to identify the underlying factors that were causing an adverse Internal Audit review.
We implemented the recommended actions to improve the performance and quality of the function.
 

Transport sector – Employee Experience
Implemented an Employee Experience Management solution to oversee the interactions with Employees regarding adjustments associated with a range of legacy payroll issues.
 

Retail – Payroll Integrity
Assisted on a national basis, to verify the financial impact caused by incorrect EBA interpretations and currently managing the process of correcting the payments.  This has involved the implementation of a case management system, the creation and subsequent operation of a “resolution call centre”.
 

University – HR Integrity
Reviewed the HCM environment to determine what changes needed to be made in order to produce data that could be trusted.
Given the diverse geographical spread of the organisation there existed different processes had evolved that needed to be standardised yet tailored as appropriate.
 

Public Hospital – HR/Payroll Review
Conducted reviews for a variety of Public Hospitals in terms of their HR/Payroll functions to ensure that the operations were operating effectively but also with integrity. Often these reviews were undertaken as part of an Internal Audit request.
 

Mental Health & Disability – Payroll Integrity
Assessed the payroll processes and policies to identify over and underpayments, quantify the impact of the payroll leakage, make recommendations to resolve these and guide in the remediation activities. The issues being managed included; leave, implementatio
n of Enterprise Agreement obligations, pay elements, superannuation and processes related to use of special payments.
 

Emergency Services – Payroll Integrity
Conducted a review to determine to what extent changes to Payroll procedures are needed in order to ensure that employees are correctly paid, following the implementation of previous operational improvements. These improvements required a different method
of assessing the manner by which employees were paid for their contribution.
 

University – HR/Payroll Services
Defined the service model that would be used to manage the delivery of HR/Payroll services to all the entities within the University.
This included defining the service, the scope of service, the joint responsibilities and the performance metrics to manage service expectations. A detailed service model was created and incorporated within the technology platform; Service Now.
 

University (USA) – HR/Payroll Shared Services
Developed a high level design for the future implementation of a shared services within a University across multiple geographic locations. The design incorporated a complete business model for the shared service operation recognising that other services beyond HR/Payroll would eventually be incorporated into the model.
 

University (USA) – HR/Payroll Reporting
Involved in the design and validation of the reporting that was to be deployed as part of an HR transformation for a “Top 10” University in the USA. As part of a Tier #1 HR solution, all the components of HR were implemented and the reporting required to enable each component was analysed against business needs.
 

University (USA) – HR/Payroll Testing

Involved in validating the design, to understand the transformational elements and developed a testing plan to enable comprehensive testing and acceptance of the HR solution, which utilised a tier #1 technology and was being deployed across a variety of geographical locations.
 

TAFE – Payroll Performance
Reviewed and subsequently improved the operations of the Payroll function, after the merger of 14 geographic entities into a single entity. This incorporated the redesign of all the processes leveraging the functionality of the SAP technology.
 

Public Hospital – Payroll Review
Conducted a review of the ‘end to end’ processes of Payroll, to assess any operational risk involving employee’s pays. This followed
the implementation of the new RT&A system.
 

Public Hospital – Payroll Review
Conducted an independent review of the quality of services and end-to-end payroll processes. The payroll service function was provided by a 3rd party through an outsourced arrangement.
 

Public Hospital – Payroll Review
Reviewed the HR/Payroll functions to assess how they could be optimized from both a technology and process perspective, following the implementation of SAP Payroll and SuccessFactors.
 

Public Hospital – RT&A System
Conducted three selection projects for these public health networks, with a combined workforce exceeding 20,000 employees, across a very complex industrial environment. Provided end to end assistance in undertaking the selection of a RT&A system. The project undertook the entire selection process, which involved defining the business requirements, conducting the RFP and negotiating the commercial terms.  We also provided ongoing Quality Assurance.
 

Public Hospital – HR/Payroll Shared Services
Developed a HR/Payroll delivery service that could operate as a virtual shared service across the global group for 16,000 employees. Undertook the design and development of a new HR/Payroll Service. We subsequently managed the full implementation of the technology to support the HR/Payroll Service across the entire Group.
 

Public Hospital – HR System
Undertook a review of the HR functions to assess how they could be optimized from both a technology and process perspective, following the initial implementation of Tier #1 HR components and taking into consideration components yet to be implemented. The recommendations focused on the HR team structures and processes that needed to change leverage the different business rules and functionality.
 

Aged Care – RT&A Processes
Developed a new approach based upon a Work-to-Pay best practice process model to improve the operations of the Rostering function, following the implementation of a centralised Workforce Scheduling team. The organisation was experiencing significant resource allocation issues. An increased reliance on agency resources were causing financial pressures and overall customer experiences were deteriorating below acceptable standards.
 

Local Council – Payroll Review
Reviewed the Payroll function to ascertain how it could be improved to meet the expectations of the Council, in order to enhance service quality and the cost of delivery. A business case was developed to support the implementation of several changes to the operating model.
 

Government Department – HR Shared Services
Created a business model that would facilitate transformation into a shared service provider. The Payroll & HR Systems branch within Department commenced the implementation of Shared Services, whereby it will be providing a range of services to various federal government entities.
 

Transport – Payroll Review
Undertook a diagnostic review of the support functions, to develop options for improving both their efficiency and effectiveness.
The review defined the specific "core" business needs, so a solution could be rolled out in a staged approach determined by necessity and budgetary constraints.
 

Global Construction – Payroll Review
Conducted an assessment of the operations of the Payroll function to assess whether the Payroll technology and associated processes would be able to satisfy global requirements, so it would align with the implementation of a global Workforce Systems solution.
 

Global Construction – Payroll Operations
Managed the payroll operations to maintain continuity of the Payroll function and improve the overall delivery model to achieve best practice methods.
 

Emergency Services – RT&A
Conducted a full rostering requirements (Workforce Management Systems - WFM) analysis and used their WFM specialists to undertake that task and create requirements specifications to take to market.
 

Emergency Services – Complaints Management
Developed a solution to improve the manner by which employee complaints are being managed to ensure that the process has integrity and that the employee has a suitable outcome. The solution incorporated a new process and procedures, which will be supported by a new system.
 

Emergency Services – Payroll Integration
Assisted with the rectification of operational issues and in building a stronger payroll capability, so that the payroll function could be normalised. With the merger of two entities and the acquisition of resources from another entity, the client was experiencing issues managing not only the “day to day” payroll operations but also dealing with all the legacy issues associated with the complex industrial arrangements for the resources who were being transferred.
 

Retail – RT&A Implementation
Assisted in the implementation of a new Rostering system that would enable the application of best practice Work-to-Pay processes
to improve overall integrity and performance.
 

Retail – Payroll Operations
Assisted in running the Payroll function for a number of months and then transitioning the function to a new operating model to align with global and regional expectations.
 

Financial Services – Payroll Service Model
Developed a new payroll delivery model with a Payroll Outsource vendor and oversaw its implementation. We assisted the client
in undertaking the design, development and transition to a new outsourced Payroll Service.
 

Financial Services – HCM
Involved in validating the global design strategy, to understand the transformational elements and developed a testing plan to enable comprehensive testing and acceptance of the HR solution, which utilised a tier #1 technology and was being deployed across a variety of global geographical locations.
 

Financial Services – HCM
Involved in designing, implementing and deploying on a global basis an HR transformation, utilising a Tier #1 HR technology platform. This was a comprehensive project that lasted for 18 months and made a significant difference to the performance of the HR functions and the overall business.
 

Mental Health & Disability – HRIS
Developed a strategic business case to invest in a new suite of HRIS technologies that would underpin the growth of the organization and transform the delivery and support of services. We assisted the client to manage the implementation of these technologies by third party vendors.
 

Mental Health & Disability – HRIS Change
Assisted the client to manage the complex changes that are required to involve, engage and shift the workforce in adopting the new operating model that will eventuate from the new business practices.
 

Mental Health & Disability – HRIS
Developed a strategic business case to invest in a new suite of HRIS technologies that would underpin the growth of the organization and transform the delivery and support of employee related services.