By Frank J. Mendelson
Editor’s Note: Mohita Awasthee, CPP, is Executive Director of Global Payments at Fortrea, where she leads end-to-end global payroll operations, procure to pay (P2), and travel and expense processes across 53 countries. Based in Warsaw, Poland, AwastheeAwasthee is responsible for driving strategic governance, operational excellence, and global compliance across the organization’s payment ecosystem. A recipient of PayrollOrg’s Global Payroll Titan Award in 2022,, she is recognized for her ability to transform payroll operations, build scalable global operating models, strengthen controls, and elevate employee experience.
What are the biggest challenges for global payroll teams, and how do you address them?
Global payroll teams face several ongoing challenges, and one of the biggest is keeping up with constantly changing compliance and statutory requirements across different countries. To manage this effectively, I focus on building strong country expertise, partnering with reliable local payroll providers, staying connected with local payroll chapters, and investing in the right compliance support tools or partners.
It’s also essential to stay aware of updates on statutory portals and follow standard regulatory timelines. Technology and process fragmentation are aremajor challenges in global payroll, with many companies using separate HR, payroll, and finance systems that don’t integrate data. This creates manual input, data transfers, inconsistent formats, and makes it hard to scale.
Over the years, I have standardized standardized global processes in different ways wherever regulations allow. Replacing manual file consolidation and uploads with real-time application programming interface (API) integrations helps data flow automatically between systems. For non-recurring inconsistent data, creating systematic workflow can help streamline inputs, approvals, and extraction—reducing emails and manual forms and ensuring accurate information enters the payroll system.
What do you see as the most exciting technological disruption on the horizon for global payroll, and how might it change day-to-day operations?
Artificial intelligence (AI) is one of the most exciting shifts happening across the world. In payroll, there are several opportunities to implement AI-driven automation to improve payroll cycle time, employee experience, and real time data integration across HR, payroll, and finance systems.
Recently, I was amazed to see AI-enabled variance analysis reporting tools with abilities to flag inconsistencies directly and further drill down on commands. Such quick access to meaningful data will improve problem solving, decision-making, and resolution time.
AI can assist with keeping up with changing compliance requirements, interpreting statutory changes, and suggesting recommended actions across global payroll. AI can enhance employee experience through self-service platforms, chatbots, interactive payslips, and query management tools.
Beyond simplifying day-to-day tasks, AI is transforming payroll teams into strategic partners by enabling predictive analytics critical for financial planning, monitoring trends, and proactively managing risks.
Also, organizations are shifting towards integrated systems. Real-time integrations through APIs are eliminating the need for recurring file uploads. HR, time, and financial data can now flow seamlessly and securely into payroll systems with fewer touchpoints and minimal delays.
Overall, these innovations are moving payroll operations away from manual processing and reactive problem solving toward more strategic decision making, ultimately increasing accuracy, speed, and scalability across global payroll.
What should an organization consider when determiningwhen determining if a prospective vendor is a good fit?
Before starting the vendor selection process, payroll organizations must review the long-term strategic goals for key stakeholders and connected processes around it. Payroll doesn’t operate in a vacuum, so vendor decisions shouldn’t be made in isolation.
It helps to look ahead at any planned changes to key systems like human capital management (HCM), benefits, or finance, because these shifts will shape integration needs and the overall flow of data. Organizations should also be clear about what they’re trying to achieve, whether the priority is modernizing technology, improving efficiency for payroll teams, strengthening compliance, or enhancing employee experience.
For global companies, it’s especially important to understand regional compliance requirements and scalability expectations to ensure the vendor can support diverse regulations and future growth. As you prepare for the evaluation, it’s helpful to create a detailed checklist of requirements across all key categories: systems, processes, compliance, integrations, reporting, service models, and future scalability.
Share this with potential vendors and ask them to respond point by point. Their responses will give you a much clearer picture with which to engage.
In short, choosing the right vendor requires looking at the full enterprise landscape, understanding upcoming system changes, and aligning the solution with both operational needs and long-term strategy.
What advice would you give organizations considering a shift between centralized and decentralized payroll models?
I often hear about this concern from payroll peers and colleagues; although many organizations want to move toward a centralized payroll model, they are unsure where to begin. The hesitation is valid—decentralized models offer strong in-country support, deep statutory expertise, and reduced compliance risk.
At the same time, centralized models deliver benefits such as standardized processes, stronger governance and controls, greater efficiency and scalability, enhanced global visibility, and cost optimization through streamlined operations. The challenge organizations face is how they achieve the consistency and efficiency of centralization without compromising local compliance.
Transitioning between centralized and decentralized payroll models is a major strategic decision, and the right approach depends on factors such as organizational size, maturity, risk tolerance, and global footprint. From experience, the followingthe following considerations are essential::
- Clearly define your business objectives—whether the focus is standardization, efficiency, improved control, or better visibility. Without clarity on the “why,” designing the “how” becomes difficult.
- Recognize that countries with high statutory complexity or language dependent processes may still require an in-country presence. Finding the right balance requires assessing dependencies, compliance risks, existing talent capabilities, and any exception processing that must remain local.
- Ensure all processes and exceptions are well documented as they could be valuable through this management change.
- Talent is also a cornerstone of successful centralization. Building a strong global team with broad international expertise, analytical capability, and the right language and regional coverage is critical to supporting diverse needs while maintaining consistency and operational excellence.
- Establishing a detailed transition plan is a vital step to ensure smooth, compliant, and sustainable implementation.
What are some pieces of wisdom gained through your on-the-job experience you can share with your colleagues?
I have always embraced new roles, stretch assignments, and unfamiliar responsibilities. Each opportunity has broadened my perspective and strengthened my capabilities as a professional.
While it may sound traditionaltraditional, there is truly no substitute for deep, hands-on expertise. In a rapidly evolving landscape where critical decisions carry significant impact, understanding the underlying processes is essential.
This is why continuous investment in yourself through certifications, learning, new assignments, and external programs is so critical. Expanding your knowledge not only builds credibility but also sharpens your problem-solving skills.
I also focus on the value my teams can continue bringing to the organization; embracing transformation and innovation is key to that mission. Payroll is changing quickly, and adaptability has become a core competency. I view technology as an enabler for our success.
Automation and AI allow us to enhance both the employee and organizational experience. Continuous transformation is a mindset.
How has your approach to change management helped to make a successful organization?
Change management is essential because it enables organizations to navigate change in a structured, stable, and successful way. I focus on clear, consistent communication, so teams understand the purpose and expected outcomes of each initiative.
Partnering with stakeholders early is key, using their insights and advocacy to build strong alignment. Foster a culture of readiness by encouraging continuous learning, maintaining open feedback loops, and recognizing and supporting teams throughout transitions.
Treat change not just as a process to manage, but as an opportunity to strengthen collaboration, elevate team confidence, and spark innovation. When people see change as something they shape, not something that happens to them, they engage differently.
When the change is tied directly to shared values and the organization’s mission and vision, gaining alignment becomes faster and more natural.