Every payroll cycle depended on paper, overnight shipping and five people manually entering information into three disconnected systems.
The company operated construction and logistics businesses across the United States and Puerto Rico, along with 12 manufacturing locations in the United States. Each operating group completed paper timesheets, obtained supervisor signatures and shipped the documents overnight to the centralized payroll team.
The transformation replaced this fragmented process with Kronos, reducing the payroll staffing requirement from five people to two and removing the equivalent of 6,240 hours of manual work annually.
Annual manual payroll work eliminated
Payroll staffing requirement reduced
Annual inbound timesheet shipping costs eliminated
Payroll processing began with paper timesheets at every operating location. Once supervisors approved and signed them, the documents were shipped overnight to the centralized payroll team.
Five payroll employees received the packages and manually entered the information into three separate systems that did not communicate with one another. The process required the same information to be repeatedly handled, reviewed and entered before payroll could be completed.
The paper did not stop moving after payroll was processed.
The company’s clients required supporting time records. Payroll employees had to organize and retain the original signed timesheets, place them into boxes and ship the physical records to clients each quarter.
The company was spending approximately $50,000 annually just to ship timesheets from its operating locations to payroll. That amount did not include the cost of preparing and shipping quarterly boxes to clients—or the administrative effort required to sort, store and manage the records.
The transformation team examined the entire payroll workflow, from the moment an employee recorded time through payroll processing and client reporting.
Rather than automating isolated tasks within the existing process, the team redesigned the flow of information across operating locations, payroll systems and construction-client requirements.
The team implemented Kronos to:
The new process gave payroll and operational leaders direct access to the information they needed without waiting for paper documents to travel between locations.
The transformation removed the equivalent of three full-time positions from the payroll workload—6,240 labor hours annually—and reduced the staffing requirement from five people to two.
The organization also:
The quarterly client-shipping savings were additional to the reported $50,000 in annual inbound shipping costs.
This was more than a payroll-system implementation. The transformation team eliminated an operating model built around physically moving paper between locations, payroll employees and construction clients.
The company gained a faster and more scalable payroll process while substantially reducing the labor, shipping and administrative resources required to operate it.
Employees no longer had to spend thousands of hours transferring information between disconnected systems. Payroll no longer depended on overnight packages arriving from multiple locations. Clients received the documentation they needed without waiting for boxes of paper.
Technology did not simply digitize the existing process. It changed how the work was performed.
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