How we help you
Wipfli delivers scalable, compliant HR outsourcing and outsourced payroll services that reduce risk, improve flexibility and align your people strategy with your business goals.
Mitigate risks with experienced staff for payroll, benefits and other HR functions.
Scale HR to match your growth without the overhead.
Solve workforce challenges with a stronger people strategy.
Streamline onboarding and performance management.
Automate payroll, benefits and compliance workflows.
Empowering your workforce and growth
While payroll is often the starting point, Wipfli supports organizations with broader HR needs — from day-to-day compliance and onboarding to retirement plan administration and even fractional CHRO guidance. That means clients don’t just outsource payroll; they gain a team who can streamline workforce operations, strengthen benefits programs and align people strategy with business goals.
Explore our outsourced payroll and HR services
Take the complexity out of payroll with Wipfli’s outsourced payroll services, powered by iSolved:
- Payroll processing and tax filings
- Benefits enrollment and administration
- Time, labor and scheduling management
- Compensation, learning and performance systems
- Expense management
- Wage garnishment
Employee benefit plan services
- 401(k), 403(b), 457, defined benefit and cash balance plans
- Plan design, compliance testing and Form 5500 filing
- Eligibility monitoring, contributions and recordkeeping
- Participant support and distribution assistance
Day-to-day HR support that fills your gaps to keep your business compliant and efficient:
- HR operations and compliance
- Onboarding/offboarding and learning and development
- Employee relations and communications
- Performance management, job descriptions and compensation
- Employee handbook and policy updates
- HRIS/process optimization
- Recruiting
- Employee surveys
- Peer recognition
Fractional CHRO guidance when you need added leadership to align people priorities with business goals:
- Talent strategy and workforce planning
- Compensation and benefits philosophy
- Organizational design and succession planning
- Leadership and manager development
Insights and Resources
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Navigating changing Head Start compensation requirements
In 2024, the Supporting the Head Start Workforce and Consistent Quality Programming established new compensation requirements for Head Start programs. Two years later (2026), with a new administration in place, many of those rules appear on the verge of being overturned in a new notice of proposed rulemaking (NPRM), Restoring Flexibility to Support Head Start Program Access , which rescinds many of those requirements and returns greater flexibility to local agencies. Despite the proposed rollback, the underlying workforce challenges that drove the original rule remain a major focus across the sector. Continue reading to learn what current rules could be going away and how your Head Start program should approach employee pay and benefits, regardless of the federal rules. Employee Compensation The 2024 Supporting the Head Start Workforce and Consistent Quality Programming rule introduced several significant workforce support provisions focused on employee compensation. Among other requirements, the rule directed larger programs to: Establish or update salary structures Work toward greater wage comparability with public school educators Ensure compensation was sufficient to support basic living costs within a program’s geographic area These changes reflected a broader federal recognition that workforce shortages, turnover and recruitment difficulties were affecting Head Start’s ability to deliver high-quality services. The proposed 2026 rule would remove many of these requirements, citing concerns that the rules are overly prescriptive, costly and beyond the scope of statutory requirements. If finalized, agencies would have greater flexibility to determine local compensation practices and priorities. While the future of these requirements remains uncertain, the workforce challenges that prompted the original rule have not disappeared. Across the sector, agencies continue to experience recruitment pressures, turnover concerns and ongoing competition for qualified talent. The conversation around compensation is likely to remain central to Head Start workforce planning regardless of whether the 2024 provisions ultimately remain in place, are modified or are rescinded. Employee Benefits In addition to compensation-related provisions, the 2024 rule introduced several requirements related to employee benefits. Programs were expected to provide or facilitate access to healthcare coverage, paid leave and behavioral health resources for eligible employees. Additional provisions encouraged agencies to connect staff with resources such as loan forgiveness programs, childcare assistance and other support services. The proposed 2026 NPRM would remove many of those specific benefits-related mandates. As with compensation, the stated goal is to restore local flexibility and reduce administrative and financial burdens on programs. Even as regulatory expectations evolve, the broader workforce conversation continues. Employee expectations regarding health benefits, paid time off, retirement programs and overall well-being support have changed significantly in recent years. The workforce concerns that influenced the 2024 rule remain active topics throughout the Head Start and Early Head Start community, particularly as agencies continue to navigate hiring challenges and competition for talent. Why Head Start compensation rules could already be changing The proposed rollback reflects a broader shift in federal policy priorities. The Administration for Children and Families has stated that the compensation and benefits provisions established in 2024 are costly, overly prescriptive and not fully aligned with the statutory language of the Head Start Act. The NPRM estimates that removing these requirements could save Head Start programs billions of dollars in future costs while providing agencies with greater flexibility to address local workforce needs. Whether the proposed changes are finalized remains to be seen. What is clear, however, is that workforce challenges continue to persist throughout the Head Start and Early Head Start community. And recent workforce data shared across the sector continues to highlight concerns related to vacancies, turnover, employee burnout and competition for talent. Whether future standards become more prescriptive or more flexible, agencies still need a stable workforce to deliver high-quality services to children and families. For this reason, agencies should consider building workforce strategies that can withstand changing regulatory environments. How should Head Start agencies proceed with a plan? Rather than viewing compensation and benefits solely through the lens of compliance, Head Start agencies should focus on how their workforce practices support the attraction, retention and engagement of qualified employees. Regardless of what happens to the 2024 provisions, agencies will continue to face competition for talent and the need to build a stable workforce capable of delivering high-quality services to children and families. Several workforce practices continue to represent sound strategies regardless of the regulatory environment: 1. Build a strong compensation foundation A well-designed salary structure provides the foundation for consistent, transparent and equitable compensation decisions. It establishes pay relationships across positions, creates clear salary ranges and helps agencies make compensation decisions that align with their compensation philosophy, budget realities and workforce needs. Just as importantly, salary structures should not be viewed as a one-time exercise. Labor markets continue to evolve, wage rates continue to increase and employee expectations continue to change. Agencies should regularly review and update their structures to help ensure they remain aligned with market conditions and organizational objectives. Agencies may also benefit from evaluating how their wages compare with both the labor market and the cost of living in their communities. While regulatory requirements may evolve, employees ultimately make employment decisions based on whether compensation is competitive and supports their economic needs. Understanding local wage pressures, labor market expectations and broader economic conditions can help agencies make more informed workforce decisions and strengthen their ability to attract and retain talent. Salary transparency is also becoming increasingly common and, in some jurisdictions, legally required. Clearly communicating pay ranges and compensation practices can help strengthen employee trust and support recruitment efforts. 2. Monitor the labor market broadly Public school districts remain an important comparison point, particularly for educational positions. However, many Head Start agencies compete for talent well beyond the education sector. Family support staff, transportation personnel, administrative professionals, fiscal staff, health services employees and agency leaders are often recruited by employers across nonprofit, government, healthcare, retail, hospitality and other industries. Understanding local labor market trends requires a broader perspective than school district comparisons alone. School district salary schedules can still provide valuable insights, but agencies should ensure they are making apples-to-apples comparisons. For example, when evaluating teacher compensation, it is important to understand not only annual salaries but also the number of contracted workdays and hours behind those salaries. Two districts with similar annual salaries may have significantly different hourly pay rates once work schedules are considered. In addition to school district data, agencies should consider reputable compensation surveys, nonprofit benchmarking resources and local labor market information. Looking across industries can provide a more complete picture of the competitive landscape and the talent market from which agencies are recruiting. 3. Prioritize pay equity and living wages Pay equity should remain a priority regardless of regulatory requirements. Consistent and transparent pay practices support employee trust, engagement and retention while helping agencies identify compensation issues before they become workforce challenges. Regular pay equity reviews can help organizations identify wage compression, unintended disparities and inconsistencies in compensation practices. These reviews can also provide valuable information when planning future compensation investments and salary structure updates. Agencies should also continue monitoring compensation relationships both internally and externally. Internal reviews help ensure compensation practices are applied consistently, while external benchmarking helps determine whether wages remain competitive within the broader labor market. The workforce challenges that helped drive the 2024 rule, including recruitment difficulties and employee turnover, continue to reinforce the importance of equitable and competitive compensation practices. 4. Evaluate total rewards, not just wages Compensation is only one component of an employee’s decision to join or remain with an organization. Benefits, paid leave, retirement offerings, professional development opportunities, well-being resources and workplace culture all contribute to an agency’s overall employment value proposition. As workforce expectations continue to evolve, agencies should periodically assess whether their benefits programs remain competitive and aligned with employee needs. Reviewing benefit offerings against local employers, neighboring school districts and comparable nonprofit organizations can provide valuable insights into potential opportunities for enhancement. Programs should consider the full employee experience when evaluating workforce strategies. In some situations, improvements to benefits, leave programs, professional development opportunities or wellness resources may have a meaningful impact on attraction and retention without requiring the same long-term financial commitment as significant wage increases. A strong total rewards strategy helps employees understand and appreciate the full value of working for the organization, not just the paycheck they receive. 5. Make workforce decisions using reliable data Compensation and benefits decisions are often among the most significant investments an agency makes. Reliable market data can help organizations make informed decisions, prioritize limited resources and identify workforce risks before they affect service delivery. Agencies that regularly benchmark compensation and benefits, monitor turnover trends, evaluate employee feedback and assess market competitiveness are often better positioned to make proactive workforce decisions. Data-driven planning can also help leadership teams and boards navigate shifting regulatory expectations while maintaining focus on long-term workforce sustainability. Ultimately, regulations may change, but the need to attract and retain qualified employees remains constant. Agencies that proactively evaluate compensation, benefits, market competitiveness and pay equity will be better positioned to support their workforce and continue delivering high-quality services to children and families. Use market data responsibly As agencies evaluate the competitiveness of compensation and benefits, it is important to use appropriate market data sources and benchmarking methods. While comparing compensation and benefits information with neighboring agencies, school districts, preschools and other employers can provide valuable workforce insights, organizations should avoid coordinating compensation decisions or sharing future pay plans with competitors. Discussions that move beyond publicly available information and into current or future compensation strategies may create antitrust concerns. Instead, agencies should rely on publicly available salary schedules, published compensation surveys, third-party benchmarking studies and independent market analyses when evaluating compensation competitiveness. Using objective market data helps agencies make informed workforce decisions while maintaining appropriate independence in compensation planning. Learn more Leveraging technology to enhance data value for Head Start programs Webinar: Head Start compensation and benefits Webinar: Find out how one Head Start leader turned smarter analytics into organizational wins
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Does your business need a fractional chief AI officer?
Within mid-market firms, there’s been much talk about AI as a potential pathway to increased productivity and more effective use of resources. But while many businesses have begun exploring AI tools, one study found that 95% of companies that implemented generative AI pilots said those pilots failed to generate growth . What’s causing this disconnect? Too often, businesses don’t have a real AI strategy to guide where and how they implement AI, which means that AI is often introduced haphazardly and without the focus needed to drive results . What is a fractional chief AI officer? A fractional chief AI officer (CAIO) is an executive-level AI leader who works with an organization on a part-time, interim or flexible basis to help develop and execute its AI strategy. Unlike a full-time chief AI officer, a fractional CAIO provides strategic leadership and hands-on guidance without the cost and long-term commitment of a permanent executive hire. A fractional CAIO helps organizations move beyond AI experimentation by aligning AI initiatives with business goals, identifying high-value use cases, establishing governance frameworks and guiding implementation. The role is especially valuable for organizations that need experienced AI leadership but lack the budget, internal expertise or immediate need for a full-time executive. Roles and responsibilities of a fractional chief AI officer A fractional chief AI officer serves as both a strategic advisor and an execution partner, helping organizations adopt AI responsibly and effectively. Key responsibilities typically include: Developing an AI strategy and roadmap aligned with business objectives, operational priorities and growth goals. Identifying and prioritizing AI use cases that offer the greatest potential for efficiency, innovation and return on investment. Assessing AI readiness across people, processes, data and technology to identify gaps and opportunities. Establishing AI governance and policies to support responsible, secure and compliant AI adoption. Guiding AI implementation and adoption , including technology selection, pilot programs and scaling successful initiatives. Building AI literacy and organizational capability through leadership coaching, employee education and change management. Measuring performance and business impact to ensure AI investments deliver meaningful outcomes and ongoing value. By combining strategic oversight with practical execution support, a fractional chief AI officer helps organizations accelerate AI adoption, reduce risk and create a clear path from AI experimentation to measurable business results. Who needs a fractional chief AI officer A fractional chief AI officer (CAIO) is ideal for organizations that want to capitalize on AI opportunities but do not yet need, or cannot justify, a full-time executive dedicated to AI strategy and governance. This model gives businesses access to experienced AI leadership at a fraction of the cost of a permanent C-suite hire while providing the strategic guidance needed to move from experimentation to measurable business outcomes. Fractional CAIO services are particularly valuable for mid-market organizations, growing companies and mission-driven organizations that need executive-level expertise to develop an AI roadmap, establish governance, prioritize investments and oversee adoption efforts. They can also benefit organizations facing limited internal AI expertise, unclear ownership of AI initiatives or pressure to implement AI without a clear strategy. Several industries can realize significant value from fractional AI leadership: Construction firms can use this to better allow the back office to organize field data and field employees to understand back office financial data. Manufacturing organizations can leverage AI for production optimization, predictive maintenance, supply chain visibility and operational efficiency improvements. Healthcare providers and healthcare-related organizations can benefit from AI-enabled insights, workflow automation, data management and operational modernization initiatives. Higher education institutions can apply AI to student engagement, administrative efficiency, academic support and institutional decision-making. Nonprofit organizations can use AI to strengthen fundraising, donor engagement, reporting, program delivery and resource allocation while maintaining responsible governance practices. Financial services and other data-intensive organizations can benefit from improved analytics, automation, governance and AI-driven decision support. Organizations typically gain the most value from a fractional CAIO when they are ready to move beyond isolated AI experiments and need strategic leadership to align AI investments with business goals, establish responsible governance and create a scalable foundation for long-term success. Comparison of fractional CAIO vs. a full-time CAIO vs. an AI consultant Fractional CAIO Full-time CAIO AI consultant Best fit Organizations that need executive-level AI leadership but do not need a permanent C-suite role. Large or highly complex organizations with enough AI activity to justify a dedicated executive. Organizations that need help with a specific AI project, assessment or implementation need. Business scale Often ideal for mid-market companies, growing businesses and organizations building AI maturity. Best suited for enterprise-scale companies with broad AI teams, multiple business units and ongoing AI transformation needs. Can support businesses of many sizes, especially when the scope is narrow or project-based. Primary focus Aligns AI strategy, governance, use cases and adoption with business goals. Owns enterprise AI strategy, investment decisions, teams, governance and long-term transformation. Provides specialized expertise around a defined AI challenge, technology or implementation project. Engagement model Part-time, interim or flexible leadership role embedded enough to guide strategy and accountability. Permanent executive position with day-to-day ownership of AI strategy and execution. Limited-term advisory or project support, usually tied to specific deliverables. Key advantage Provides strategic AI leadership with more flexibility and lower cost than a full-time executive. Offers continuous leadership and deep organizational accountability for AI transformation. Brings targeted expertise quickly when the business needs support in a specific area. Potential limitation May not be necessary if the organization has very limited AI activity or needs only one narrow technical project. Can be costly and may exceed the needs of organizations still building their AI foundation. May not provide the ongoing executive ownership needed to drive firmwide AI strategy and adoption. When should your business consider hiring a fractional chief AI officer? A fractional chief AI officer can help when your organization is investing in AI but lacks the strategic leadership to turn that investment into measurable business value . Here are signs you may need fractional AI leadership: Low ROI on AI investments: You’ve invested in AI tools, but they aren’t improving performance because they aren’t connected to a clear, organization-wide strategy. Poor-quality AI insights: Your AI-powered analytics produce inconsistent results, potentially because you lack a unified data strategy and reliable, high-quality data. Unfocused AI initiatives: You’re adopting AI to keep pace with competitors rather than identifying specific business problems it can solve. Low employee adoption: Your team is expected to use AI without the skills, training or guidance needed to integrate it effectively into their work. A fractional chief AI officer can help align your technology, data and workforce around a practical AI strategy without the commitment of hiring a full-time executive. Benefits of hiring a fractional chief AI officer For large firms, hiring a full-time CAIO makes sense, as there will be more than enough work to justify adding the position. But many middle-market businesses will find that hiring a fractional CAIO hits a sweet spot from a cost-benefit perspective. Here’s what a fractional CAIO can bring to the table: 1. Strategic leadership The overarching responsibility of a fractional CAIO is to help your business use AI to drive results. From a strategic leadership perspective, a CAIO can set specific goals and create a roadmap to help your business achieve them. Your CAIO can also drill down into specific AI tools that will actually provide value, helping you avoid costly mistakes, and play a major role in communicating your AI goals and creating buy-in within your team. 2. Problem-solving focus AI works best when it’s used to solve specific problems that your organization needs to overcome. A fractional CAIO can help not just identify those problems, but also prescribe which AI tools make the most sense for solving them. This kind of problem and solution focus can help make your AI efforts much more successful. You’ll also have the insight to concentrate your investments on where they will create the largest impact. 3. Governance and collaboration Your AI strategy needs buy-in and collaboration from across your business. Your CAIO can create governance structures like an AI oversight committee to lead AI implementation and raise awareness among stakeholders. Plus, this sort of process will help an outsourced CAIO, who doesn’t work in your business full-time, collaborate more effectively with team members who do and ensure that you integrate AI into your core workflows. 4. Innovation culture AI won’t do much for your business if your team doesn’t embrace it . To really make the most of AI, you need to foster a culture of innovation where your whole team, not just your C-suite, is encouraged to talk about problems and explore new solutions. Your CAIO can help lead this innovation culture by establishing lines of communication, empowering change champions to experiment with AI at lower levels of your organization and identifying specific KPIs to help your team assess AI’s impact on their work. How a fractional CAIO builds an AI roadmap A fractional CAIO helps turn AI ambition into a practical roadmap your organization can execute. Rather than starting with tools, the roadmap begins with business priorities: Where can AI improve efficiency, strengthen decision-making, reduce risk or create new value? From there, the CAIO helps leaders identify the highest-value use cases, assess data and technology readiness, and sequence initiatives so AI investments support measurable goals. A strong fractional AI roadmap typically includes four connected workstreams: AI strategy: Define the business problems AI should solve, prioritize use cases by value and feasibility and align AI investments with growth, margin, productivity and risk-management goals. AI implementation: Move priority use cases from concept to pilot to scale, including tool selection, vendor evaluation, workflow design, integration planning and performance measurement. AI governance: Establish the policies, oversight structures, data controls and decision rights needed to support secure, ethical and compliant AI adoption. AI adoption: Build employee confidence through training, change management, leadership communication and clear guidance on how AI should be used in day-to-day work. By connecting strategy, implementation, governance and adoption, a fractional CAIO helps organizations avoid scattered experimentation and build a disciplined path for scaling AI responsibly. The costs of not having an organization-wide AI strategy In an era of economic uncertainty, mid-market firms often think twice before investing in new hires, even fractional ones. But consider that the expense of onboarding a chief AI officer may be significantly lower than the cost of not filling the position. If you don’t have a firmwide AI strategy led by someone who understands how to implement AI technology inside a business, you’re almost certainly going to waste money on AI solutions that don’t pan out. When you do find the right AI tools, you’ll struggle to use them effectively. And you’ll likely lack the strong data foundation you need to generate high-quality AI outputs. Without an organization-wide AI strategy, businesses may face costs such as: Wasted spend on disconnected AI tools: Without a clear strategy, firms may invest in platforms or pilots that do not solve meaningful business problems or deliver measurable ROI. Lower return on the tools that do work: Even successful AI solutions can fall short if employees do not have the processes, training or leadership guidance needed to use them effectively. Poor-quality AI outputs: AI depends on reliable data. Without a strong data foundation, organizations risk inconsistent insights, inaccurate recommendations and limited trust in AI-enabled decisions. Costly rework and course correction: It is often harder and more expensive to unwind poorly planned AI initiatives than to build the right strategy, governance and implementation roadmap from the start. Change fatigue across the organization: Pushing new AI tools without a clear purpose or roadmap can frustrate teams, slow adoption and make future transformation efforts harder. Leadership hesitation around AI: When early AI efforts disappoint, leaders may become reluctant to make future investments, even when stronger opportunities emerge. In other words, inaction on AI leadership and strategy is expensive. It’s harder and more costly to undo your mistakes around AI than it is to get it right the first time, and you’ll also begin to struggle with change fatigue or leadership hesitation if you continue to push AI tech on your organization without a clear roadmap for doing so. Read more AI checklist: Scaling AI in the mid-market What misaligned data is really costing you Surfing the AI tsunami: Scaling AI in the mid-market
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How a vCIO helps businesses avoid ERP implementation failures
A failed ERP implementation can cost your business time and resources. Can hiring a vCIO to lead the implementation process help you avoid a bad outcome?
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Staying ahead of workforce challenges can feel overwhelming. Our specialists provide support for payroll, benefits and HR operations tailored to your organization's needs. Contact us to learn more.
FAQ
Outsourced payroll services transfer payroll processing, tax filings and benefits administration to an external provider. This saves time, reduces errors and helps ensure compliance with changing regulations.
Wipfli delivers payroll, HR and benefits in a single solution, powered by iSolved and backed by CPA expertise. Unlike payroll-only vendors, we reduce compliance risk while scaling with your business.
Outsourcing eliminates manual processing, reduces payroll errors and automates tax filings. This lowers administrative burden and frees leaders to focus on growth.
The right mix depends on your goals. Many start with payroll outsourcing, then add HR compliance support, benefits administration or fractional leadership as their workforce grows. Wipfli helps assess gaps and recommend the right services.
Payroll outsourcing focuses on paying employees and filing taxes. Full HR outsourcing goes further, covering compliance, onboarding, employee relations, benefits and strategic workforce planning.
Yes. Our HR specialists assist with onboarding, employee handbooks, performance management, policy updates and HRIS optimization — all designed to reduce compliance risk.
Yes. Wipfli offers fractional CHRO support to provide workforce strategy, compensation guidance and succession planning without the cost of a full-time executive.
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