Feature insight - learning and development
So, once they have made the decision to invest in L&D, how can payroll teams find the right options for their needs? By undergoing a performance management process, according to Thomson. “Everyone is different but the payroll role requires certain skills; technical and soft skills. We use competencies and values to assess individuals as well as listening to the people on their needs,” she says. At Armstrong Watson, the company’s programme is based on technical competencies and behaviours linked to the firm’s values. This allows progression based on evidence of any kind and ensures it has a motivated and highly skilled team. Once an area for development has been identified through a specific scheme (for example, through appraisals or employee surveys) it is important to create a personal development plan that is managed by the employee, according to Thomson. “This empowers them to take control of their own learning and as long as the employer provides the tools people can develop at their own pace and their own style of learning,” she adds. Fortunately, payroll teams now have a number of high-quality providers to choose from that can support their learning needs. The CIPP, for example, provides formal qualifications to confirm the knowledge of professionals, as well as numerous training courses, seminars and speaker events. “Making the right decision when it comes to training requires some careful consideration. It depends on the team’s level of expertise, gaps in people’s development and in-house training capabilities,” says Sommerville. While L&D used to require people to physically attend seminars and conferences, the advancement of technology has meant that professional learning is no longer limited to the classroom. It can now take place in different ways at varying locations, making it more accessible – and usually more affordable – than ever. From webinars to mobile technology and social development tools, an increasing number of companies and employees are shunning traditional learning methods in favour of more modern and often more cost-effective, less time-consuming approaches. “The opportunity to learn remotely, consuming learning at a time and in a place which is convenient for the learner, has removed many of the historical barriers to learning,” adds Walters. “It is no
By way of example, the new General Data Protection Regulation legislation which will be introduced in May 2018 is set to create a new, tougher security regime for personal data across European Union member states, impacting almost every aspect of data processing, from routine mailing services to large-scale outsourcing operations. Non- compliance will carry maximum fines of up to Euros 20 million or 4% of global revenues. While the greatest penalties will no doubt be reserved for serious breaches, fines of this magnitude could be sufficient to stop a company from continuing to operate as a business. As well as the financial benefits of L&D, businesses have much to gain in terms of protecting their company’s reputation. After all, in addition to facing substantial fines, a company that is non-compliant can suffer from bad publicity, which could deter customers and lead to a loss of new and existing business. Looking within the organisation itself, if employees do not receive their correct pay on time, they could begin to question their employer’s financial stability. It can also make them feel like they are not valued by the business, resulting in poor morale and performance. If an employer invests in training for its payroll staff, however, this will give them a sense that their company cares about their development and career progression. In many cases it will boost their self-esteem and, in turn, productivity. It may also help with staff retention and reduce turnover since it’s well known that happy staff are less likely to leave a business. “L&D is extremely important. Not only for payroll professionals’ technical skills but as the demands on the payroll department increase having the ability to learn is also vital,” says Thomson. She believes that most payroll professionals who are good at their ‘trade’ are often categorised as analytical due to the transactional processes; but more team working, management skills, negotiating skills and general collaboration are needed. “Many payroll qualifications now don’t just cover the technical skills but enter areas such as reward, remuneration packages, expenses and benefits and of course pensions,” adds Thomson. Payroll never stops and people need to keep adapting to change, which can be difficult. Therefore, having a programme that people understand and can progress, should they choose to, is important.
longer necessary to be in a particular place at a pre-determined time to enhance your knowledge.” However, while the benefits of offering L&D opportunities are clear, it is important not to overlook the barriers that are hindering some companies from offering such opportunities. For example, for some companies there is the issue of cost and abuse. “There is normally a cost associated with formal training and qualifications, but as long as people want to learn and develop I view this as an investment. However, if they are forced to learn, the likelihood is they won’t and it’ll be a waste of money,” warns Thomson. There is no escaping the fact that the expense of offering L&D will be a hindrance for organisations, with some employers having experienced problems with funding, despite help being available. Businesses continually struggle with the dilemma of where to spend their budget, questioning whether they should invest in marketing, sales, production, etc, says Walters. “All of these are clearly essential to making a business successful; as such, the choice to move funds from L&D to areas perceived to be more necessary/urgent is ever present. The risks of not keeping a focus on L&D manifest themselves in numerous ways, such as the risk of penalties, lack of development of team members, loss of engagement through feeling the business is not investing in you personally, or ultimately losing team members to competitors who will invest.” Some companies have relied on training bodies that have then disseminated incorrect information or poor-quality advice. “Setting up the right framework can also be problematic, from finding time to devote to training, dealing with daily stresses, including emails, phone calls and deadlines infringing on training schedules, to just striking a balance between classroom learning and online,” says Sommerville. The good news is that, when it comes to L&D, there are multiple solutions to overcome an organisation’s financial limits. “All employers can invest in L&D,” says Thomson. “You don’t have to use external providers just provide some time. Get the experts within certain fields to help ‘sitting by Nellie’ quizzes, where colleagues teach fellow colleagues new skills. There are all sorts of low-cost or nil cost ways to motivate employees to learn and develop.” There are also government bodies that
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Issue 33 | September 2017
| Professional in Payroll, Pensions and Reward |
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