The Challenge: Breaking the SLA Barrier
Despite its global presence and technological prowess, the client was facing critical challenges in one of its most essential internal functions—payroll. The entire payroll process had been outsourced, and over time, it had become a persistent pain point. Each delay chipped away at employee trust, leading to rising dissatisfaction and an increase in attrition rates—especially among teams in the Philippines.
The situation was particularly concerning for the company’s Chief Information Officer (CIO), who had the mandate to digitally transform internal operations while maintaining efficiency and employee satisfaction. There was limited visibility into timelines, and dependencies on external vendors led to unplanned delays that impacted service level agreements (SLAs). The CFO, too, raised concerns over mounting operational costs and the financial inefficiencies driven by manual reconciliations and repetitive oversight.
What exacerbated the problem further was the lack of a structured framework for planning and projecting payroll activities. Discrepancies became common due to poor coordination between various components of the process—pre-enrollment activities such as background checks, employee verification, pre-medical assessments, and compensation structuring were not streamlined.
Ultimately, what should have been a straightforward back-office function had become a recurring operational risk. The organization needed a solution that would bring control back in-house—one that could restore compliance, improve accuracy, reduce costs, and rebuild employee trust.
