Pfizer: Global Payroll at the Center of an HR Evolution
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Learn how Pfizer aggressively focused on a global payroll integration strategy to deliver operational excellence.
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Pfizer: Global Payroll at the Center of an HR Evolution
- 1. Mary Hull Director, Global Payroll and Mobility Lead Pfizer Building a Global Payroll Foundation
- 2. Facts & Figures • Research based, global biopharmaceutical firm • $49B in global sales • Innovative Health and Essential Health • 98,000 colleagues in 95 countries • Brands: Prevnar, Eliquis, Lyrica, Viagra, Lipitor, Chantix, Advil, Chapstick, Nexium
- 3. Global Payroll Integration Strategy Over the past 4 years, our aggressive strategy of global payroll integration has focused on: • Best in class payroll operations • Vendor consolidation and optimization • Process and system streamlining and standardization • Company agility • Cost reduction • External compliance • Reduced management burden
- 4. Where We Started In 2012, Pfizer had a decentralized, non-standardized, not connected collection of payroll systems and vendors 2012 Profile countries different systems different vendors 95 64 44 On average, Pfizer payroll administration and time and attendance costs were over 35% higher than our peers
- 5. Where We Started Concerns: • Inferior existing systems • Too many different vendors, systems, and interfaces • Fewer colleagues with intricate payroll knowledge • Diminishing HR BT support • Finance to HR ownership in emerging markets • Poor corporate agility in responding to M&A and divesture decisions with significant dependencies on payroll systems !
- 6. First Focus: Global Payroll Transformation • Initiated by move to global shared services model for HR support and upcoming Workday integration • Business case prepared regionally and global payroll integration project initiated in 2013 • Realized complexity of global payroll project and cost savings that could be achieved • Project completed in 2 phases, with final go-live planned for 2017
- 7. Where We Are Now • Target savings of $5.8M and 35 FTE headcount; currently overachieving the target • Strategic relationship established with ADP 2016 Profile of 95 countries integrated different systems different vendors 66 23 13
- 8. Global Payroll 2016 Summary 66 of 95 Countries Integrated 23 Systems 13 Vendors In Scope Deferred, Cancelled or N/A Implemented US/PR (2) Phase I: 2 Countries Go-Live: January 2015 LATAM (13) Phase II: 13 Countries Go-Lives: 2015 – 2017 AfME (22) Entire Region Go-Lives: 2013 – 2014 APAC (8) Phase I: 8 Countries Go-Lives: 2014 – 2016 EUROPE (22) Phase I: 16 Countries Phase II: 6 Countries Go-Lives: 2013 – 2016 Notable Deferred: Russia Federation DACH Cluster BeNeLux Cluster China Mexico Brazil Spain / Portugal Turkey Canada
- 9. What We’ve Learned and What Has Changed • Vendor consolidation, process streamlining and standardization was important for Workday integrations and efficiency • Transition to “business as usual” was challenging; markets took longer than anticipated to stabilize • “Payroll” often included other HR processes in the end-to-end definition • “Add-ons” often changed the pricing assumed in the business plan
- 10. What We’ve Learned and What Has Changed • The business model and conditions in some countries change over the course of the implementation and should be re-evaluated • Importance of global-level payroll governance, decision support and interface standards • Need subject matter experts with local expertise • Need dedicated project managers
- 11. 3 Year Strategic Focus Operational excellence Build on the success of global payroll integration efforts and focus on: Vendor governance Continued value improvement and cost reduction Company agility Workday integration and colleague experience
- 12. Strategic Considerations and Influences What HR and BT are asking for: • Simplification & standardization • Stronger vendor performance & accountability • Increased value/lower cost • Scalability and consistency in acquisition & divestiture • Regulatory compliance • “Delighted” colleagues What the business is asking for: • Flexibility and agility • Colleague engagement • Increased value/lower cost • Reporting and analytics What colleagues are asking for: • Easy access to useful information • Mobile apps • Accurate payroll • Fewer touch points; more self-service
- 13. Global Payroll Strategy 2.0 Build on the foundation of an emerging best-in-class, integrated Global Payroll program through: Continued Integration Operations and Process Improvement Harness Data and Analytics Mergers and Acquisitions