Netchex Corporate words
I was out of school, went to work for a national payroll company, after some time in that company I decided to do something else, at that time I was living here in Louisiana and Stuart was in Austin, and I reached out to Stewart for an opportunity to start a new company, which has 45 employees, 1,500 clients and 7 office locations.
There was an opportunity in this market to fill a void which I think the national service provided by national payroll providers applies more to dressing, specifically service. It was just a marginal service model where a lot of people were offering the technology, we didn’t see the technology progressing over time. Stuart and I put all the sales in the car and went into companies with some people who were already with us from our prior lives when we were in the national firm, like Farah and Franco.
And I believed in us more than they believed in the product or the service that we were pitching a lot of people with. A lot of National providers didn’t have any kind of real presence, so that was why I think a clean good web application, which was easy. The reason why we used this service is that it had very good value pricing points, but that was eight years ago.
There are some webs of fashion and other things which we have to lean on, so we continue working with our service model everyday, typically, this service is a reactive situation. But in our situation, this model is a real proactive one in our industry where we try to categorize things based on educational level. So we have broken out things, we have adapted the levels for trainees and new hires, we’ve ramped them up based on a routine or regimen to make them comfortable with our system.
First, because we want to teach them in the net chicks way: how we process payroll, how we answer phone calls, how we talk to clients. Once they’ve been on board for a few months, they understand how things are operated.
Then they put in the service role and they answer the questions in the same way, we’re big proponents of education and training. We have a daily schedule, every day our staff are getting a little bit better, and they’re building layers of history.
And then the final item is that our products scope is broader than payroll benefits administration. HR is a time and labor management, self-service, we get into some accounting integration, the service association needs to understand a business scope beyond the question. So having that individual relationship and then allowing that service rep to see the business beyond question creates a phenomenal in experience.
I would say there are two big things, which are process and technology, we developed processes that can be repeated, no matter who the client is or what size he is, they get a very consistent standardize response. No matter what the issue they bring to us is, it allows us to train people response quicker and see expected results so that we can hold them accountable to a standard performance.
The second thing is technology, we use a lot of our technology in order to scale, especially in the back office, where we do our taxes, banking, reconciliations and our support. It’s not real or clear. It’s not share. So one of the things I think we do very well as an organization is sharing in the vision.
We have a big plaque out in the lobby, where every employee walks by every day, which clearly states what we’re trying to accomplish. It also outlines the values that we live by and look at, the values of teamwork of creativity about the balance of fun and work. I think the vision which has been instilled in our organization is simple, and it will become an reality. We want to be the leader in our market space for payroll out sourcing solutions and we’ll try to accomplish that.