Strategic Planning in the Payroll Department - · PDF fileStrategic Planning in the Payroll Department ... • Provides a tool for communicating top leadership’s vision, ... Vision

The Accounts Payable & Procure-To-Pay Conference & Expo is produced by: 9/9/2016

Strategic Planning in the

Payroll Department

Dennis Danilewicz, CPP Sr. Director-Disbursements Services

NYU Langone Medical Center

The Accounts Payable & Procure-To-Pay Conference & Expo is produced by: 2 9/9/2016

Workshop Overview

• Objective: Give participants an overview of the planning

process, and basic tools needed to initiate planning in

their payroll environment

• Content

– Introduction to Strategic Business Planning

– Preparing a Strategic Business Plan

– Sample plan components

• Have fun


Strategic Business Planning

• Strategic Business Planning is a process used to

ensure that an organization will achieve and

maintain competitive advantage. In the process,

the organization’s leaders first develop a vision

of how the organization should operate in the

future. They then formulate objectives and

strategies to move the organization to that future

state.


The Strategic Planning Process

• Defines long term objectives, action plans and resources beyond next year

• Company-Position for future

• Business Unit- Sustain competitive advantage

• Department-Do your job better

The Accounts Payable & Procure-To-Pay Conference & Expo is produced by: 5 9/9/2016 © Copyright 1994-1997 EDS Corporation

Time for Planning

Urgent

Important

Quadrant 1 Urgent and Important

Quadrant 2 Important but

Not Urgent

Quadrant 3 Urgent and

not Important

Quadrant 4 Not Urgent and Not Important


Where does it fit?

Strategic Planning

Competitive Analysis

Bench- marking

Business Process

Reengineering

Future Actions

Outside Factors

Culture Quality Values

People


More than the Status Quo

• Develop a competitor focus at all levels

• Develop employees

• Encourage individual and team contributions

• Identify resources needed

• Establish a vision and clear objectives

• Track progress


Why Plan?

• Benefits of strategic planning


• “If you don’t know where you are going,

any road will take you there.”

Through the Looking Glass

- Lewis Carroll


“Dig a well before you are thirsty”

- Chinese proverb


Additional Benefits of the planning process

• Allows leadership to simulate the future and examine

alternatives

• Provides a tool for communicating top leadership’s

vision, objectives, and strategies

• Provides a framework for decision-making for the entire

organization

• Provides a basis for measuring future performance

• Helps build a cohesive leadership team


Preparing the Plan

• Fundamental view of process

• Organizing the planning process


“A three sentence course in business: You read a book beginning to end. You run a business the opposite way. You start with the end, then do everything you must to reach it.”

- Harold Geneen

Former CEO, IT&T


Fundamental view of process

• What do you do?

• Where do you want to be?

• Where are you now?

• How can you get to where you want to be?


Organizing the planning

process

--Who do you involve?

--Appoint a facilitator

--Plan the planning process (where, when, how)

--Pre-interview

--Use technology


Ground Rules

• Be open and honest

• Respect views of others

• One person speaks at a time

• Be aware that the train will be on time

• Complete assignments

• 100-mile rule

• Breaks - every hour

• Issues - handling short term


Brainstorming

• All ideas allowed

• No discussion

• High energy

• Suspend judgment, evaluation, criticism

• Fast pace

• No censoring - self or others


Steps in the Planning

Process (“Do it”)

Determine the Scope

Mission

Boundaries

Obtain a Vision of the Future

Vision statements

Key success factors

Investigate and Evaluate the Current Situation

Current assessment

Guiding Principles

Tailor a Bridge to the Future

Objectives/Goals

Initiatives/Tasks

Organizational structure

Business case


Business is like war in one respect: If its grand strategy is

correct, any number of tactical errors can be made and

yet the enterprise proves successful”

- General Robert E. Wood

Former CEO,

Sears Roebuck & Company


Mission Statements

• Explains who we are and what we do • Products or services

• Customer focus

• Quality Commitment


Sample Mission Statements

“The office of Payroll is dedicated to providing the best and most

efficient service possible to XXXXX University employees. Our

tasks include processing twelve month, nine-month and bi-weekly

payroll. In total this involves producing approximately 10,000

payroll checks a month. It is our goal to produce these checks

and the associated electronic and paper reports in a timely and

accurate manner. We will strive to continually review our service

and make improvements to keep pace with the opportunities that

are made available through on-line entry of information. It is our

goal to be a Leader, not a follower, in this technological age.”



• “The mission of Nathan Hale High School is to provide a

safe and nurturing learning environment which enables

students to reach their full potential and to achieve

success.”

• “The mission of the Department of Corrections is to hold

the offender accountable to the victim and community

and to prevent crime and reduce the likelihood of

juvenile and adult offenders re-offending.”

• “Provide quality products & services at reasonable

price.” - Manning’s Liquor Store



“The mission of The Glaucoma Foundation is to

create a world without blindness.”

“To Make People Happy”-Disney

“Our goal is simply stated. We want to be the

best service organization in the world.” - IBM



“We shall build good ships here

At a profit - if we can

At a loss - if we must

But always good ships”

- Newport News Shipyards and Dry Dock Company


Planning Boundaries

• Business functions affected

• Business functions not affected

• Geographical boundaries

• Organizational boundaries

• Time




Determine the Scope

Mission

Boundaries


Vision statements

Key success factors


Current assessment

Guiding Principles


Objectives/Goals

Initiatives/Tasks


Business case


Vision Statement

• A brief description, often written in the

present tense, of the desired future state

of the organization.


Importance of a Vision Statement in the

Planning Process

• Leads the organization forward

• Creates a compelling future

• Makes the strategy actionable

• Others share in it and understand their

role


Sample Vision Statements

• “Put a man on the moon, and bring him back, by the end

of the decade.”

• “On June 19, 1994 there will be 81,000 screaming

soccer fans from all over the world enjoying a World Cup

soccer match, on grass, in the Pontiac Silverdome.”

• “Continuous improvement is a way of life for all our

employees.”

• “We are a state-of-the-art, cost-effective payroll

organization.”


Key Success Factors

Circumstances that must go right in order

for the organization to achieve its vision.

May be external to the organization


Sample Key Success Factors

• Success of our customers

• Solid understanding of our customer’s business

• Total quality management

• Constancy of purpose

• Empowered employees

• Agility, flexibility, and a willingness to change

• Strategic business partnerships




Determine the Scope

Mission

Boundaries


Vision statements

Key success factors


Current assessment

Guiding Principles


Objectives/Goals

Initiatives/Tasks


Business case


How effective are we?

• Did we exceed our expectation?

• Are the pieces missing critical to helping

us achieve our mission?

• What is the potential impact to our

customers and company if the activity

were performed to a world class standard?


Investigate and Evaluate the Current

Situation

• Strengths - Traits of the organization which will

facilitate achieving the vision

• Weaknesses - Traits of the organization which

will hinder achieving the vision

• Opportunities/Threats - Outside factors which

may impact ability to achieve the vision


Understanding the Current Strengths

• What is our current level of effectiveness?

• Is it where we want to be?

• What do we need to do to develop them

more fully?


Factors to consider

• Financial

• Market Share

• Competition

• Product Line


Understanding the current Weaknesses

• Do we need to change the culture?

• How critical is the impact?

• What help do we need to affect a change?


Understanding the Outside Factors

• Maintaining a positive attitude

• Thinking outside the box

• Don’t listen to the “experts”


Guiding Principles

What are the fundamental beliefs by which the

organization is directed?

Examples --

“We believe in the importance of people as

individuals”

“We believe in being the best”

“Treat employees as valued customers of the payroll

department”

“Have fun while doing a great job”




Determine the Scope

Mission

Boundaries


Vision statements

Key success factors


Current assessment

Guiding Principles


Objectives/Goals

Initiatives/Tasks


Business case


Tailor a Bridge to the

Future

Goals/ Objectives

Strategies

Initiatives Tasks

Organizational Structure

Business Case

Now Future


“SMART” Objectives

• Specific

• Measurable

• Agreed upon

• Reachable

• Time specific


Objectives, strategies, initiatives/tasks

• Objective - Reduce our costs by 10% this year

• Strategy - Utilize technology where paybacks

are one year or less

• Initiative/task - Install voice response unit to

handle requests for employment verification

letters


Organizational Structure

• Define the organizational structure needed to

support the bridge to the future

• Example: Self-directed work teams composed of

cross-functional representative will be responsible for

initiatives 2, 4, 5 and 7.


Business case

• Describe the business, economic, social

and regulatory motivations for pursuing the

initiatives.

• Develop a cost estimate, risk assessment,

and benefit analysis of each initiative.


Integrate the Plan into your Business

• Introducing the Plan

• Living the Plan

• Revising the Plan


“Plans are nothing.

Planning is everything.”

- Dwight D. Eisenhower


“If we don’t change our direction, we might

end up where we are headed.”

- Chinese Proverb


THANK YOU!

Dennis Danilewicz, CPP

[email protected]

Documents

Strategic Planning in the Payroll Department - · PDF fileStrategic Planning in the Payroll Department ... • Provides a tool for communicating top leadership’s vision, ... Vision