David's Bridal Finds A Match - Ceridian

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David’s Bridal finds a matchEmployees10,000 IndustryRetailLocationU.S., Canada,& U.K.SolutionDayforceBy bringing three countries’ payrolls onto a single system, thewedding apparel retailer streamlines operations.The David’s Bridal offices sit on the banks of the beautiful SchuylkillRiver, which flows through Philadelphia on its way to the DelawareRiver and the Atlantic Ocean. In the summer, kayakers and boaters ofall stripes take advantage of the urban waterway. One year, the riverwas also the site of a true test of David’s Bridal team spirit.The test came after the finance department lost the company softballtournament, remembers Debbie Heitz, the company’s Director ofDisbursements. The players were disappointed, nobody more so thanthe department’s two co-managers. That’s because they’d said that if theylost, they’d take a nice long dunk in the river. Though the water was cold,the two managers didn’t shy away from the challenge. And they did it instyle. He searched and found a wedding dress that could accommodatehis tall frame. And she put on a snazzy tux. And in they went. It was ashow-stopping moment the team still talks about to this day.

Memorable moments are exactly what many brides strive to achieve ontheir wedding day. And finding the perfect dress is the first step.Enter David’s Bridal. The Philadelphia-based company is on a missionto make finding the perfect dress a breeze. Their unrelenting focus onmeeting the needs of the modern bride has kept them at the top of thebooming bridal-wear business.“The excitement that’s present when a bride comes into the storefor an appointment is just amazing.”Debbie Heitz, Director of DisbursementsOne of the ways David’s Bridal sets itself apart is selection. Stores carrydresses for every wedding type, style, and budget, from 150 sheathdresses to 1,700 beaded designer gowns. When a bride finds thatperfect dress, there’s no wait: she can take it home right away. Thecompany goes the distance for the bridal party, too, making it a cinchto outfit bridesmaids with different tastes, body types, and zip codes.With an easy-to-use website and 325 stores in cities big and small, abride and her bridesmaids can check out options together online, thengo to their local store to try on dresses – no fuss, no muss.“The excitement that’s present when a bride comes into the store for anappointment is just amazing,” says Heitz. “We started [a new tradition] acouple of years ago where when a bride finds her dress and says, ‘This isthe one,’ staff ring the bell so everybody in the store can cheer and clap.”www.ceridian.com

The highs and lows of international expansionHeitz joined the accounts payable department at David’s Bridal in2000. The company was founded in 1950, and had grown from beinga small Florida-based company to having 100 stores across the country.Heitz immediately took to the dynamic, fast-paced work culture.“What I like about this company is that it’s constantly changing. It’san environment for people who love knowing that they can make adifference in the company that they’re working for.”Growth has continued to be the name of the game at David’s Bridalsince Heitz joined. Their store count has more than tripled, from 100in 2000 to 325 today. So has the number of countries they operate in:brides in Canada, the U.K. and, most recently, Mexico, are now ableto enjoy the David’s Bridal experience. The company’s workforce nownumbers more than 10,000 employees.Payroll has always been centralized at the company’s head office inPhiladelphia. When Heitz took over managing payroll a few years ago,stores in all three countries were using the same time and attendancesystem, but each country was on a different payroll system. To makematters even more complicated, the distribution center was on a differentsystem, and head office staff were still using paper timesheets and forms.www.ceridian.com

To prepare payroll, Heitz and her team had to pull all those differentfiles and import them into the corresponding country’s payroll system.Managing all the different processes and systems was hugely timeconsuming, and made responding to HR changes or mistakes tough.“I’d tell someone on my team, ‘You know the system, so that’s whatyou’re going to do for the rest of your life, and please don’t ever be sickor go on vacation for more than a week at a time,’” jokes Heitz.“What we started looking for was a single system that would allow us tohave all three countries on the same platform,” says Heitz. “We wantedHR all in the same system. We wanted time and attendance on thesystem. And Dayforce was the only place that we could do that. Welooked at the software and said, ‘Wow, this is really cool. We can doeverything we need to do here.’”The stars – and systems – alignedHeitz and the DB project team implemented Dayforce using a phasedprocess, starting in the U.K. and then moving Canada. Within sixmonths those stores were up and running on HR, time and attendance,scheduling, and payroll.The second phase of their implementation involved bringing U.S. storesonto Workforce Management, Scheduling, and HR. Again, they took awww.ceridian.com

phased approach, starting with a pilot group of 10 stores, and movingforward from there. After that they tackled the distribution centers, andcorporate office.It takes 25% less time to commit each payroll than it used to.“Having all the info in one place has been fantastic for us,” says Heitz.Overnight processing times have been kicked to the curb. And with justone system to master and work in, staff roles can be more fluid. Heitz’steam is now able to reflect HR adjustments much more quickly andeasily. Overall, Heitz says it takes 25% less time to commit each payrollthan it used to.Dayforce has created efficiencies at the store level, too. Employees nolonger have to come into the store to check a printed schedule. Nowthey can see schedules and pay, and request time off, using the mobileapp. The new system also makes it easier for managers to keep trackof staff schedules and attendance, and gives them an audit trail theycan use to address time and attendance issues. The project team isnow looking at implementing the Onboarding module and shift tradecapabilities for retail staff.Putting the relationship to the testAnother vivid display of team spirit Heitz’s team still talks about is thefirst real challenge they faced following their Dayforce implementation.“We process payroll on Mondays and Tuesdays. One Monday, we camein and started processing payroll, and then we started hearing thatthe forecast for Monday night was for a significant amount of snow,”remembers Heitz.www.ceridian.com

“It worked perfectly! We were done committing payroll probably theearliest we’ve ever been done. That for me was the biggest plus.What I see is that things continue to get better, and we continue tohave efficiencies we never had before.”Debbie Heitz, Director of DisbursementsShe knew some of her staff wouldn’t be able to make it into the officethe next day, so she asked her team to bring their laptops home andget online first thing the next morning. She wasn’t sure they could do it,but they were going to try to finish payroll remotely.“It worked perfectly! We were done committing payroll probably theearliest we’ve ever been done. That for me was the biggest plus. WhatI see is that things continue to get better, and we continue to haveefficiencies we never had before.”www.ceridian.com

One of the ways David's Bridal sets itself apart is selection. Stores carry dresses for every wedding type, style, and budget, from 150 sheath dresses to 1,700 beaded designer gowns. When a bride finds that perfect dress, there's no wait: she can take it home right away. The company goes the distance for the bridal party, too, making it a .

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