- About Lea
- Articles
- 2004 Articles
- Beyond Planning – Setup
- Cash Management – Not Paying the Bills
- Diagnosing Enterprise Risk from the Operating Perspective
- Financial Projections (Part 1)
- Financial Projections – (Part 2)
- For Profits versus Not-for-Profits – Competing for Clients
- From the e-Mailbox: Can The Business Have Moving Targets?
- Gathering Your Thoughts and Resources
- Operational Aspects – The Business Plan
- Payroll Systems – It Pays To Get It Right!
- Planning Your Business
- Right Role, Right Person, Right Deliverables
- Service Providers – Start as You Intend to Go
- Strategic Plans and Budgets – Performance Tools
- The Business Cold
- The Business Plan “Audience”
- The Business Plan – More than Planning the Business
- The Business Plan – A Direction for Your Business
- The Business Plan – Adding Dimension
- The First Step Is the Biggest
- Validating Your Business Concept
- When No One Answers
- Where Is My Cash Flow?
- Who Is Running Your Business?
- Working In and On the Business, the Equation of Success
- “You Should Make Me Participate”
- 2005 Articles
- A Target on Your Back – When the Competition is Out to Get You
- Adding Basel to the Debt Mix
- Business Management Systems – Critical to Long-term Success
- Call Me
- Check 21 The Myth. The Reality.
- Commercial Lending: Business Borrowing – Risk and Relationships (Part 1 of 2 Articles)
- Damaged Relationships
- Distinguish Between Your Role as an Owner and an Employee
- Does Your Business Have One Blue Shoe?
- Establish Credit Criteria for Customers
- First? Best? Service Providers Show Me the Content!
- Four Elements of Establishing a Successful Business
- Full Moons Rising
- Hiring Skills Not Bodies – Constraining Organization Success
- Insurance – 20 Questions and Answers for Your Business
- Investor Due Diligence
- Late Again! What Message Do You Send?
- Managing to Mediocrity and Madness
- Moonlighting
- More of the Same
- No Limit Texas Hold’em – Business Style
- On a Bad Day I Take Action
- On-shoring – Keeping Business in US
- Part Two on Commercial Lending with John Wroton, Assistant Vice President of Harrington Bank, Chapel Hills, North Carolina
- Phone Spam – What Are You Paying For? Be Sure the Value is There BEFORE You Buy
- Proof of Concept – Poised for Success
- RETURN ON INVESTMENT – Structure and People
- Return on Investment – Strategy and Action
- Reworking Retirement – A Dream and Business of Your Own
- Sequential Success
- Shams, Shells, and Charlatans
- Shoot the Corporal
- Size Doesn’t Matter – Sound Business Practices Do
- Small Business Minefields
- Software Is a Tool, Not an Answer
- The “X” and “Z” Factors
- The Company You Keep
- The Funding Gap – Early Stage Life Science and other Technology Companies
- The New Bankruptcy Law and Small Business
- Tough Lessons
- Women Mean Business – Seek Investors or Be an Investor
- Your Next Career – Entrepreneur
- Your Next Career: Moonlighting
- 2006 Articles
- A Matter of Opinion (Look for the Self-Interest)
- Be Wary of “Open Forums”
- Beware the False Not-for-Profit
- Blessedly Inexperienced, Critically Impaired
- Bringing Together the Parts
- Business Analysis – Identifying the Issues and Opportunities
- Can You Hear Me Now?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Clients and Conflicts of Interest – Professional Service Firms Divided Loyalties
- Commercialization: Viability, Visibility, Capability, and Credibility
- Complying with Securities Regulations – Federal and State
- Corporate Firefighting – Prevention, Suppression, and Response (Long-term Perspective, Short-term Realities)
- Cost Cutting – A Traditional Approach to Poor Financial Performance
- Customers, Shareholders, Employees, and Community – Who Matters Most?
- Danger, Danger Will Robinson
- Employers Beware of Compensatory Time Off Instead of Overtime Wages
- Expecting the Exception and Not the Rule
- Getting Ready for Investors
- It’s Not Fair – Then Don’t Sign the Agreement!
- Kamikaze Sales – Beginning with a Lie
- Location, Location, Location
- Lofty Goals, Bottom-feeder Behavior
- Micromanage to Failure
- Munchausen Management
- Not Every Event Is A Networking Event
- Organically Grown, Professionally Managed Entrepreneurial Companies
- Ready to Raise Businesses or Children – Common Threads
- Reputations – Correcting “Bad Press”
- Sometimes You Just Have to Laugh
- The Business of Technology
- The Coffee Pot Syndrome
- The Lessons of Family-owned Businesses
- The Tortoise and The Hare – A Fable for Our Times
- The “Girls’ Club”
- To Compete You Must Be In the Race
- Too Big, Too Soon – Too Far, Too Fast
- Tools Required – Capability Imperative
- What Are Friends For – Not Free Services and Products?
- You Are Successful, So Why Do I Have to Pay
- “Ideal” Customer
- 2007 Articles
- “My hands are tied” – Use your head
- A Funny Thing Happened on the Way to the Forum
- All or Nothing – Adding to Regulatory Requirements
- Business Interruptions and Their Impact on Profits
- Choices
- Closing the Tax Gap – Congress and the “Carried Interest” Tax Controversy
- Commercialization: Capability, Credibility, Capitalization
- Commercializing Your Business: A Primer
- Complimentary (Free) Consultations from Qualified Service Providers
- Congress Settles the Debate Venture and Institutional Backed Firms are Small Businesses
- Consumer Protection Or Too Much Regulation
- Dancing with the One that Brung Ya
- Defining “Green” in Business and Life
- Differing Perspectives
- Driving the Business
- Earmarked for Results
- Everyone Has Baggage
- Excuse Me for Interrupting! I’m “Just” A Customer
- Excuse Me – I’m in My Own World and Dancing
- Finding Resources – Investors, Funding, and the Story to get Them
- Frustrated Consultant Seeks Cooperative Client Who Listens
- Get Ready – The First Step Is the Biggest!
- GRAB for Success – Gratitude, Resolve, Attitude, Belief™
- Hand Out or Hand Up
- Hovering around “The Answer”
- If You Knew Where You Would End Up, The Trip Would Be Easier
- It’s the Details that Matter
- I’ll Call You Right Back!
- I’m Not Uninformed – Don’t Treat Me Like An Idiot
- Lame
- Lessons Learned While Trying to Fly
- Lifestyle or Growth (Exit Opportunity) Businesses – Which Are You?
- Look Around There Are Lessons Everywhere
- Making Sense of Saving Dollars and Cents – Evaluating Expenditures in Terms of “Investment”
- Momentum Slowing You Down?
- Need Customers – Fourteen Things to Do to Connect
- No One Can Do It for You
- No X, No Z – No Business
- Not Everyone Will “Get It”
- Price Taker or Price Maker – Cost Matters
- Product, Resources, and Customers – The Three-fold Objective
- Resolution – Intent and Action
- Riding a Pterodactyl and Chasing the Dodo – Is Your Business Model Extinct and Your Business an Endangered Species?
- Ripple Effects of Take My Advice
- SOBs (and DOBs) at Work – Role Confusion in Multigenerational Success
- Standing in a Queue, Lining Up for Services
- Taking Objective Perspectives on Bad Experiences
- The Business Plan – A Direction for Your Business
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- The Retail Conspiracy
- The Starting Point – Action
- Validating Your Business Concept
- What Are Your Employees Saying About Your Business?
- Why? Just Be-Clause
- “NORMAL”
- “Should”
- 2008 Articles
- A Journey of Gratitude
- Born to Run, Born to Innovate … But Learn to Walk First
- Building a Better Business
- Business Advocates: The First Customer
- Business—Not Rocket—Science Powers Innovation
- Can the Government Teach Small Businesses to Do Business?
- Cash Flow Not Flowing? Don’t Cut Your Marketing Efforts!
- Cash: Survival in Tough Economic Times
- Coming to Terms: Getting Your Good Idea Funded
- Corporate Succession: The Abbott and Costello Method
- Customer Satisfaction: Perception of Product and Service Quality
- Defective Service
- Do You Own Your Business?
- Economic Incentives Focused on Big Business, But Where Is the Future?
- Emerging Competition, And the World Goes ’Round
- Entrenched, Entitled, Political
- Every Generation…And the One Before and After
- Fair Sustainable Trade
- Fatal Customer “Service”
- Financial Profitability, Sustainability, and Growth: From Sales Efforts to Bottom-line Returns
- First-Time Adventures
- For This I am Grateful …
- Gatekeeper or Dam?
- How Big Is Your Business? 20th Century Metrics in the 21st Century
- How Credible Is Your Organization? Are You a Yahoo?
- How to Grow Your Business, One Relationship at a Time
- It’s About Time: Employee Classification and Proper Time Records
- It’s About Time: Employee Classification and Proper Time Records
- It’s All Theoretical, But the World Is Real
- Learning from Experience – Other People’s Lessons
- Lightning Strikes and Lotteries: Gambling on Noncompliance with Government Rules
- Make a Mistake; You Might Learn Something
- No More Independent Contractors – Senators Seek to Make Everyone Employees
- Nothing to Fear from Change
- Old Shoes, New Shoes: Stepping Out of Your Comfort Zone
- Ooh, Ooh, Pick Me! Pick Me! From “Me Too” to Innovation
- Opportunity Knocks: Be Prepared
- Recognizing the Need to Grow: The Business Expertise AND the Business
- Resilience Training: Corporate Survivor
- Second Chances After Bad Results
- Served by Eeyore®[1]: Customer Service with “Voice”
- Service Providers: You Can Lead a Horse to Water But You Can’t Make a Client Listen
- Show Some R-E-S-P-E-C-T
- Small Business, Competitive Markets
- Stay Tuned to the SBIR Program
- The Complexity of Business Compliance
- The Façade
- The Heart of Innovation: Leadership
- The Light, the Tunnel…OH NO! The Train! The Train!
- The Long and Winding Road to Success
- The New Small Business Innovation Research Grant Program Reauthorization Bill: H.R. 5819 “Modernizing” Grant Programs
- The State of the Corporation
- The Sustainable Business, Defined
- The Tax Man Cometh: A Major Milestone to Becoming Profitable
- The Third Arm of Networking
- The Tyranny of Customer Choice
- The Variability of Weather and Women: It’s All About Perspective
- The Way We’ve Always Done It
- The “Free Service” Philosophy – Misconceptions about the “Right” to Misappropriate Service Provider “Product”
- Think B.I.G.™ (Bold Innovative Growth) Business!
- Time Is a Constant – It Runs One Way
- Timelines and Deadlines: Customers and Investors Wait for No One
- Traveling with Animated Characters
- Vision, Strategy, Structure, and Results
- Walls and Bridges
- We Were Radicals—Now We Wear Khakis
- When Vendor Services Fall Short
- Where Was the Board?
- You Can; But Should You?
- Your Customer the Cow? No, the Golden Goose!
- Your Rules, My Rules, the Government’s Rules
- “Owning” the Business
- 2009 Articles
- A Debt-Free Business
- Auto Bailout Leads to New Car Color: Budget Deficit Red
- Boing! Bounced Checks and Other Check-Writing Practices
- Business Plans Are Not Academic Exercises
- Business Plans: Not Fill-in-the-Blank
- Caution: Securities Transaction Ahead
- Checks: No Kites, Bounces or Post Dates
- Communication: Making Things Happen as a Business
- Consumer Protection?
- Customer Service and Revenue Growth
- Do You Love What You Do?
- Economic Stimulus Fund to Flow to Businesses: Grant and Research Programs Open Taps
- Employee Misclassification: Small Businesses At Risk
- Government Audits: Post TARP, Banking Meltdowns, Going Concern Assessments, and More
- Leadership Requires Decision-making
- Let’s Make A Deal: Creating Value for the Investor from Day One
- Making It Through the Obstacles
- Mysteries of Life: Just Where Do E-mails “Hang Out”?
- Needs Analysis: Too Needy to Succeed?
- Old Dogs, New Tricks: The Hard Sell to Investors and Lenders
- One Percent Success Rate: Perpetuating Failed Models
- Perspective
- Poised for Success: Five Steps to Ready Your Business for “The Comeback”
- Raising Funds: No Plan Required? Think Again
- Responsibility – Government The Last Line of Defense
- The Banking Crisis: TARP This
- The Employee Free Choice Act (Also Known as Card Check): Streamlining Unionization or Bypassing the Right to Vote?
- The Grant Proposal Budget: Seven Things to Remember
- The Pros of Cons
- Time Out for Innovation
- Grants
- After the Award – The Work Begins
- At-Risk – Non-compliant SBIR Recipients
- Audit of Federal Fund Recipients
- Follow that URL – Grant (SBIR and STTR) Recipients Need to Read
- Government Grant and Contract Recipients – “Invest” in Your Business
- Government Grants and Contracts: The Award – Now What
- Government Grants or Contracts?
- Grant Accounting Practices Under Scrutiny
- Grant Compliance and Accounting – It’s not Rocket Science!
- Grant Recipient Consideration
- Grant Requirements – Impact on Organization Infrastructure
- Grants and Contracts – Compliance Required
- Grants – Don’t Take the Process for Granted
- Pennywise, IP (Intellectual Property) Foolish
- Seed Funding Needs Fertile Ground
- Small Business Innovation Research Grants
- The Clock is Ticking – How Much Time Do You Have?
- The National Single Audit (A-133) Sample Project Results – Good Audit Results May Not Mean Your Audit Measures Up
- Venture and Grant Funding
- What Does an Auditor Do During an A-133 Audit?
- Where Does Venture Capital “Fit” in the Competitive Equation of “Small” Business
- Profitability and Sustainability
- Everyone Has a Role in Profitable Business Growth
- Keys to Competitiveness
- Managing Customers for Profit and Long-Term Growth
- Pricing for Profit and Market Position: An Industrial Products Perspective
- Pricing for Strategic Advantage, Customer Value, and Profit
- The Lifetime Value of a Customer and Meaningful Metrics
- The Value of Customer Relationships
- Thin-Profit Enterprise
- Underlying Profitability, a Sound Cost Structure
- Value-Based Performance Metrics
- 2004 Articles
- Books
- Contact
- Events
- CED Grants Workshop
- Compliance from Day One to Closeout: Mitigating Financial Risk through Compliance
- Found & Fund: New Venture Formation and Financing
- G.R.A.B.™ for Success! – Gratitude, Resolve, Attitude, Belief™
- Grants Budgets
- Grow Your Business: Making the Choices and Establishing the Structures that Make the Difference
- Lunch & Learn Experts Series: Grants
- QuickBooks – Creating the Company File and Structuring for Results
- QuickBooks: Company Preferences, Navigation, and Quick Tips
- Expertise
- News
Payroll Systems – It Pays To Get It Right!
Payroll is one of the “simple” business tasks that we often think that anyone can handle. After all it is just math, right? For those of us who aren’t either experienced in payroll issues or payroll professionals trained in the complexity of complying with local, state, and federal agencies and tax jurisdictions, we often don’t even know where the pitfalls are – until we find ourselves trying to claw our way out of the pit!
We all know that when it comes to dealing with OUR money we want people to get it right, get it to us on time, and do it consistently. When it comes to generating payroll for your small business, it means satisfying state and federal tax reporting, getting the pay correct for each employee, accurately generating the payments, managing the process effectively and minimizing the risks inherent in dealing with payroll. Too few business owners and payroll preparers realize that errors in generating payroll can create PERSONAL liability for the person or persons preparing the checks. For most small business owners, you are the person calculating and writing the checks.
Depending upon scope of your business and where it operates, different payroll issues come into play. Local, state, and federal tax and other agencies require reports, filings, and payments. You may operate in only one state. However, if your employees have financial obligations from child support or other judgments against their wages in other states do you know about them and how to follow the rules for those states? If multiple states are involved and there are multiple garnishments (see sidebar for definition) and types of garnishments, do you know how to calculate the amount to withhold? If they have multiple garnishments, do you know what order to calculate them in? How much time do you have to spend on payroll? As your business grows, so will the complexity of your payroll needs.
Do you have sales or other employees located in other states? This is a significant issue for small business owners. If you have sales reps working in other states, and they meet certain check points, some states say they are employed in their state. Do you know which states you are operating in, based upon the rules of the states you do business in?
State tax rates for workers compensation, state unemployment insurance and other state payroll deductions vary state by state. Keeping up-to-date with those changing rates and with filing requirements is the responsibility of the business and its payroll department.
Getting payroll right requires a robust system and is critical to your business. As a small business owner or manager, it is also personally vital. What alternatives do small business owners have for generating payroll?
1. Manual Tracking, Calculations and Check-writing
2. Bookkeeper, Accountant or CPA
3. Accounting Packages and Stand-alone Payroll Software
4. ASP Provider Software and Services
5. Assisted Payroll Preparation Services
6. Outsourcing to Payroll Companies
7. Utilizing Professional Employer Organizations
Manual Processes
This is how most businesses begin – calculator, paper, time card, pen and checkbook. If you are computer oriented, then you may also utilize spreadsheets.
Accounting Packages – Built-in and Add-on Functionality
Everyone wants a simple to use payroll system; many, if not all, of today’s accounting packages have payroll modules available. Each system has a range of functionality, and assessing your needs now and for the future should be the first step in selecting your payroll system. (See sidebar for information on operational and functional needs of your payroll system.)
Examples of software packages available:
Simply Accounting
QuickBooks – Do It Yourself
QuickBooks – Intuit Add-on
Choice Professional Payroll
MYOB – Process It Yourself, On-line
Outsourcing Services – Payroll and Tax Reporting
Alternatives to handling your own payroll include payroll service companies like: ADP, Paychex, and other similar businesses. Regardless of size, you can usually find a payroll service willing to handle your payroll. In addition to payroll processing you can also opt for tax payment, human resources, 401(k), workers’ compensation and Section 125 plan services.
Let’s talk about some of the aspects of the payroll services that you can obtain from these companies:
Timekeeping and Attendance Records
• Time and Attendance Systems – these systems utilize software and electronic clocks to gather data and compile the time sheets for employees, enabling your business to apply your payroll policies consistently.
• Enhanced Time and Attendance Systems – include an aspect of “security” in that they are badge/bar code driven systems that clock employees in through electronic signals from badge to readers for example.
Payroll Tax Administration
• Calculating and depositing federal, state and local, Social Security , FUTA, and other taxes
• Filing tax returns and report reconciliations
• Responding to agency questions
Wage Garnishments Processing
• Deduction Calculations
• Payments to appropriate agencies
• Monitor law changes for compliance
Other Employee Related Issues
• New Hire Notification
• Unemployment tax rate
• Unemployment claims
• Termination processes to minimize unemployment claims
Employee Leasing – Professional Employer Organizations (PEO)
PEO’s may be a new concept for you. It was to me until the past few years. Essentially what a PEO does is put your employees on their books and handle ALL human resource, employee benefits and payroll related activities – including hiring, firing, and performance reviews. They work with you to recruit, evaluate, and dismiss employees.
How does this work? Well, the PEO provides a service to your business in return for a percentage fee over and above your payroll costs (salaries, wages, taxes, etc.). In return for that fee, they lease the employees you need, select and “hire” back to you. A reputable PEO can minimize the day to day operations related to human resource and payroll compliance issues. By utilizing their expertise, you have the ability to have a comprehensive, standard employment manual, expert screening, evaluation, and termination processes. Beyond the operational aspects, a PEO can provide the ability to provide competitive benefits for you and your employees through their ability to have a large group plan.
I’ll leave the specifics of the PEO operations and advantages to another time, but it is a “payroll” alternative that for many small businesses makes sense. The ability to delegate the complexity of human resource issues and payroll can relieve many of the pressures that small businesses have on them. Especially the not-enough-hours-in-the-day and the personal and business liability associated with payroll errors.
Things to Consider and Remember
Payroll is more than math. It is complying with local, state, and federal tax and employment regulations. There are many different software packages and add-ons that can facilitate the mechanics of generating the checks. Each one has its own strengths, weaknesses and advantages. Small businesses need to be concerned with more than the mathematical and technological aspects of their payroll systems. You need to be able to comply with multiple jurisdictions and have the ability to collect and accurately reflect information about your employees.
Payroll is about accurate documentation from the hire to the departure. It is more than the hours and pay rates; getting it right is critical to your business. As you grow, so will your payroll and related issues. Outsourcing the payroll preparation does not relieve the entire burden or risk related to human resource compliance. The ability to keep private information (like garnishments) confidential requires robust recordkeeping processes and knowledge of regulations. Further, misclassification of employees between exempt and non-exempt status under the Fair Labor Standards Act is an additional analytical and compliance process that has to be addressed regardless of the payroll system.
What actions should you take to make sure you are properly addressing payroll and human resource compliance issues?
1. Take the time to do some research, check out the websites of payroll service and software providers, talk to other small businesses in your area, and talk with your accountant.
2. Obtain information specific to your business
a. Quotes from several providers
b. Details of services – what they do and don’t do – For example: Will they make the tax payments and other remittance to other states or local jurisdictions? Does the PEO accept all cost for defending legal actions related to human resources and payroll issues?
c. Get references and check with the Better Business Bureau, the Secretary of State and other regulatory bodies to determine the standing of any vendor
3. Evaluate the various options and your business needs, choose the method that best suits you and your business – based on:
a. Cost
b. Time
c. Complexity of needs
d. Degree of business risk
e. Long term objectives and growth plan
4. Consider hiring an independent expert to assess and consult on your human resource and payroll needs.
The choice you make today may not be the same once you reach 10, 50 or 100 employees. As you grow, reassess your options and make changes that make sense. It does pay to get it right!
Copyright © 2004 F.O.C.U.S. Resource, Inc.