DataServ, the leading on-demand service provider of document management, workflow and outsourcing solutions, announces that Charles Settle has accepted a position of Document Solutions Developer. Settle will be responsible for development and support of custom web and back-end software built to support tailored DataServ client solutions and reliable internal operations. His strong technical background and expertise in .NET programming and SharePoint portal work makes him a valuable addition to DataServ's Software Infrastructure team. Settle holds a B.S. in Computer Science from Norfolk State University in Norfolk, VA.

Prior to joining DataServ, Settle has worked in various consulting positions with Levi and Ray & Shoup. Charles holds 3 Microsoft certifications: Microsoft Certified Application Developer (MCAD) in .NET, Microsoft Certified Solution Developer (MCSD) in .NET and Microsoft Certified Professional (MCP).

From: IOMA

Savvy AP managers know that feedback is key in performance management, whether verbal or written. Not only is it part of developing your AP department's employees, it is also a critical component to today's all-important retention and talent management initiatives.

But many AP managers are so over overwhelmed with various tasks that it's difficult to make time to give feedback. Some feel that as long as they fill out the annual review forms, they have done their part in communicating. Consequently, many AP managers aren't very good at giving feedback.

Business coach Peter McLaughlin has devised seven tips to hone your skills at delivering feedback:

1. Ask permission to give feedback. "One of the simplest and best ways to start is to ask permission, especially if you have to deliver not so great feedback," McLaughlin says. "You'd be surprised, but once a person says yes, they take everything in a better way."

2. Set a tone of optimism. Get the discussion of the past over with and move quickly to the future, where you can use optimism to motivate.

3. Focus on specifics. Give the person examples of how they can improve, and show that you support their making changes for the better.

4. Confront nonperformance. Don't wait for a performance review--tackle this as soon as possible.

5. Remember it's a dialogue, not a monologue. Ask questions and listen attentively to answers.

6. Show appreciation, and say thank you. Everyone needs praise, especially if they've contributed to a winning team.

7. Encourage and energize. "You need to get your team fired up," McLaughlin said.
Reward preferences: Days off; flexible scheduling; dinners out with their families.

McLaughlin believes supervisors and managers need to think of themselves as coaches. Good coaches spend 25% of their time on the past and 75% on the future. "Good coaching is question-based," says McLaughlin. So have four or five issues written out ahead of time, which will help create dialogue.

From: IOMA

Paper invoicing continues to persist in the 80% range, while payments via paper checks averages around 65%, according to E-Payables: Advancing A/P Automation, a new report from the Aberdeen Group. The report also states that over 60% of companies lack visibility into AP spend and invoice data. What's more, less than one-third fully automate key sub-processes within AP.

"Best in Class" companies studied have had notable success using automation to improve AP performance. They report: 91% lower invoice-processing costs; 46% shorter process cycle time; 12% fewer late payments; and 30% less time responding to inquiries.

To achieve Best in Class status, the report states that the steps to take include the following:

• move toward a fully automated environment that integrates AP with existing procurement and financial systems;
• establish a linkage between your AP goals and objectives and the broader goals of the finance and procurement groups and then build a business case for automation that incorporates a complete view of the source-to-settle process and heavy involvement from your finance leadership;
• develop disbursement strategies in concert with your treasury and finance teams that seek to optimize working capital; regularly audit your payment performance based upon the key goals and objectives of the treasury group;
• leverage data visibility to drive performance improvement across the enterprise. The invoice data should be used to improve leverage in contract negotiations with suppliers, to ensure proper receipt of volume discounts and rebates, to reduce payment errors and overcharges, and to provide the basis for making working capital decisions; and
• increase collaboration with IT to assist in the development of a portfolio strategy to best manage an array of electronic receipt and payment methods.

From: Global Services
By: Michael F. Corbett

The value traps show the critical difference between the way the customer and the service provider evaluate and measure the value they create.

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From: IOMA

The vast majority (80%) of Accounts Payable (AP) departments are organized as a centralized function, not part of a formal shared services center, according to IOMA's AP Compensation Report 2007. On an overall basis, only 9% of companies consider their AP departments as part of a bona fide shared services center.

There are still some holdovers from the old days of decentralization of corporate support services, as 8.4% report AP setups at the divisional level. Of course, there can be a valid need for this type of arrangement. For instance, the highly specialized operations of a particular area may need its own AP function to sort out complex issues that arise in invoice reconciliation and payment.

The overall trends the data suggest are:

• the smaller the company, the more likely it is to have a centralized function;
• the larger the company, the more likely it is to have AP handled in a shared services environment (21.1% of companies with over $1 billion in revenue rely on shared services); and
• from a divisional level standpoint, midsize companies (those with from 500-999 employees) are more likely to have AP handled by individual divisions, business units, or departments.

These overall trends hold true across all industry sectors. However, two sectors--manufacturing and the utilities/transportation sectors--are less likely to use a centralized AP operation than other sectors.