Payroll's last mile Payroll's last mile

Payroll's last mile
31 Oct 2014

Our columnist and Celergo’s executive chair Michele Honomichl discusses the daunting ‘last mile’ and why payroll professionals see this as the most complex or difficult part of a journey, connection, interface or service.

Payroll in some countries has no last mile at all. It is highly integrative starting with changes from HRIS all the way through to online government filings. In other countries, the last mile can be very, very long. Payroll is highly manual and complex, from hand keying changes into excel spreadsheets to requiring train trips to far flung provinces to hand deliver compliance paperwork.

The trick of the global payroll professional is to ensure you have a good handle on the compliance requirements for each location and are up to speed on how long that last mile is. It is also important to know where the pot holes are along the way. Some of these include:

• Taxability of pay elements: This is paramount to ensure local compliance. Pay elements may be subject to wage tax, but not to social insurance. Some might be completely tax free, and yet others may need to be grossed-up when the company wants to provide certain payments to their employees on a net basis.

When payrolls are outsourced, many companies lose their visibility of the set-up of pay elements and do not have internal documentation to refer to as internal employees rotate to new positions. The retention of this knowledge is critical to ensure payrolls are calculated properly.

• Collective agreements: These are often open to interpretation and are sometimes retroactive. Local country knowledge is imperative for the proper application of collective agreement requirements for the payroll calculations. In some cases, it may even be prudent to have an employment lawyer review the latest collective agreement changes to determine how they will affect local payrolls.

• Expatriate calculations: These can cause angst to most payroll professionals both on their home and host payrolls. Typically requiring special taxability handling at the pay element level, these calculations are fraught with compliance concerns.

The most common are missing data,exchange rate inaccuracies, incorrect assignment of taxability at the pay element level and timing of benefit in kind inclusion. Expatriate programmes should be scrutinised by local tax professionals to ensure the payroll programme is set-up properly to minimize the potential for compliance penalties, which not only include money, but often loss of business permits as well.

Gross-ups: These are often are calculated manually. Some countries like to handle grossups on benefits in kind on off-cycles, but other countries cannot handle off-cycles easily. Grossups inside regular payroll cycle calculations can be tricky, especially if they are on a pay element by pay element basis.

• Equity programmes: These typically have country specific requirements regarding vesting and taxability based on the equity type and programme.

• Manual filing submissions: An ever changing arena. WPS in the UAE, e-social in Brazil and RTI in the UK, are just a few examples of countries that are automating various payroll processes. But in many countries, there are still manual components to the payroll compliance. It is so critical for companies to have proof that the manual filings are submitted for audit reasons as countries are becoming more aggressive auditing companies whose headquarters are outside their borders.

Compliance is an amalgamation of the above items, which create even more complexities when payrolls include a combination of these situations. Sometimes what merely appears as a pothole in the payroll process can turn into a crater that drags a company down into a myriad of paperwork, audits, lost business permits and potential penalties.

The world is slowly automating the last mile in payroll, country by country. But there will always be the requirement to analyse, audit and confirm compliance is in place. That’s what keeps our employees and our companies safe.

Celergo’s executive chair Michele Honomichl

Our columnist and Celergo’s executive chair Michele Honomichl discusses the daunting ‘last mile’ and why payroll professionals see this as the most complex or difficult part of a journey, connection, interface or service.

Payroll in some countries has no last mile at all. It is highly integrative starting with changes from HRIS all the way through to online government filings. In other countries, the last mile can be very, very long. Payroll is highly manual and complex, from hand keying changes into excel spreadsheets to requiring train trips to far flung provinces to hand deliver compliance paperwork.

The trick of the global payroll professional is to ensure you have a good handle on the compliance requirements for each location and are up to speed on how long that last mile is. It is also important to know where the pot holes are along the way. Some of these include:

• Taxability of pay elements: This is paramount to ensure local compliance. Pay elements may be subject to wage tax, but not to social insurance. Some might be completely tax free, and yet others may need to be grossed-up when the company wants to provide certain payments to their employees on a net basis.

When payrolls are outsourced, many companies lose their visibility of the set-up of pay elements and do not have internal documentation to refer to as internal employees rotate to new positions. The retention of this knowledge is critical to ensure payrolls are calculated properly.

• Collective agreements: These are often open to interpretation and are sometimes retroactive. Local country knowledge is imperative for the proper application of collective agreement requirements for the payroll calculations. In some cases, it may even be prudent to have an employment lawyer review the latest collective agreement changes to determine how they will affect local payrolls.

• Expatriate calculations: These can cause angst to most payroll professionals both on their home and host payrolls. Typically requiring special taxability handling at the pay element level, these calculations are fraught with compliance concerns.

The most common are missing data,exchange rate inaccuracies, incorrect assignment of taxability at the pay element level and timing of benefit in kind inclusion. Expatriate programmes should be scrutinised by local tax professionals to ensure the payroll programme is set-up properly to minimize the potential for compliance penalties, which not only include money, but often loss of business permits as well.

Gross-ups: These are often are calculated manually. Some countries like to handle grossups on benefits in kind on off-cycles, but other countries cannot handle off-cycles easily. Grossups inside regular payroll cycle calculations can be tricky, especially if they are on a pay element by pay element basis.

• Equity programmes: These typically have country specific requirements regarding vesting and taxability based on the equity type and programme.

• Manual filing submissions: An ever changing arena. WPS in the UAE, e-social in Brazil and RTI in the UK, are just a few examples of countries that are automating various payroll processes. But in many countries, there are still manual components to the payroll compliance. It is so critical for companies to have proof that the manual filings are submitted for audit reasons as countries are becoming more aggressive auditing companies whose headquarters are outside their borders.

Compliance is an amalgamation of the above items, which create even more complexities when payrolls include a combination of these situations. Sometimes what merely appears as a pothole in the payroll process can turn into a crater that drags a company down into a myriad of paperwork, audits, lost business permits and potential penalties.

The world is slowly automating the last mile in payroll, country by country. But there will always be the requirement to analyse, audit and confirm compliance is in place. That’s what keeps our employees and our companies safe.

Celergo’s executive chair Michele Honomichl