GKN’s payroll department was streamlined from three sites to one, reducing staff by half. The HR team was also centralized and reduced by 20 percent.
Articles by Sarah Fister Gale
It’s tough recruiting for the hydraulic and pneumatic products business.
Compared with the few and mediocre responses garnered from newspaper ads, Internet recruiting was the answer for this small non-profit association.
Amazon.com posts ads on several job-placement sites, in addition to actively searching the Web for resumes.
By merging payroll and HR systems, AnnuityNet eliminated a $30,000 expense from the annual budget, which amounted to 1 percent of payroll.
Data on absenteeism, labor turnover rates, and vacation time is helping Todhunter International plan for the future and create a more positive work atmosphere for employees.
The average temp at Parker changes enrollment status three to four times a year.
Cabrini college is making the transition to the Web in small steps to make sure employees are comfortable with the change.
All of Prudential’s 37,000 employees had to re-enroll with one of 150 new providers – or their insurance would be canceled. To replace paper-based forms, the company built a $500,000 Web-based enrollment application.
Even with the smaller staff, the time spent teaching clients has been cut in half.