Constructing a payroll system

A three-year plan, the vanilla approach and Canadian software are helping to restructure the HR and payroll practices of a world leader in building supplies.
By Ryan Langlois
|CHRR, Guide to Payroll|Last Updated: 08/29/2001

When construction materials supplier Lafarge Corporation started managing its payroll with software in the mid-1980s, the company had approximately 5,000 employees. Since that time, Lafarge has grown through acquisitions with the number of employees skyrocketing to more than 15,000. With expansion plans still in the works, that number is expected to move up to 18,000 employees across North America.

As a new location was acquired, the established processes and corporate culture of that location were kept the same. The way payroll was done locally did not need to change, provided the new locations used Cyborg software. Processing payroll locally made sense because Lafarge had a number of cement plants, each with different collective agreements.

It made sense, that is, until the company grew to the size it has.