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A U.G U S T 19 9 3 ScopingtheU.S.Payroll/HumanResourceMarket: 1993-1998 For CeridianCorporation INPUT TheAtriumatGlenpointe,400FrankW.BurrBoulevard,Teaneck,NJ 07666 201-801-0050 ScopingtheU.S.Payroll/HumanResourceMarket:1993-1998 INPUT Preparedby INPUT TheAtriumatGlenpointe 400FrankW.BurrBoulevard Teaneck,NewJersey07666 U.S.A. ScopingtheU.S.Payroll/HumanResourceMarket:1993-1998 INPUTexercisesitsbesteffortsinpreparationofthe informationprovidedinthisreportandbelievesthe informationcontainedhereintobeaccurate. However, INPUTshallhavenoliabilityforanylossorexpensethat mayresultfromincompletenessorinaccuracyofthe informationprovided. YC2» 100* 1993 ScopingtheU.S.Payroll/HumanResourceMarket:1993-1998 INPUT I BACKGROUND Earlierin1993,DnIPUTperformedastudyforCeridianonthe payrollandassociatedHRneedsinlargeorganizations. This satnuddydiirsercetliaotneodfttohtehpataysrtouldly;anhdowHeRvemra,rtkheistsstouvdeyralloloiknstahtetUh.eSs.ize overthenextfiveyears. INPUTtargetedtelephoneinterviewswith200organizationsin theU.S.tounderstandtheirplansanddirections. INPUT preparedaquestionnaire,whichCeridianreviewedandmodified. Afterreview,258interviewswereconductedinJulyandAugust 1993. •Respondentswerequalifiedonwhethertheywereinvolvedin theapprovalorrecommendationprocessinoneormoreofthe followingareas: -Applicationschangesorexpenditures -Changestothetechnicalenvironment -Vendorstobeused •Companieswereselectedtoberepresentativeofmajor industries(Exhibit1). •Thesizedistributionofcompaniesinterviewedisshownin Exhibit2. Respondentswereinformedandforthcoming. Theonlyarea wheresomerespondentshaddifficultyrespondingwasinthearea ofcurrentandfutureexpenditures: Theproblemwasnotthat suchinformationwasproprietary,butthattheinformationwasnot known. However,sufficientinformationwasobtainedtoprovide guidanceonexpenditures. YC2 I-l I ScopingtheU.S.Payroll/HumanResourceMarket:1993-1998 INPUT n APPLICATIONSREPLACEMENT Over40%ofcompaniesinterviewedarelikelytomakesubstantial changesorreplaceinthenextfiveyears. •Payroll,HRinformationandtimekeepingaretheapplications mostlikelytohavesuchchangesmade(Exhibit3). •Generally,ifmajorchangesarebeingplannedinpayroll,HRis likelytobechangedalso. Thatis,thepercentagesinExhibit3 arenotadditive,butsomeofthesecondaryappUcationsmaybe changedifamajorapphcationischanged. •Thisisinkeepingwiththemajormovementtowardintegrating payrollandHR-relatedactivities,asshowninExhibit4. •Similarly,generalledger/accounting,labordistributionand budgetingarealsoseeingtheirlinkstopayrollbeingfurther tightened(Exhibit5). Currently,abouthalfthecompaniesintervieweduseasoftware packagefortheirpayrollneedsandaboutone-quartereachuse customsoftwareorprocessing(Exhibit6). •Thesepercentageswillremainrelativelystable,exceptthatthose nowplanningtouseaprocessingservicedropappreciably. •ThepictureissimilarforHRinformation,exceptthatboth customsoftwareandprocessingfall(Exhibit7). Processing startsfromasomewhatlowerinitialpenetration~notsurprising giventheprevalenceofpayrollservice. YC2 II-l I*

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Author:	Unknown
Publication Year:	1993
Pages:	56
Language:	English
File Size:	1.3
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