multi country payroll

Multi-country payroll optimization: Customer Story

Managing a multi-country spanning payroll operation is a complex and time-consuming task for multinational organizations. With different regulatory requirements, tax laws, and employment practices, it becomes challenging to ensure accurate and compliant payroll processing. One of our customer, COMO Group, experienced these issues and found a solution to overcome them: multi-country payroll outsourcing with Humanica. COMO Group eases multi-country payroll burden with outsourcing The Customer Company: Como Group is a Singapore-based company operating businesses in the luxury & kids fashion retail, hospitality, wellness, and F&B sector. The company  employs now over 3500 employees in countries across Asia and Europe. Business lines: Kids and Luxury Fashion Retail, F&B, Hospitality, Wellness,  Specialty Products Employees:  3500 worldwide Established: in 1972 Locations:  15 hotels worldwide, 400 retail stores across Asia and the UK Project Goal: – Compliance to statutory requirements around payroll and tax for all locations – Be in line with different employment practice  in Asia. Key Achievements ✔ Consolidating payroll activities with one vendor that has the expertise to manage payroll and tax in 10 Asian locations ✔ Standardized and consistent payroll processes to reduce errors and inconsistencies ✔ Being able to scale with the same vendor when new locations are added ✔  Better Employee Service ✔  No longer having to worry about their multi country payroll operation A 50 years- spanning business history and success Como Group is a Singapore-based conglomerate that boasts a diverse portfolio of businesses spanning various industries. It represents an integrated approach to living well, celebrating diversity and authenticity. Founder Christina Ong, started out with opening high-end boutique Club 21 in 1972. Over the course of three decades, Club 21 flourished into a network of 400 stores across Asia carrying more than 250 renowned brands. In 1997, the fashion retail portfolio expanded with the addition of Kids 21, a family lifestyle destination present in Malaysia, Hong Kong, and Thailand.  The group’s hospitality arm began in 1991 with the opening of The Halkin hotel in London, England in 1991. Today, Como Hotels & Resorts operates 15 properties in Bhutan, Indonesia, Italy, Australia, Thailand, the Maldives, the UK, and Turks, and Caicos Islands. Additionally, the group introduced COMO Shambhala, an acclaimed wellness concept embodying the profound meaning of ‘Peace’ in Sanskrit. Combining modern scientific approaches with time-honored practices, COMO Shambhala actively promotes proactive holistic wellness and has earned numerous accolades. ​​ Food has held a special place of interest within Como Group, dating back to the launch of the Armani Cafe in London in 1989. In 2002 and 2007, respectively, purveyor of fine foods Culina and organic marque SuperNature came under the umbrella of the Group, cementing its reputation in the fields of F&B in Singapore and abroad.​ Notably committed to giving back to the community, the COMO Group has actively engaged in charitable causes since 2003. Collaborating with over 60 organizations they have diligently worked in closing to bridge the opportunity gap for women and girls, leaving a significant impact on the lives of more than 41 million individuals across 51 countries.  The complexities of running a multi country HR and payroll operation Having a 50 years spanning business history, operating in various business lines with multiple branches across different continents, serving customers on a global scale, the company employs over 3500 worldwide, the majority of them across Asia. As COMO Group expanded their business locations and workforce, so did the complexity in their HR and payroll management. Each country where the group opened a new retail store or resort had its own unique statutory requirements around tax and payroll, reporting and employment practice. Navigating Asia’s very complex legislation and payroll practices became one of their biggest complexities, leaving the team struggling to keep up with the diverse regulations across multiple countries.  Consuming countless hours and resources to verify payroll and tax data against local regulations and fixing inconsistencies in a manual process was not uncommon for the COMO HR team. The team grew frustrated with the lack of efficiency in handling the intricacies involved in managing payroll across multiple countries and their inability to provide a better employee service. “We found that we needed to improve that efficiency for our HR team and also provide better services to our employees to ensure we pay them correctly, on time and in compliance with local statutory requirements.”   Eswaran Nadarajah, COMO Group HR Director With that in mind, the HR team embarked on a journey to try and improve the operation and efficiency in which they conduct their payroll activities in different geographies. Finding the right vendor Having certain expectations, the team spoke to many service providers in order to assess who could best service their vision of payroll efficiency and compliance with statutory regulations. Some non-negotiable vendor evaluation criteria were: The need of an administration partner: to handle their entire payroll process from employee and attendance data management, to payroll processing, to payroll reporting and tax filing. The use of technology in order to:  provide a uniform platform for employee service deliver a consistent user experience across all locations have scalability if more locations need to be added To have one reputable vendor: that has the know how, experience, and certifications to running payroll in all major countries in SEA including Singapore, Thailand, Malaysia, Indonesia, Philippines, Vietnam, Cambodia, etc. in order to have: one source of data a single service contact one master agreement one escalation process for all their Asian locations. Other, softer, criteria came down to professionalism, reliability, customer-orientation but were a bit harder to clearly outline. They would have to be evaluated through conversations and follow ups to the talking points.  HUMANICA STANDS OUT After extensive research and evaluation, COMO Group decided to partner with Humanica. Humanica convinced the team in multiple criteria. Firstly, their reputation, proven track record in multi-country payroll management, knowledge of local regulations, and their robust HR platform spoke for itself. Secondly, they also fulfilled many of the soft criteria that the COMO team was looking for. “What impressed us most about Humanica was

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VADS Indonesia : DataOn’s Customer Stories

Digitizes their manual HR with SunFish and centralizes its locations across Indonesia and 5000 employees in one single platform The Customer Company: For 15 years, VADS Indonesia has provided  Contact Centers, Digital Services Solutions, Customer Services Learning Centers, Cloud Services, and more to customers in various industries across Indonesia. Industry: B2B, Contact Center, and Customer Services Outsourcing Employees:  5000 Established: 2008 Locations:  Jakarta, Semarang, Solo, Yogyakarta Project Goal:  Automating HR Base, Payroll and Recruitment for different client needs. VADS Indonesia is the customer’s chosen partner in the Digital Customer Experience Management PT. VADS Indonesia, a subsidiary of TM ONE, the enterprise and public sector business solutions arm of Telekom Malaysia Berhad (TM) Group. They started their operations in Indonesia in December 2008. Today, it has grown into one of Indonesia’s leading companies providing digital customer experience management solutions. With 5000 employees allocated over 2 delivery sites and 3 contact centers. The customer centric, innovative company provides end-to-end BPO and ICT solutions to more than 500 medium and large businesses in all industries. With 50 Million customer interactions per year and growing VADS Indonesia has won more than 20 awards in the past 15 years for its quality services and operational excellence. Following their mission ‘To deliver service excellence in a standardized, effective, efficient and courteous manner that brings satisfaction to clients and their customer, partners, and employee’, VADS Indonesia decided in 2020 that it is time to bring the same excellence to their HR Management processes.  Having significantly grown over the years, and with the pandemic throwing a big hurdle in their way of doing mass recruitment, the HR team at VADS Indonesia spearheaded by Mrs. Dian Adriani, came to realize that their way of handling processes no longer met their business needs. It was also far away from how efficient HR should work. The multi-tasking heroes of the VADS Indonesia HR team VADS Indonesia is built around customer interactions. Therefore, it is crucial for VADS Indonesia to deliver exceptional services and employees to their clients. So for them the statement ‘Employees are the company’s best assets’ is not just an HR slogan but their lifeline. The role of the HR department is extremely important as it ranges from, Running many different payroll scenarios for their 50+ enterprise customer with all different terms and conditions. Tracking their employees by locations they work in. Tracking employees absence and presence including their locations when presents. Reporting attendance and employee activities to their management at an ad hoc basis to high volume recruitment as integral part of their business. Finding and hiring the best candidates for their clients in accordance with their needs. Ensuring they are competent and have good product knowledge. Making the employees happy to stay on for a long time,  as they say: So, they need to satisfy their employees first, before engaging with their clients. Before the pandemic, VADS Indonesia was already facing some challenges. They were having issue with the efficiency of their client payroll processes and attendance tracking of their employees. Different Clients, different Payroll Parameters VADS Indonesia is a customer-centered company, which for them means serving the payroll needs and requirements individually for each client. However, every client has different pay scenarios, parameters, overtime rules, shift allowances, or applies different tax methods. These things then becomes a massive amount of work. Having to do it manually, meant for the VADS payroll team to work through the night to finish the payroll calculation for different customers on time. Manual tracking of employee movement and data Another source of stress was the company’s still manually conducted attendance management and HR operation. The HR team had problems to accurately determine which employees worked in which location. From the attendance log they would know whether someone was present or absent, but they couldn’t tell from where they signed in. Providing management with accurate attendance reports was very difficult. Offline Recruitment, Candidate Selection VADS Indonesia hires many employees for their customers. Pre-Pandemic, the selection and hiring was done through their self-designed walk-in interview process. That way of doing mass hiring came to an abrupt halt, when the pandemic struck and stay-at-home policies were implemented nationwide. The HR team suddenly realized it had no alternative to interviewing and testing candidates face-to-face, which seriously impacted their ability to process candidates that came from their social media and website and make an informed decision. VADS Indonesia’s HR Transformation Journey Some of the issues were present before the pandemic. The company had simply grown too big in terms of employees and number of customers, making the operating structures too complex for their current system. However, the determined VADS team always found a way to work around them and find satisfying solutions for their customers, various at the expense of their own work time and stress levels.  That was until the pandemic caused a unique situation that tipped the scale and created a new sense of urgency to upgrade the existing HR structures. With the mass recruitment process in jeopardy, the company decided to move ahead to underpin their HR structures and workflows with technology.  Having some idea of what the new technology should be able to do, VADS Indonesia explored several alternatives to see what was out there and how things would work in different solutions. DataOn’s SunFish was among the reviewed vendors. Actually, VADS Indonesia had already been introduced to SunFish in 2018. However, they didn’t take a closer look because they didn’t think the HR system was worth the price. This time, in 2020, the situation was different and the VADS team decided to explore SunFish in all its detailed capabilities. Aside from automating core HR,  payroll, attendance and recruitment, it was also important to VADS Indonesia to work with a team that they feel takes them seriously and attends to their needs and questions. After a detailed evaluation process, VADS Indonesia chose SunFish for its depth of payroll and time management features as well as its systematic approach to recruitment from interfacing

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