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Task:

Using the narrative description, evaluate Southern Packing Ltd’s (SPL) Payroll and human resources subsystem. In your evaluation you must:

1. Identify five deficiencies in SPL’s Payroll and human resources subsystem. Ensure you explain the potential impact of each deficiency identified.

2. For each deficiency, you identified in Task 1, suggest a control to mitigate the weakness. Ensure you explain how the control mitigates the weakness.

Payroll and human resources subsystem Case study: Southern Packing Ltd

SPL employ a core of staff year-round mainly in administration roles. During the packing season SPL employ a range of short-term employees, some work for the firm for a few weeks while others are employed for the entire packing season, which lasts several months. Some people return every packing season, others work for a single season or part season. The selection of short-term employees, payment of all wages and PAYE, and any queries about employment matters are handled by the HR Manager and the Wages Administrator.

For full time roles, applicants are interviewed by the CEO and, once successful, their details are recorded and verified by the HR manager and recorded in the Approved Employees file. Due to the shortage of employees, prospective short-term employees are interviewed by the HR manager and if they are willing to do the job and seem physically fit, they are hired. The Wage Administrator records each successful candidate’s name and personal details including an email address, IRD number, bank account details, KiwiSaver information, and mobile phone number in the Approved Employee file.

Full time staff are paid for a set number of hours each week, so they do not complete timesheets each week. If they have a day’s annual leave or sick leave the staff member emails or calls the wages administrator to let them know. The wage administrator records the leave details in the payroll system the firm uses.

Short term staff are required to complete a timesheet each day they are working. The number of staff required each day varies. After checking the packing schedule, the pack house manager creates a work list which lists the staff required for the next day, then texts each short-term staff member on the list to let them know they are required for work the next day. The pack house manager always schedules 10% more staff than needed to ensure enough staff attend to meet the day’s packing requirements. This is done because there are always some staff who do not show up each day.

GETTING TO WORK As soon as Blaine left the conference room, he began to run the SPM race. He did so by following the corporate guidelines for the major change. According to the guidelines, he established the project and named the change initiative: SPM Implementation Project Sledgehammer, and assumed the job of Project Manager. Blaine then chose his project team members, from the Engineering department, who needed to be properly trained in project management first before proceeding to the next step. It took him a week to find the right project management trainer, and another two weeks to arrange the three-day project management training. So far, project affairs went smoothly and were expected to continue that way. In three weeks, the team would need to produce an SPM manual, which had 10 standard items with a template for each one, including: œ Scope statement œ Work Breakdown Structure (WBS) œ Responsibility matrix œ Schedule œ Cost estimate œ Quality plan œ Risk plan I (P-I matrix) œ Risk plan II (Risk response plan) œ Progress report œ Closure To finish the Sledgehammer with flying colors, the project team would need to organize separate training, designed specifically for the use of the SPM manual, for all members of RGI’s Duckville plant. When this was done, the project team would announce the cut-off date by which all new projects had to be managed with the SPM manual. It sounded that simple. Source: A RobustArm Global Industries’ Sledgehammer Dragan Z. Milosevic, Peerasit Patanakul, and Sabin Srivannaboon

QUESTION THREE [20] Establish how a project team can formulate and implement a risk management plan process