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Business Roles

A payroll solution that caters to distinct roles
with diverse goals 


We are committed to providing the best solution to help reach your goals

We understand the transformation within roles and the increasing demands to manage costs, increase margins and to ensure the workforce is healthy, engaged, motivated and productive.

Chief Executive Officer


Today's CEO is increasingly encountering the influence of macro level dynamics on their business; economic, social, trade or political. At the micro or internal level there are factors impacting and influencing the organisation leader.

For example:

  • The challenges posed by a tight labour market has meant one core goal is attracting and retaining top talent.
  • An increasing emphasis on company culture and measurements of people metrics such as attrition.
  • The digital economy and disruptive technologies have driven the need to develop or implement new business models, for example Cloud.
  • Mitigating risk associated with the management of data and security procedures.
  • Managing an increasingly legislated world and the impact on internal processes and employees.
The importance of having greater visibility into the data metrics and analytics of the organisation at all levels is paramount. This includes visibility of one of an organisations biggest cost centres, the wages and salaries of employees, albeit, a company's biggest asset.

Chief Financial Officer


Business has to now meet increasingly complicated regulatory requirements and much of this rests with the CFO for the big items such as payroll management, human resource or employee related compliance.
The pressure to provide data analytics, consolidate fragmented systems and to manage risk means the CFO is working more in the digital transformation space and responsible for consolidating siloed streams of information to provide real time, relevant reports.
  • Control costs and profitability, planning and forecasting.
  • Staff morale and motivation, attracting and retaining the best. Measuring performance.
  • Monitoring risk and provide timely and accurate information on finance and payroll metrics.
  • Managing regulations and relationships with regulatory organisations, for example Tax agencies.
  • Ensure data confidentiality and security.
  • Management of budget for new technologies to support business efficiencies e.g. Cloud to replace on premise and legacy products.
  • Manage costs of software and hardware upgrades if on premise - increasing cost with limited flexibility.

Human Resources Director/Manager


The role and function held by Human resource leaders has changed a lot. Senior leaders require depth and breadth of knowledge in many areas related to the organisation's employees. 

Aging population, flexible work requirements, mobile technology demand and a shift to consumer demand for business to have "people" and support roles available across some industries 7 days per week. Outside the daily human resource tasks and workload, the HR Executive is increasingly called on to support decisions in the purchase of technologies and software.

  • Increasing compliance with laws and regulations and the impact on employee payroll and entitlements.
  • Attracting and retaining the best talent.
  • Employee cost management and executive demanded people metrics e.g. diversity, age, skill based and welfare in the workplace. 
  • Employee data confidentiality.
  • Flexible workforce demands and technology requirement.
  • Maintaining a healthy and productive workforce.
  • Human capital investment.
  • Innovations and technologies to support employee productivity e.g. access to internal tools from anywhere at anytime via the Cloud, or the use of mobile tools. 


Business Owner/Director


For any small to medium business owner the uncertainty in business is directly influenced by the management of cashflow. The need to grow a company, attract and keep talented key staff, and balance the budgets for recruiting necessary support roles like finance and human resource, can be a challenge. The business owner maintains a CEO and often CFO and CIO role within their remit.

  • Financial management and balancing all costs and income.
  • Staff and recruitment for roles the business needs for growth such as sales and balancing with the requirement to have on hand experts in roles such as HR or legal counsel.
  • The healthcare of employees and the impact on productivity.
  • Government regulations and compliance and staying abreast of the change and subsequent impact on the business.
  • Investment in technologies to streamline business processes. Balancing costs for new technologies, hardware changes and software updates.
  • Data security.

Increasingly we see a move to bureau or outsourcing to support budget and business changes, to stay ahead of all the legislative changes. This also means not having to employ employees that must fulfill specialised human resource and related roles. For example, a bureau that will process all payroll and employee details has experts that take care of all the tax, payments, links to tax agencies and much more, offering flexibility and security.

Chief Information Officer


CIOs are fundamental to the success of any business and have the knowledge and expertise to impact the bottom line. Their primary role is to influence the investment decisions and offer technology solutions that will help power the business and deliver on the digital transformation strategies set by the organisation. Providing the organisation with the tools to gain greater insights to drive revenues and the technology to minimise costs. 

  • Infrastructure cost management and utilisation to ensure efficiency in the business.
  • New technologies to improve employee engagement and efficiencies or mobile support.
  • Specialised technologies to improve information and streamlined processes e.g. Payroll software, data analytics products.
  • Security management of the company assets at all times.
  • Data management. 

Payroll Manager


Despite the skills and talents that exists with those managing the payroll function, errors can still occur. The demands from the Executive team to provide more metrics and analytics about employees' costs and risks often means collating data from many disparate systems. The time for managing the regular payroll function is put under pressure with an increased volume of compliance and administration duties.  A changing workforce comes with more complexity for the payroll team.

  • Multiple calculations and increasing complexity - calculations, deductions, tax, insurance, super, benefits and so forth. 
  • Reporting to the Tax and government agencies in accordance with local or national laws.
  • Staying up to date with changing laws e.g. Holidays Act and how and who these impacts.
  • Legacy software systems that are not up to date with regulations and are cumbersome to use.
  • Software systems that do not integrate with other human resource and/or finance team tools.
  • Poor tracking tools that employees find hard to use and increasing margin of error, for example sick and special leave.
  • Increasing time pressures to perform payroll.
Businesses are now met with increasingly complicated regulatory requirements and a competitive pressure to be agile. The digital economy has created a need for new business models, impacting all roles in an organisation with critical functions such as payroll requiring a particular focus.   Compliance, security, risk management and employee engagement are supported by Datacom Payroll SaaS solutions.

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