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Payroll kicks off today with a two-day virtual event. Payroll, in the broadest definition includes all methods of payment for time worked, including deductions for benefits and taxes, for employees by their employers. The purpose of this introductory webcast is to give you an overview of the program, who will be presenting, how to interact with the speakers and provide feedback after each session, how to visit the virtual exhibit hall, network with peers and more. Topics being presented include the following:
July 10 11:00 AM - 12:00 PM ET
Improve Control of International Payroll and Reduce Cost and Risk Through Optimisation of Technology Presenters: Bill Larkin, President & CEO(Executive Alliance) Graham Harrop, Sales & Marketing Director(iiPAY)
12:00 PM - 1:00 PM ET
Customer Service--Payroll Style Presenters: Vicki M. Lambert, CPP, Founder and Director(The Payroll Advisor)
1:00 PM - 2:00 PM ET
Employee Benefits to a Pay Card, Presenters:
Chelsea Tuck, CSP, Business Development Manager(TFG Card Solutions, Inc.) Erik Farleigh, Business Development Manager(TFG Card Solutions, Inc.),
2:00 PM - 3:00 PM ET WPR - Workplace Pension Reforms (Auto Enrolment) Presenters: Claire Warner, CEO(Payroll & Business Skills), 3:00 PM - 4:00 PM ET An Introduction to Canadian Payroll Presenters: Natasha Smyth, Vice President(OnPayroll.ca Corp.)
July 11 11:00 AM - 12:00 PM ET
Preparing for New Service Organization Control Standards
Presenters: Sean Widdoes, Senior Consultant(A-lign CPAs)
12:00 PM - 1:00 PM ET
Vendor Selection: The Essential Guide
Presenters: Jeremy Montgomery, Manager - Payroll(Fitzgerald and Law)
2:00 PM - 3:00 PM ET
Implementing Best Practices in a Poor SUI Environment: An Opportunity for Payroll & HR Professionals
Presenters: Ross Henderson, Chief Operating Officer(Employment Tax Servicing Corporation)
3:00 PM - 4:00 PM ET
The Pitfalls of Payrolling (and employing) Temporary Workers
Presenters: Bill Inman, President(Emergent.com)
Speakers of the webcasts will share their thought leadership with the participants, who have the option of writing a certification exam through the Institute upon successful completion of the course, which is a 12-month program. Details will be given specifically on what is required in order to gain certification through the Institute for Human Resources. All of the webcasts being presented (with the exception of this introductory tutorial) are also approved for HRCI recertification credits.
Discover through the experience of iiPAY the leading global payroll technology solutions provider and Expaticore, a premier solutions provider of international payroll, expat payroll, global assignment management and international HR, how your business can improve control and compliance of your international payroll and reduce associated cost and errors in your payroll processes.
In this webinar we will explore the range of international payroll delivery models and how your organisation can improve the effectiveness of people, process, data management, providers and corporate control. A key component of this webinar is to share solutions and strategies to maximise the value of your HRIS and to bridge the gap between corporate information and the data needed to drive the in-country statutory payroll process.
Our objective is to improve the responsiveness and information required for corporate control and planning, payroll administration (locally or within a shared service environment) and the employee experience.
International payroll is both complex and costly; our approach of incremental changes to your environment provides a rapid return on your investment.
These are some of the questions for which we can provide solutions and guidance:
• Do you have a complete view at your finger tips of all pay data, current and historic for your entire organisation
• Are your employees a strategic asset to you business and are they paid correctly
• Does your HR system cater for all employees and is it an accurate view of your employee population
• Have you optimised your payroll process globally
• Do you feel in control of your outsourced payrolls
• Is compliance a concern for your business
Customer Service is a hot buzz word for the twenty-first century business environment. But if we use the traditional definition of customer service to mean "a policy to ensure customers receive what they need so they will return to use our product or service" and apply it to payroll it doesn't really work. The "product" payroll offers-- a paycheck-- will always be accepted by its "customers" --employees--no matter how rudely they actually are or feel they were treated by the payroll office personnel.
So why then is customer service relevant and even essential to the operation of an efficient and productive payroll department? That's what this webinar will discuss. Excellent customer service assists payroll in its daily operations within the department rather than for its outside customers. A correctly implemented payroll department customer service policy will ensure that communications remain open and clear. By setting down in writing what the payroll department can and cannot do legally and will or will not be able to do right up front goes a long way towards preventing future misunderstandings, miscommunications and the resulting conflicts which causes the department to lose valuable time handling the misunderstanding or conflict.
By establishing a customer service policy with a payroll slant the manager creates an environment within the payroll department that focuses on increasing the productivity and efficiency of the department rather than on what the customer needs. However, this in turn actually allows the department to offer better service to its customers in the long run. It sets up when the department is available and when it is not. What it needs and when it needs it to ensure that all of its customers are paid on time and in compliance with all labor and tax laws.
Have you ever wondered why anyone would willingly choose to receive a paper check in lieu of direct deposit? The truth is that many simply cannot qualify for a traditional bank account. Their reasons for being unbanked vary (setup and maintenance fees, language barriers, credit issues, etc.), but the end result is the same; employees who can least afford paying fees, pay the most.
We can all agree that direct deposit is a very good thing, but a recent FDIC study showed that over 25% of the U.S. workforce is un-banked; many simply cannot qualify for a bank account. Unless you provide a viable pay card alternative, those employees are left with one option; cashing their paycheck at an exorbitant fee.
On average, your paper check employees are spending upwards of $600 annually to access and use their hard earned pay. Every payday, unbanked employees are left with the costly, time-consuming dilemma of how to convert their paper check into cash. Most stand in line at predatory check cashing stores, where they are ultimately forced to pay a hefty percentage of their net pay, simply to access their funds. And the headaches and fees don’t stop there! To pay rent, utilities, auto loans, cell phone bills, etc., employees must purchase money orders… yet another fee.
Canada and the Unites States are so close geographically, that if you don’t have Canadian payroll on your plate yet, it may just be a matter of time before you do. This session will cover a basic introduction to Canada and processing payroll for employees in Canada.
A dollar is not a dollar and Canada has its own currency, the Canadian dollar. The jurisdictions are provinces and territories, each with their own tax tables, worker’s compensation boards and employment standards. Employment standards cover labour laws and vary throughout the country. What is considered statutory, mandatory and voluntary payroll deductions is the tip of the iceberg. It is important to be aware of additional provincial taxes and levies as well as special taxing considerations.
We’ll run through a sample net pay calculation to show how the statutory calculations are made, including the employee and employer portion. Once the payroll deductions are made, they will need to be remitted and we’ll review the agencies responsible and the due dates.
There is new legislation every year in which there are several resources to help you keep on top of any relevant changes. An overview of some of the yearend processes and considerations relating to payroll will wrap up the presentation. The goal is to give you a taste of important areas relating to Canadian legislation surrounding payroll and some resources to put you on your way to compliance. Payroll in a foreign country doesn’t have to be scary with the right tools and resources.
The 21st Century Version of SAS 70…..SSAE 16
Overview of the Standard
In April 2010, the AICPA Auditing Standards Board issued the long awaited Statement on Standards for Attestation Engagements (SSAE) No. 16, Reporting on Controls at a Service Organization. The attestation standard was chosen as a result of CPAs providing attestations on subject matter other than the fairness of the presentation of financial statements. The effective date for SSAE 16 is June 15, 2011; however, earlier implementation is permitted.
Similar to SAS 70, there remain two types of SSAE 16 audits. A Type 1 report is known as a report on management’s description of a service organization’s system and the suitability of the design of controls. A Type 2 report is a report on management’s description of a service organization’s system and the suitability of the design and operating effectiveness of controls.
Management will be called upon to describe their service organization’s system in the report. The description will need to include detail such as the processes describing how transactions are processed and reported to user organizations, the specified control objectives and controls designed to achieve those objectives, along with additional aspects of internal control such as control environment, risk assessment, information and communication systems, control activities and monitoring controls. In the case of a Type 2 report, management should include relevant details of changes to the service organization’s system during the period covered by the description.
Furthermore, management will need to provide the auditor with a written assertion to be included in the service auditor’s report. The written assertion should state the following: Management’s description of the service organization’s system fairly presents the service organization’s system that was designed and implemented as of a specified date (or for a Type 2 – throughout the specified period); The controls related to the control objectives stated in management’s description of the service organization’s system were suitably designed to achieve those control objectives as of the specified date (or for a Type 2 – throughout the specified period); The controls related to the control objectives stated in management’s description of the service organization’s system operated effectively throughout the specified period to achieve those control objectives (Type 2 only).
With the new SSAE 16, the service auditor will now make an attestation on these management assertions. The service auditor will assess whether management has used suitable criteria: In preparing its description of the service organization’s system; In evaluating whether controls were suitably designed to achieve the control objectives stated in the description; and In the case of a Type 2 report, in evaluating whether controls operated effectively throughout the specified period to achieve the control objectives stated in the description of the service organization’s system.
Key Differences from the SAS 70 Audit Standard
While at first look the new SSAE 16 standard and the old SAS 70 standard may appear to be very similar,
there are significant differences. The first of which is the auditor’s opinion letter. The SAS 70 auditor’s opinion was a direct reporting opinion where the auditor directly reported on the fairness of the description of controls, design of the control activities to meet the objectives, and whether the controls were placed in operation and their operating effectiveness. In the SSAE 16 standard, auditors are attesting to management’s assertion as noted above.
The service auditor now has responsibility for determining whether management has used suitable criteria in preparing its description of the service organization’s system. The service auditor will need to
understand the criteria and process management has performed to develop their assertion.
In the case of a Type 2 report, the SAS 70 audit standard did not notate the portion of testing that was performed by internal audit and that which was performed by the service auditor. The SSAE 16 standard has reversed that stance and now the service auditor will disclose in a Type 2 report those tests that were performed by the client’s internal audit department and the description of the procedures the service
auditor performed with respect to that work.
How do I prepare for SSAE 16?
Service organizations need to perform an analysis of their current SAS 70 audit description of controls to identify gaps in the description needed to satisfy SSAE 16 requirements. SSAE 16 requires the service
organization to develop a description of the service organization’s system. The service auditor will examine the description of the service organization’s system to ensure it is fairly presented and ask
questions regarding the description such as:
Does management’s description address all major aspects of the service provided and includes in
the scope of the engagement?
Is the description prepared at a level of detail that could reasonably be expected to provide a
broad range of user auditors with sufficient information to obtain an understanding of the internal
After the description of systems has been drafted, the service organization needs to identify the control
objectives and the risks that threaten the achievement of the control objectives stated in the description.
The service organization also needs to design suitable controls that are operating effectively and provide reasonable assurance that the control objectives will be achieved.
Service organizations should begin to develop their assertions which will be included in the service auditor’s report. In addition, management should consider if any sub-service organizations need to develop assertions. Vendors who may not be sub-service organizations but have an impact on the service organization’s internal control structure should also be examined to determine if current contractual requirements to provide the service organization with a SAS 70 report should be updated for SSAE 16.
SSAE 16 is not for Cloud Computing
The AICPA is fully aware of the increased use of cloud computing companies and the need for assurance in the cloud computing arena. Neither SSAE 16 nor SAS 70 should be used to assess controls of cloud computing companies. The AICPA has created a special task force of the Assurance Services Executive Committee to write a new guide which will address such engagements which are performed under AT section 101. AT Section 101 allows for CPAs to perform attestation engagements under this standard when another applicable standard does not apply.
Service organizations should have discussions with their auditors or obtain consultation regarding the new SSAE 16 standard to ensure their compliance efforts are brought into the 21st century.
Jeremy joined Fitzgerald and Law back in 2008 from PricewaterhouseCoopers where he had gained extensive experience in managing UK and International payrolls.
He has considerable "hands on" payroll experience, delivering a timely and accurate payroll service to companies of all sizes.
Jeremy is experienced in all sectors but has particular strength of knowledge in retail, manufacturing and charities. Jeremy is also well versed in the processes used by the local government and UK tax authorities. His in-depth technical and legislative knowledge, coupled with an experienced team, allows him to provide a high quality, tailored, payroll service to clients.
Jeremy also holds a degree in Applied Payroll Management and is a Fellow of the Chartered Institute of Payroll Professionals.
Jeremy is a regular speaker in the UK and is a Tutor for the Chartered Institute of Payroll Professionals.
Jeremy’s Payroll Team provides a fully managed payroll service to UK and International clients. They have considerable experience of dealing with all aspects of payroll, including share options, PTO tracking and salary sacrifice, as well as the more usual bonus and commission payments.
The F&L multi-territory payroll coordination service offers you one English speaking point of contact through which to manage your payroll operations, which means any issues are dealt with promptly, effectively and in a consistent manner. The F&L Payroll team allows you to focus on the core areas of your business, safe in the knowledge that employees will be paid on time and accurately, in addition to meeting all the statutory and contractual obligations in your chosen territories.
Businesses can benefit from a variety of tax credits & other specialized programs to reduce taxes for businesses. Tax credits provide dollars that business owners can actually put in their pockets so they are even more valuable that tax breaks. The purpose of this webinar is for you to gain an awareness of several programs that are currently available for you. We will visit the Research & Development tax credit, the energy tax credit and the healthcare tax credit. Other tax credits that we will discuss include the disabled access credit, the barrier removal tax deduction, the work opportunity credit and the expanded tax credit for hiring unemployed veterans. We will also address the Cost Segregation Study which can reduce taxes for businesses that have bought buildings or have done tenant improvements. Many business owners are not aware that they could be eligible for tax credits or they feel that credits are not worth getting. In fact, R&D tax credits & cost segregation studies can save qualified companies hundreds of thousands of dollars. Credits may also be available for prior tax years. Energy tax credits can be valuable for businesses that have recently purchased buildings. Other credits could save some small business owners thousands of dollars. There is new tax credit legislation every year which can impact business owners. The goal is to give you a taste of important tax credits so that you can keep up-to-date on the most recent opportunities. Don't miss out on tax credits which can bring dollars to your pocket.
Explore compliance and tax savings opportunities in a climate of increasing SUI challenges (insolvent state UI reserves, UI rate & taxable wage base increases, stiffer penalties, dynamic legislative landscape, dramatic rise in audit rates).
Nationally, we will consider the overall health of the UI system and UI taxation & compliance enforcement trends. This will include federal legislation such as the SUTA Dumping Prevention Act of 2004 and the Trade Adjustment Assistance Extension Act of 2011 (TAAEA), both of which have spurred SUI-related legislation by requiring states to enact new compliance rules. We will take a careful look at “Section 252” of the new TAAEA legislation, which compels states to charge employers for overpayment of UI benefits when they are at fault. Our discussion will also include the recent decision of federal & state agencies to step up employment tax audits.
Amidst the myriad challenges, we will overview opportunities for employers to enact best practices to improve compliance and drive tax savings. Best practices for M&A / employee migration events include SUTA dumping prevention and observing rules for beneficial tax treatment. Best practices employ retrospective employment tax account reviews to find both “embedded credits” and unused “hiring-based credits.” For UCM, best practices means making improvements to minimize drain on your UI tax reserves. Finally, we will discuss practices to help limit exposure as an audit target.
Adopting best practices for Payroll/HR are critical to the success of the organization. By stepping up as a leader within your organization to implement best practices, you have an opportunity to distinguish yourself.
Research indicates that one third of the U.S. workforce is now comprised of contingent workers, who are sometimes referred to as freelancers, contractors or temps. In fact, the U.S. Bureau of Labor Statistics show that the temporary services industry added almost ½ million workers and accounted for 91% of total job growth from June 2009 – 2011.
However, payrolling this emerging workforce can present its own set of challenges, with companies often misclassifying workers and misunderstanding employment laws relating to temporary workers. Unfortunately, simple mistakes can prove very costly, opening companies up to expensive and time-consuming litigation.
Our virtual conference - led by Emergent President, Bill Inman - will alert you to the risk of independent contractor misclassification and many other common (and costly) mistakes made when payrolling and employing temporary workers, touching on Wage and Hour laws (including state specific forms, Fair Labor Standards Act, Meal Penalty and Rest Violations) as well as W-2 processing, Tax Remittance
Work Comp Code Misclassifications, Unemployment Claims Management and much more.
If your company currently utilizes contingent workers or plans to increase its usage of this type of worker in the near future, you should attend this conference.
Emergent is part of a family of companies that is one of the largest employers of contingent labor in the US, employing hundreds of thousands of workers each year for companies nationwide, including many Fortune 100 clients. Our team of payroll, legal, HR, risk management and operations professionals are some of the most experienced in the contingent workforce industry today.