Since its humble origins as a simple store selling premium fishing tackle, Bass Pro Shops has quickly grown into an outdoor retail leader in hunting, camping, nature gifts, outdoor cooking and much more. The company was one of the first to offer a professionally rigged boat, motor and trailer in one complete package.  

Bass Pro Shops reduce payroll processing time by 80 percent, save time and money

Company: Bass Pro Group 
Headquarters: Springfield, Missouri 
Employees: 20,000 
Industry: Outdoor retail and recreation 
Market: United States, Canada 
Company background: Since its humble origins as a simple store selling premium fishing tackle, Bass Pro Shops has quickly grown into an outdoor retail leader in hunting, camping, nature gifts, outdoor cooking and much more. The company was one of the first to offer a professionally rigged boat, motor and trailer in one complete package. Today, Bass Pro's 20,000 employees operate more than 54 retail stores, boat manufacturing outlets, several restaurants, a recreational lodge and more. Bass Pro's several businesses now serve more than 75 million people across America and Canada every year.

 

The bottom line 

  • Prior to making several key improvements, processing the company's payroll required at least ten hours per pay period.
  • After improvements were implemented, payroll was processed in two hours or less.
  • The company avoided hiring additional staff to cope with increased demand.

The Challenge 
In 1999, Ceridian began working with the Bass Pro Group, a company that consisted of less than 6,000 employees in seven stores across 11 states. Because of Ceridian processes and security issues, the initial approach to setting up payroll involved establishing separate payroll service identification (PSID) numbers for each store. Because some employees were hourly and others were salaried, separate PSID numbers were created for the two separate employee groups. "At the time, processing payroll was manageable," explained Jo Eagan, Bass Pro's payroll manager. "Our hourly employees are paid weekly and our salaried employees biweekly; so every pay period, we processed payroll for either seven or 14 PSIDs."

But the Bass Pro Group was a company on the move. "Over the years, we have experienced significant growth," explained Julie Boos, director of Bass Pro's Compensation, Benefits and HRIS. "And it hasn't been limited to local retail growth. We have expanded into additional states as well as Canada. We also expanded our footprint in the restaurant industry, which added another level of complexity to the weekly payroll process." 

The original process for integrating new businesses and their employees into the Bass Pro Group was to assign them a new PSID. Bass Pro Group's business growth was so dramatic that at one point the company's payroll group processed payroll for 175 PSIDs. Jo Eagan and Gerilyn York, Bass Pro's HRIS manager, and others were managing an effort that took more than ten hours to process. "We just could not continue operating like that," explained Boos. "To process our payroll, our existing staff worked from early in the morning to late at night over a two-day period. At the very least, we would have to hire additional staff, which we were hoping to avoid." 

The Solution 
Over the years, Kevin Maring, Ceridian's HR/PR enterprise account executive for Bass Pro Group, watched Bass Pro's rapid growth and its increasingly complex payroll processing. In 2007, Boos confirmed what Maring already knew -- with more stores coming online, Bass Pro had to contemplate a change in the way it managed payroll. Maring and Boos decided it was time for a Customer Process Improvement Team (CPIT) meeting. 

The CPIT process entailed a detailed, in-depth group meeting involving Ceridian business analysts and Bass Pro HR and payroll professionals. During a week-long meeting in 2008, Bass Pro and Ceridian outlined and analyzed current processes and began to strategize different measures that would improve Bass Pro's overall HR processes, particularly with regard to payroll processing. The result of the CPIT process was an itemization of more than 40 specific action items that Bass Pro could use to improve its overall HR/payroll processing. 

One of the most important action items to come out of the CPIT meeting was to reduce the number of Bass Pro Group's PSIDs from 175 to a more manageable number. While PSID consolidation was a logical solution to reduce the amount of time required to process payroll, the consolidation process was significant, complex, labor intensive and time consuming. Joyce Kotzen, a Ceridian project consultant, began to work with Eagan and Gerilyn York to establish a clear project plan to guide the consolidations. Through planning and analysis, the two existing PSIDs for each store were consolidated into seven discrete regions. "For some regions, that may have involved consolidating the employee data for five stores, while for others it may have involved 11," explains York. However, York was also quick to illustrate the plan's benefits. "The consolidation of 53 existing Bass Pro Shop locations into seven regions -- seven new biweekly PSID's and seven new weekly PSID's -- resulted in an 87 percent reduction in total PSIDs!" 

Bass Pro Shops consolidated PSIDs region by region in a way that ensured the uninterrupted issuance of paychecks. Just as importantly, Bass Pro's HR professionals migrated the entire year's information into the new regional PSIDs to avoid issuing two separate W-2 forms, which would have been complicated and costly. 

Once the consolidation was final, the time and process of paying employees was reduced by approximately 80 percent. Additionally, the more efficiently managed HR and payroll processes enabled Bass Pro to keep the department at its current staffing levels.