Deloitte Global Payroll Benchmarking Survey Sponsored by APA and GPMI获取更多最新资料请+v：c h e n s a s a 66602Executive summary 03Demographics05Operations 12Outsourcing 19Accuracy,efficiency,metrics 24Service delivery 35Next-gen 41Employee experience 47Contents获取更多最新资料请+v：c h e n s a s a 66603Survey could have been taken through the lens of 3 levelsThree sections could have been taken IndividuallyDemographics(Organization,Geography,Industry,Employee Population Size and Technology),Benchmarking(Operations,Outsourcing,Accuracy,efficiency,and metrics)The Deloitte Global Payroll Benchmarking Survey was open to Deloitte clients,American Payroll Association(APA)members,Global Payroll Management Institute(GPMI)subscribers,APA Congress attendees,and other Deloitte alliance partners.The survey was taken through the lens of three geographic levels with three distinct sections offered.Respondents could choose any combination of global,region,and country.For each grouping selected,respondents were given the opportunity to answer all questions for each individual grouping where they had employees,unless specified otherwise.Respondents could also choose to just take the demographic section or could include one or both of the other two sections.This years survey focused on questions associated with payroll across seven categories.Innovation(Service Delivery,Next-gen Technology and Employee experience).Within the 3 distinct sections,data points were captured across7 categoriesEmployee experienceOutsourcingNext-gen OperationsService deliveryDemographicsAccuracy,efficiency,and metrics1 2 3 4 5 6 7Deloitte Global Payroll Benchmarking Survey|Executive summaryExecutive summaryOverviewNote:All percentages in graphs are shown relative to the respondents per the given question.Percentages may not always sum to 100 due to rounding.GloballyRegionallyCountry获取更多最新资料请+v：c h e n s a s a 66604And although many organizations outsource,the need to retain payroll expertise in-house remains high.Thirty percent of respondents who outsource report manual entry/loading payroll inputs and entering manual adjustments as two of the most time-consuming aspects of payroll processing.The good news is manual loading inputs and improving accuracy limiting the need for adjustments are two of the areas ripe for next-generation technology.Leveraging next-generation technology can free up payroll resources to focus on more strategic activities and process improvement.The bottom lineOrganizations understand the importance of having a global payroll strategy that includes sourcing(e.g.consolidated 3rd party payroll providers),an internal service delivery model regardless of their sourcing strategy,and robust technologies,including next-generation technologies such as robotic process automation(RPA).Although many organizations still dont yet have complete visibility into their global payroll operations,they are starting to see a path and are getting closer.Deloitte Global Payroll Benchmarking Survey|Executive summaryExecutive summary(continued)OverviewThis years survey captured responses from more than 750 distinct organizations across 55 countries spanning several different industries,ranging in employee size from a few hundred to several hundred thousand,and included over 100 questions.Explore the results of the Deloitte Global Payroll Benchmarking Survey.Where logical,weve broken down the responses by industry,geography,employee population size and organizational structure to make the data relevant for different companies,providing insights into the similarities and differences among them.One key theme from the survey from a global payroll perspective is the growing importance of developing a global payroll strategy(e.g.88 percent of respondents either have a payroll strategy or have plans to develop a strategy).Crucial takeaways from the Global Payroll SurveySeventy three percent of organizations outsource some aspect of payroll and while organizations are generally satisfied with their current third-party payroll providers,they believe there are many areas for improvements from compliance to technology capabilities:The top five areas for improvement:ComplianceAccuracySelf-Service CapabilitiesReporting CapabilitiesNext-gen Technology Adoption获取更多最新资料请+v：c h e n s a s a 6660535%11%12%11%Consumer andindustrial productsFinancial servicesTechnology,media,andtelecommunicationsLife sciences and health care10%8%12%Professional servicesEnergy and resourcesPublic sector1 2 3 4 5 6 7Deloitte Global Payroll Benchmarking Survey|DemographicsSection 1DemographicsOverviewThis section provides an overview of the organizations that participated and allows us to analyze the responses across four dimensions(industry,employee population size,geography,and organizational structure).This section sets the foundation for the types of organizations that participated and how they are structured and staffed.获取更多最新资料请+v：c h e n s a s a 6660644%9%16%10%12%9%0%5%10%15%20%25%30%35%40%45%50%Le