The larger sample sizes are needed to ensure more precise estimates of population parameters around key task metrics (e.g., completion rates and time) and study metrics (e.g., SUPR-Q and SUS). ![]() 2).īenchmark studies require larger sample sizes than traditional find-and-fix formative usability studies. And the same idea applies to UX benchmarks ( Sauro, 2018, p. If there’s a problem, you create a plan to improve your health. They can be compared to existing criteria (e.g., to determine if your blood pressure or cholesterol is relatively high) and tracked over time. These metrics help describe quantitatively how healthy you are. You get your blood pressure, weight, height, cholesterol, and other health measures checked. Benchmarks are most effective when done at regular intervals (e.g., quarterly or yearly) or after significant design or feature changes.Ī UX benchmark is something akin to getting a checkup at the doctor. A regular benchmark study is a great way to institutionalize the idea of quantifiable differences. Leveraging next-generation technology can free up payroll resources to focus on more strategic activities and process improvement.One of the primary goals of measuring the user experience is to see whether design efforts actually make a quantifiable difference over time. robotics and automation, engagement platform, cognitive engagement, artificial intelligence, cognitive automation and insights). The good news is manually loading inputs and improving accuracy by limiting the need for adjustments are two of the areas ripe for next generation technology (e.g. Fifty percent of respondents who outsource report manually entering and/or loading payroll inputs and entering adjustments as two of the most time-consuming aspects of payroll processing. While organizations are generally satisfied with their current third-party payroll providers, they believe there are many areas for improvement, including:Īlthough many organizations outsource, the need to retain payroll expertise in-house remains high. ![]() Seventy-three percent of organizations outsource some aspect of payroll. Sourcing, including services and technology, is one critical element of a global payroll strategy. While this continues to be a theme in our recent survey, respondents confirmed the growing importance of global payroll operations and data visibility and consolidation by developing a global payroll strategy: Eighty-eight percent of respondents either have a payroll strategy or have plans to develop a strategy, almost a 40 percent increase from the 2018 results. One key theme from the 2018 payroll survey was that many organizations do not have complete visibility into their global payroll operations, but are looking to gain a better understanding of holistic operations. Noteworthy takeaways from the payroll surveyĮighty-eight percent of respondents either have a payroll strategy or have plans to develop a strategy. The survey was divided into three sections that could be taken individually The survey could be taken through the lens of three levels ![]() Within the three distinct sections, data points were captured across seven categories The survey was presented through the lens of three geographic levels (globally, regionally and in-country) with three distinct sections offered (demographic, innovation and benchmarking). The Deloitte Global payroll benchmarking survey, sponsored by the APA and GPMI, was open to Deloitte clients, APA members, GPMI subscribers, APA Congress attendees, and other Deloitte partners. ![]() It also provided a wider range of organizations in size and geographies, and further evolved the questions asked, providing greater insights into payroll organizations. In 2018, we joined forces with the American Payroll Association (APA) and Global Payroll Management Institute (GPMI) to produce one of the largest global payroll-focused surveys and collection of payroll data in the marketplace. As the fourth payroll survey conducted by Deloitte, this year’s survey expanded the number of participants.
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