ISSUE 119 JUNE – JULY 2026
OFFICIAL MAGAZINE OF THE CHARTERED INSTITUTE OF PAYROLL PROFESSIONALS
PAYROLL: TIME TO LEVEL UP
Payroll Outsourcing Service Accurate, Compliant and Secure
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EDITOR Lora Murphy MCIPPdip editor@cipp.org.uk ADVERTISING
Editor’s comment
Daniel Cull and Lexi Evans commercial@cipp.org.uk DESIGN James Bartlett and Nicole Davis PRINTING Redactive
June has arrived quicker than expected, although I can’t say I’m complaining. Summer has always been my favourite time of year: longer days, brighter mornings and, hopefully, plenty of sunshine. There’s something about this season that naturally brings a renewed sense of energy and optimism. That feeling of renewed confidence ties perfectly into the theme of this issue: ‘Payroll: time to level up’ . When planning the themes for this year’s issues, this was one I was especially excited about. Pay professionals achieve an extraordinary amount every single pay period, often behind the scenes, ensuring employees are paid accurately and on time. Yet the value of payroll can sometimes go unnoticed outside the function itself. That’s why, in this issue, we explore how professionals across the pay industries can showcase their expertise, demonstrate their impact and communicate the vital role they play within their wider organisations.
CHIEF EXECUTIVE OFFICER Jason Davenport FCIPP MloD CIPP BOARD OF DIRECTORS Stuart Hall MCIPPdip Dianne Hoodless MSc ChFCIPP FHEA
Ana Laiu MSc FCIPPdip Brendan Mulkern FCIPP
Brian Sparling ChFCIPPdip Michelle Sutton ChMCIPPdip
Cliff Vidgeon BA (Hons) CMA ACG ChFCIPP Clare Warrington MSc FCIPPdip AFHEA
Lora Murphy MCIPPdip (editor@cipp.org.uk) Editor and Host of ‘Behind the Button’, CIPP
USEFUL CONTACTS Consultancy consultancy@cipp.org.uk 0121 712 1044 Events team events@cipp.org.uk 0121 712 1013 General enquiries enquiries@cipp.org.uk 0121 712 1000 Marketing marketing@cipp.org.uk 0121 712 1033 Membership membership@cipp.org.uk
CHAIR’S comment
I’m delighted to welcome you to this issue of Professional , which asks a bold but timely question of every pay professional: how will you level up? As our landscape evolves at remarkable pace, this challenge isn’t just about upgrading systems or refining processes, although both remain essential. It’s about stepping confidently into a new era for pay, where our skills, strategic influence and organisational value are more visible and vital than ever. For too long, payroll has been labelled a back-office function. Important, but often overlooked. Yet today’s environment tells a very different story. Organisations increasingly recognise that payroll isn’t simply an operational necessity, but a strategic asset. Our work influences employee trust, financial stability, wellbeing and the overall employee experience. And with organisations navigating complex economic conditions, workforce change and intensifying regulatory expectations, payroll is being looked to for insight, not just output. That’s why levelling up matters. It’s an invitation (and in many ways, a responsibility) to expand our capabilities and impact. That means investing in our skills, from deeper legislative expertise to analytical capability and data fluency. It means adopting and embracing new technologies, not as threats, but as tools that enhance accuracy, efficiency and strategic value. And it means stepping into conversations across our organisations with confidence, shaping decisions rather than simply responding to them. Technology will continue to transform what we do. Automation, improved integration and more agile systems are reshaping the possibilities for modern payroll. But transformation has two sides: the tools that evolve, and the professionals who evolve with them. If we want payroll to be recognised for the strategic powerhouse it can be, we must be willing to grow. This issue brings together expert voices, practical advice and forward-looking perspectives to help you do exactly that. Whether you’re building future skills, implementing smarter technology, influencing senior leaders or reimagining the value your function delivers, this is your moment to rise. Payroll is no longer back-office. It’s front and centre. And the time to level up is now.
0121 712 1073 Qualifications education@ippeducation.co.uk 0121 712 1023 Training training@cipp.org.uk 0121 712 1013 cipp.org.uk
Trademarks The CIPP logo, the initials ‘CIPP’ and the words ‘Professional in Payroll, Pensions and Reward’ are trademarks of the Chartered Institute of Payroll Professionals. Copyright: The Chartered Institute of Payroll Professionals 2025. The Chartered Institute of Payroll Professionals, Goldfinger House, 245 Cranmore Boulevard, Shirley, Solihull, West Midlands, B90 4ZL. Switchboard 0121 712 1000 Copyright This magazine is published by The Chartered Institute of Payroll Professionals in whom the copyright is vested. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher. The views expressed in this publication are not necessarily those of the CIPP or the Editor. The information and comment contained in this publication are given in good faith, their accuracy or completeness cannot be guaranteed.
Brian Sparling ChFCIPPdip (brian.sparling@cipp.org.uk) Chair, CIPP
IN THIS ISSUE
Payroll: time to level up
REGULARS
FEATURES
24
comments 01 Your CIPP
Editor and Chair
04
Institute updates, Policy in progress, Payroll news, Ask the payroll pros…, Pay and perspective with Jason, Culture, governance and quality, Listening to industry: what our 2026 Annual Survey tells us, Payroll champions
Technical 18 Wellbeing 28 Feature article 33 Thought leadership 36 Innovation 56 Useful contacts directory 63 Hot topic article 66 Making payroll personal 68
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24
When compliance and clients collide By Tracy Jerram and Lora Murphy Struggling with debt, struggling to focus: workplace conversations that can make a difference By Rachel Harte
19
NMW compliance is everyone’s business By Jeni Morris National minimum wage policy changes increasingly driving recruitment decisions By Chris Robson Payrolling benefits in kind – a journey By Georgie Ward
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20
2 0 3 5 CIPP COMMITMENT TO CLIMATE CHANGE
Recycling this magazine saves around 70% of energy and water * – help us reach our sustainability goals. Carrier sheet Put in your recycling Outer wrap Put in food waste or composting Cover Put in your regular rubbish Inner pages Put in your recycling
32
22
In your corner: wellbeing in payroll By AJ Jain
* Compared to creating new from trees
JUNE – JULY 2026
56
62
33
From transactional to strategic: breaking the payroll glass ceiling By Joao Matos Hot topic: payroll’s next chapter, from function to force By Gemma Creamer
Feature article: payroll: time to level up By Lora Murphy From zero to processing payrolls equalling £81 million – what I wish I knew starting out By Minhaz Moosa Payroll as a profession: a dying art or simply misunderstood? By Paul Bauer
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66
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Bonus online content
26 The latest in
employment law By Dan Carder
28 Practical tips for
managing sickness absence By Danny Done
44 Repositioning payroll: governance, risk and organisational value By Louise Keevil 46 Influencing change while keeping the wheels turning By Amy Rippin 48 Payroll, parenthood and personal growth By Bailey Rowles 52 Launching through a storm By Chanelle Webb 50 Ethical payroll management 101 By Ruth Morfitt 60 How pay professionals can use AI and technology to become strategic partners By Jaspal Randhawa
40
Complex payroll doesn’t have to be risky payroll By Graham Wylie
42
From ‘Wild West’ to well-structured: evolving payroll By Tina Biffen
33
56
Working smarter, not harder – the role of AI in Technology and data: unlocking the payroll of the future By Mike Loydon
58
the workplace By Paul Chamberlain
4 | YOUR CIPP
Institute updates
- UPCOMING EVENTS -
Check out some of the amazing CIPP events we have in store for you:
Public Sector Pay Forum – free to attend Taking place on Thursday 16 July in Solihull, West Midlands, this is a must-attend event for any pay
PUBLIC SECTOR
professionals who work in the public sector, as we aim to bring them together to connect, learn and explore the latest developments shaping the industry. To view our programme and book your free place, visit here: https://ow.ly/htMb50YZrXj.
2026
Payroll Services Summit – free to attend Work in a payroll bureau or for a payroll service provider? Then don’t miss our free event, the Payroll Services Summit, taking place on 8 September 2026 in London. You’ll learn about and explore the latest developments shaping the industry, ensuring you stay ahead. You’ll also get the opportunity to network with exhibitors, sponsors and like-minded professionals. Secure your place by visiting our webpage here: https://ow.ly/IeTO50YZrYr.
PAYR LL SERVICES SUMMIT 2026 8 SEPTEMBER London
HR Technologies 2026 On 29-30 April, we attended HR Technologies at the Excel in London, where it was great to network with so many in the profession and to catch-up with a few familiar faces.
Annual Conference and Exhibition (ACE) 2026 And finally – it’s the big one! ACE 2025 was a huge success, with all those attending taking away newfound knowledge, connections and memories. We aim to make 2026 even better and we’d hate for you to miss out! ACE 2026 takes place on 7-8 October. Our early bird rate is available up until Tuesday 30 June , and as a member, you’ll only pay £999 +VAT . For this, you’ll receive: l a two-night stay at the Celtic Manor Resort l two days of workshops, sessions and networking l two nights of entertainment, including our prestigious Annual Excellence Awards. So don’t miss out. Book your place now for 2026 via our website: https://ow.ly/ Po6q50YZrZj.
Accountex 2026 We were back at the Excel, London on 13-14 May for Accountex 2026. Again, it was great to meet so many members of the CIPP and to further discuss how we can support them and their teams. Our Policy and Advisory Leader, Mathew Akrigg MCIPPdip, hosted a great session on the first day, providing delegates with a payroll tax year update, with a focus on the changes to statutory sick pay.
New Chartered CIPP member We’re delighted to announce that Cristi Tinjala ChMCIPP , Payroll and Pensions Manager at Perenco has gained Chartered membership. This prestigious level of membership highlights Cristi’s outstanding dedication to the payroll profession. Congratulations, Cristi!
YOUR CIPP | 5
EMILY TRANT Join us for a fascinating conversation with the brilliant Emily Trant as we explore the psychology behind pay and the deeply personal ways people perceive money. In this insightful episode, we discuss how attitudes towards earning and financial security are shaped by personal experience, social expectations and access to opportunity. Emily steps away from recording her acclaimed podcast, ‘The Invisible Worker’, bringing sharp insight and empathy to a discussion that challenges how financial systems are designed and who they’re really designed for. Drawing on stories of overlooked workers and underrepresented communities, she highlights the gap between the creators of financial products and the diverse audiences expected to use them. Together, we examine inclusivity in finance, asking important questions about accessibility and fairness. Thought-provoking and timely, this episode will leave listeners reflecting on their own relationship with money and what a more inclusive financial future could look like. RICHARD SMITH
Richard joins us on ‘Behind the Button’ for a thoughtful and deeply personal conversation about pensions and planning for retirement. After losing his wife to cancer, Richard found himself accessing a pension far earlier than anticipated. This was an experience that propelled Richard to get others to recognise the importance of understanding their financial futures. Now closely involved in the Government’s pensions dashboards initiative, Richard shares how the project will help people view all their pensions in one place, including lost or forgotten pots, along with information about their state pension. Passionate and insightful, he explains why these dashboards could transform retirement planning and give people greater confidence about the future.
HOSTS IN THE HOT SEAT In a special edition of ‘Behind the Button’, the traditional format is turned on its head as hosts, Adrian Goddard and Lora Murphy step into the spotlight as the guests. Sharing personal insights and career reflections, the pair discuss what they most enjoy about working at the CIPP and the experiences that have shaped their professional journeys. The episode also explores the evolving pay professions and the privilege of working alongside so many inspiring individuals across the industry, while introducing Adrian’s debut as the podcast’s new co-host.
EMMA GREENFIELD Emma shares her inspiring journey through the world of payroll. Starting her career in pay as a teenager, Emma has built extensive experience across multiple sectors, working in both in-house and outsourced payroll environments. In this episode, Emma reflects on the roles she’s had and the defining moments that have shaped her career. She also explains why her passion for payroll has never faded. Emma discusses stepping into leadership at a young age, the mentors and experiences that influenced her approach and the importance of supporting and developing others. This conversation offers a fascinating behind-the-scenes look at a successful career in payroll leadership.
To see the episodes covered here, plus all previous shows, head to https://ow.ly/uSs750Y0zZM.
6 | YOUR CIPP
Policy
Welcome to the latest update on what the CIPP’s policy and research team team has been involved in, on behalf of you, our members, and the wider payroll profession
H ere at the CIPP, we were delighted to welcome Roxanne Slevin to the team at the end of March. Rox has been getting stuck in learning the ropes and has enjoyed keeping members up to date, publishing a plethora of news articles on the website and in different publications. Samantha O’Sullivan left the policy team in May to embark on the next chapter of her career. Sam is remaining in the world of pay, and we look forward to continuing to work closely with her as a fellow and Chartered member. Sam has been such a huge source of support and inspiration, and we feel so lucky to have worked with her. We wish Sam success and happiness in her next adventure; she’ll be greatly missed. As sad as we were to see Sam go, we were absolutely delighted to welcome Mathew Akrigg back, as he steps up into the role of Policy and Advisory Leader. As many of you will know, Mathew had previously been seconded to HM Revenue and Customs (HMRC) to support the ‘mandating payrolling benefits in kind’ project. With the full support of his immediate team within the project and broader HMRC stakeholders, Mat has stepped off that project to rejoin us. Representing you The team facilitated a Think Tank for full, fellow and Chartered members, to provide feedback directly to the Low Pay Commission (LPC) on its recent consultation into what the national minimum wage (NMW) and national living wage (NLW) rates should be from April 2027. The team would like to thank
everyone who attended, as your thoughts and feedback will help shape our formal response to the LPC. The policy team facilitates Think Tanks for you to provide direct feedback to key Government departments. We’re proud of the strong relationships we hold with Government, which enable us to help shape the future of our profession. Typically, the team facilitates Think Tanks to obtain your feedback to include in our responses to consultations and calls for evidence. We encourage you to get involved with these where they’re relevant to your business. However, we understand that you may not always have time (a common thread as to why the policy team is so important to you!), so we do it on behalf of the profession. This allows an individual response to achieve an impact equal to the combined impact of its representatives. The CIPP’s responses are are here for everyone to read: https://ow.ly/ cNUc50YSyTA. If you wish to upgrade your membership, so you can take part in further Think Tanks, please contact the membership team on membership@cipp.org.uk. Payroll Insights Surveys 2026 Thank you to everyone who responded to this year’s surveys. The team is now building the associated reports, which will be published during National Payroll Week 2026, running from 7-11 September: https://ow.ly/c1ch50YYLzA. The team will be delivering a webinar during the week sharing the hot topics and trends, so ensure you register and attend once the programme is released.
Your policy team
Mathew Akrigg MCIPPdip MAAT Policy and Advisory Leader
Roxanne Slevin MCIPP Policy and Research Officer
Georgie Ward MCIPPdip Policy and Research Officer
YOUR CIPP | 7
Football referees win lengthy tax dispute with HMRC A nine-year case between HM Revenue and Customs (HMRC) and Professional Game Match Officials Ltd (PGMOL), which represents over 600 football referees, has come to an end. At least, for now. In a judgment handed down on 1 May 2026 (https://ow.ly/ jJ7w50YXw6k), it was confirmed that referees working in the English Football League’s ‘National Group’ aren’t deemed as being employees for individual match appointments. The whole case centred on whether the referees should be treated as employees or as being self-employed for tax purposes. In its argument, HMRC stated that there were certain expectations placed on the referees, such as having to take annual fitness tests and generally attending scheduled matches, which pointed towards an employment relationship. PGMOL countered, asserting that many referees operate on a self-employed basis, highlighting that they often have full-time roles outside of officiating and aren’t expected to accept matches when they’re not available. HMRC has confirmed it’s considering its next steps, so the case could potentially continue in the future. The case is a reminder of how complex employment status can be, particularly in relation to off-payroll working. It also highlights the fact that employment status is determined in relation to practical working conditions, rather than contractual labels, even if using the ‘check employment status for tax’ or ‘CEST’ tool.
Payroll News
An increase in tax scams HMRC has issued a reminder for everyone to be vigilant to scams, particularly when it comes to tax refunds. An increased number of individuals have reported being contacted by scammers who claim they’re due a tax refund. As a result, advice is being shared, stating that you should always take the time to stop and assess whether requests are genuine prior to sharing any personal information or clicking on any links. If there’s any doubt regarding the authenticity of this type of contact, don’t click on any links and report it to HMRC immediately. There’s further information on the topic of staying safe online and reporting scams to HMRC, here: https://ow.ly/7jhz50YXw36. If you wish to establish whether you’re due a tax refund, you can log into your HMRC online services account, here: https://ow.ly/ HUtH50YXw4P, or head to the HMRC app.
For your diary
5 June
Last day of tax month 2
6 June
First day of tax month 3
Last day for submitting a real time information (RTI) employer payment summary (EPS) to apply to tax month 2 Deadline for payment of pay as you earn (PAYE) and National Insurance contributions (NICs) etc to HMRC’s Accounts Office by non-electronic method Deadline for payment of PAYE and NICs etc to HMRC’s Accounts Office by electronic method
19 June
22 June
5 July
Last day of tax month 3
First day of tax month 4 P11D submission date (to both HMRC and employees) P11D(b) submission date
6 July
Last day for submitting a RTI EPS to apply to tax month 3 Deadline for payment of PAYE and NICs etc to HMRC’s Accounts Office by non-electronic method Deadline for payment of PAYE and NICs etc to HMRC’s Accounts Office by electronic method
19 July (This is a weekend date)
22 July
8 | YOUR CIPP
Ask the
payroll
pros...
The CIPP’s Advisory Service team provides answers
to popular questions
Claiming the employment allowance (EA)
Benefits Act 1992, which can be found here: https://ow.ly/AU9y50YQXRW. If you haven’t claimed EA and think you may be eligible, you can make a claim at any point in the tax year. You’re also able to claim for the previous four tax years. Further guidance can be found here: https://ow.ly/WNWR50YQXUA. Extending benefits to the family members of employees and Directors Q: A company Director wishes to add his wife to the medical scheme paid for by the business. Firstly, is this allowed? And secondly, would it be processed as a benefit in kind (BiK) for the Director? A: This is allowed. And yes, a benefit provided to a member of a Director’s / employee’s family would be charged against the Director / employee in question. Therefore, you would payroll that benefit against the Director in respect of his wife or report it on form P11D if you’re not yet registered to payroll benefits. Meet the team
Further information can be found in Section 201(3) of the Income Tax (Earnings and Pensions) Act (ITEPA) 2003: https://ow.ly/KJUq50YQY3r, and the following Employment Income Manual (EIM): https://ow.ly/LOTU50YQY71. Correct treatment of a company car for an ex-employee Q: An ex-employee who retired before 6 April 1998 is entitled to receive a company car until he dies. He’s now over 90 years old and still has a valid driving licence. My predecessor was told that an annual P11D doesn’t need to be completed for him, as there’s no liability to income tax. Is this correct? We’re looking to buy him out of this benefit with a large cash payment. What would be the correct tax treatment for this payment? A: The following EIM and legislation confirms this approach is correct: https:// ow.ly/FlYL50YQYc6. Although the legislation is clear on this, we would advise the employer to contact HM Revenue and Customs
Q: Could this company claim the EA? There are two employees – the first one is a Director paid above the National Insurance (NI) secondary threshold and the second is an employee paid above the NI secondary threshold, who is under 21 and on NI category letter M. A: NI category letter M isn’t exempt and there’s still a liability to pay a secondary Class 1 contribution. Although the contribution is zero, 0% is still a rate and this is confirmed in Section 9A(6) of the Social Security Contributions and
Is it permissible to extend benefits to the family members of employees or Directors?
Chevonne Wild MCIPPdip Payroll Advisory Team Leader
Marie Bennett MCIPPdip Payroll Advisory Officer
Monica Blajut MCIPPdip Payroll Advisory Officer
Leanne Sinclair MCIPPdip Payroll Advisory Officer
YOUR CIPP | 9
Advisory agony aunt
(HMRC) to double check the stance. It may be that the individual has been provided with different cars over the years, which could be deemed to be new benefits each time. Therefore, for peace of mind we would advise you to seek clarity from HMRC on this. If you were to provide the individual with a cash payment, it would be classed as earnings under Section 62 of ITEPA 2003 (https://ow.ly/jtut50YQYfl) and subject to pay as you earn tax and Class 1 NI contributions (NICs) This individual would be on NI category letter C, so only employer Class 1 NICs would apply. Rules around curtailing maternity leave part-way through a maternity week Q: Can someone curtail their maternity leave part-way through their maternity week? For example, if their maternity week runs from Thursday to Wednesday, can they curtail on a Sunday? A: An employee can end or curtail their maternity leave on any date they choose, if they’ve taken at least the statutory minimum of two weeks (or four weeks if a factory worker). However, statutory maternity pay (SMP) is always a weekly payment, and to end part-way through a week of SMP would mean the employee loses their entitlement to SMP for that whole week.
Thursday to the Sunday. The following Statutory Payments Manual provides information regarding the timing of SMP payments: https://ow.ly/1Oy650YQYso. Guidance on statutory parental bereavement leave (SPBL) and pay (SPBP) for employees in Northern Ireland Q: Can you please provide some guidance regarding SPBL and SPBP in relation to the requirement to report the employee’s work address on the full payment submission (FPS) for employees in Northern Ireland? If a company’s registered office is in mainland UK, but it has employees that live and work remotely in Northern Ireland, would these employees be gainfully employed in Northern Ireland or Great Britain for the purposes of SPBL and SPBP? A: When SPBP is paid to an employee in Northern Ireland, there are new data items on the FPS that should be included. These are data items 223- 225, with data item 225 requiring a valid Northern Ireland postcode for the employee’s workplace. There are also new data items on the employer payment summary or ‘EPS’, which are data items 221-222, for recovery of the statutory payment and associated NIC compensation. The real time information (RTI) data item guide can be found here: https://ow.ly/gLbB50YQYAZ. As per 167ZZ17 (2) of the Parental Bereavement (Leave and Pay) Act (Northern Ireland) 2022 (https:// ow.ly/rZG450YQYEC), an employee is defined as being gainfully employed in Northern Ireland under a contract of service or in an office with earnings. To be gainfully employed in Northern Ireland, the work the employee does needs to be connected to Northern Ireland in a meaningful way, usually through location and legal jurisdiction. You should refer to the contract of employment to determine which legislation applies here, whether that be Northern Ireland or Great Britain.
Q: The senior leadership team keeps asking me to carry out non-compliant processes. I’m finding it difficult to say no due to their position within the business. Could you provide some guidance on this please? A: This can be very uncomfortable to deal with. Although it might prompt an emotional response, remain calm and listen to the suggestion or request that’s been made. Acknowledge that you appreciate their perspective and ask for the request in writing. This is to provide clarity and establish best practice for audit purposes. Resist the temptation to provide a response immediately and allow time to reflect on the request. This will show that you aren’t just dismissing the idea outright. Research the topic, and establish the facts and any non-compliance issues. The subject matter will determine where you need to look. You may need to seek guidance from HMRC, The Pensions Regulator or another third party. Alternatively, you can contact our Advisory Service, as our team is always happy to help. You should then be able to suggest a compliant approach and explain the reason for not processing the request as expected. This may be due to financial implications such as penalties or fines, which could be applied to breaches relating to the national minimum wage or automatic enrolment, for example. Although non-compliance in these areas may have financial implications, it could also result in reputational damage to the business. If you need further support, you should contact your human resources team, as you must also consider your own wellbeing throughout this process.
Can an employee end their maternity leave part-way through the maternity week?
In the example provided, if the employee ended or curtailed their maternity leave on the Sunday, the SMP would be payable up to and including the Wednesday prior to that, but they wouldn’t be due any SMP for the
10 | YOUR CIPP
PAY AND PERSPECTIVE "Professional magazine is full of feature articles on innovation, technical updates, thought leadership, wellbeing and so much more. Ensuring you consume each issue is a great place to start with continuous professional development"
O ften, it’s at the turn of the calendar year when resolutions are considered. But, in payroll we have the tax year to consider as our crucial starting and ending point. However, for every single processing period, there’ll be different transactions for us to process, codes for us to adjust and new pay items for us to consider. Therefore, embracing constant change is part of a pay professional’s standard day. Whether it’s the introduction of new reward programmes, consideration of the impact of pension choices or wider shifts driven by technology or employer offerings (just some examples from a long list of changes which impact our profession), staying ahead is crucial. This quest for learning and the ability to adapt to changes and consider how they’ll impact the business (or businesses)
you serve are vital parts of your toolkit. So, I implore all of you to create time in your diaries to ensure you commit to learning. Lifelong learning is a strategic pillar for the Institute (see the February / March issue of Professional for more on that, here: https:// ow.ly/AVUK50YUVuv), and an important statement for all members. Staying ahead, being curious and forever adapting to, and embracing, new ideas is food and fuel for growth. Creating time in your diaries to reflect on what you’ve learned, and how it impacts the business, is key to ensuring that the value of pay professionals is recognised by senior leaders. Being able to articulate the cost saving, along with the financial and productivity benefits of a new reward scheme, for example, highlights the worth and value of your role to the wider business. More broadly, it’s important to consider the likely
take-up of such a proposal, its anticipated impact on attrition and the wider benefit to the organisation as an employer of choice, supported by robust trend analysis. Taking a forward-looking view means answering key questions: why we should invest, how the process will work (and whether it will be frictionless or complex), who it will affect (whether specific workforce demographics or the organisation as a whole) and when it should be deployed, recognising that timing can be critical Think about a challenge you see today within your business, and how payroll could influence its adoption, and mitigate its impact. It could be a new business area, or a growth opportunity which demands a lot more overtime from individuals who already feel stretched and are therefore less willing to work. Earned wage access or 'EWA' may help drive take-up of overtime and support
YOUR CIPP | 11
JASON DAVENPORT FCIPP MIoD Chief Executive Officer, CIPP
productivity by giving employees early access to earned wages, helping to address operational challenges. Demonstrating the thinking, assessing potential impact, researching the solution and providing a high-level overview of the proposal reflects agility, thought leadership, business context considerations and a healthy respect for the whole business, as both employer and employee considerations are considered.
this behaviour within an organisation will continue. It's up to you to lead the way, explain the improvements and ensure that risk is reduced, deadline disciplines are adhered to and quality, value-added information is, in turn, received. Challenging yourself to continue to learn and be open to new ideas is a great way to stay ahead. Professional magazine is full of feature articles on innovation, technical updates, thought leadership, wellbeing and so much more. Ensuring you consume each issue is a great place to start with continuous professional development. Our Annual Conference and Exhibition (which we lovingly refer to as ‘ACE’) is another. The learning opportunities in workshops and plenary sessions are complemented by the exhibition floor, showcasing what’s available both now and in the future. Of course, the opportunity to grow
your network and learn from others is one of the greatest highlights. Pay professionals come together during the full conference programme, to gain insights from peers and listen to the experiences of others. On a personal level, I tend to use first thing in the morning as time to plan and prepare. I recognise this time is when I’m at my most productive, and although I’m happy to work later, I know that my most productive and creative work all happens during the early part of the day. When are you most productive, and what environment helps you to be at your best? Think about that, and please do share. I’d be delighted to hear from you, and I know that we all, as individuals, have so many different approaches. There isn’t a one- size-fits-all solution – only a philosophy of lifelong learning that keeps you ahead in the industry.
As a pay professional, you sit at a crossroads in the business, where
technology and process intersect. Does the technology support and enable the process? Is the process as efficient as possible, or could certain changes make a significant difference? Are you and your team regularly having to rectify issues that occur further down the supply chain? I recall frequently having to do that, and until change and the benefit of change is fully explained,
12 | YOUR CIPP
Culture
Governance
Quality
The CIPP’s refreshed strategic direction
T here’s an ancient philosophy often attributed to the Greek philosopher, Plutarch, called ‘The Ship of Theseus’. It’s about a ship that sails for many years. As each wooden plank wears and weathers, it’s replaced, piece by piece. Eventually none of the original timber remains. The question proposed is deceptively simple: once every piece of the ship has been replaced, is it still the same ship? Although it’s a somewhat abstract and unsettling question, it forces us to think about what really endures when everything else changes. My own background working with fast- moving, funded technology companies meant change was both constant and rapid. But I found that organisations rarely asked this question, despite encountering it constantly. People continuously coming and going, systems replaced, rapidly evolving strategies and ever-changing priorities. Over time, very little of any organisation remained untouched. Yet, there was always an expectation from our customers, and here at the CIPP, from you, our members, that something essential
Culture - a discipline of choice In most energetic and ambitious organisations, there’s a natural tendency to focus purely on what lies ahead. New ideas, new opportunities and new initiatives are understandably appealing, as they’re obvious signals of progress, momentum and, more importantly, they feel constructive. I’ve been at the Institute for nearly two years, and a consistent pattern has emerged in that we’re certainly not short of ideas, and nor are we lacking ambition. If anything, we’re lucky to be presented with more opportunities than we can reasonably pursue at any moment. "Focus isn't a limitation on progress, but a condition which makes progress possible"
should persist. Through constant change we must remain recognisable, standards should be upheld and our direction must feel coherent rather than reactive. If the planks of our ship are always changing, what exactly holds our organisation together? It’s not any single initiative or document. It’s something less visible and far more decisive than we realise. It’s the way we approach what we do, how we make decisions, the standards we maintain over time and the impact we seek to create. In other words, culture, governance and quality aren’t supporting elements of our strategy; they’re the way in which strategy either becomes reality or quietly unravels. "Every new initiative draws from the same pool of time, resource and attention"
This is the moment where culture begins to reveal itself in a practical way, especially regarding moving strategic
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the consistency of our education, the reliability of our advice or the clarity of our communications. These experiences are shaped not by any single decision but by the accumulation of many. Quality in this sense isn’t a separate function or ideal, it’s the natural and deliberate consequence of how well culture and governance are working together. Where focus is lacking, quality will become inconsistent. Conversely, when there’s clarity of purpose and a shared understanding of standards, quality becomes something which can be relied upon. This reliability is ultimately what builds trust and it requires consistent delivery, not occasional excellence. It’s a pattern of outcomes that you, our members, can depend upon and upholding that standard requires more than intention. It needs discipline in how work is designed, delivered and reviewed, and a willingness to address any areas where improvement is needed. Holding course As we look forward, there won’t be a shortage of opportunities in front of us. New ideas will continue to emerge, and the Institute will continue to evolve, as it always should. The question isn’t whether change will occur, but how it’s managed. Returning to our thought experiment, the identity of the ship doesn’t rest in any individual plank of wood, but in the continuity of its course. It’s defined by direction, the principles that guide it and the consistency in which it’s maintained. For our Institute, culture, governance and quality perform a similar role. They’re what allows the organisation to evolve without losing coherence, to pursue ambitions without diluting delivery and to replace its ship’s planks of wood, without becoming something unrecognisable. This may not be the most visible pillar in the Institute’s strategy, but it’s among the most important. Ultimately, it isn’t what we intend to do that defines us, but the impact we consistently and reliably deliver.
"If culture determines how we approach these choices, governance determines how they are made”
ambition forwards. We all know that strategy isn’t simply about deciding what to do. It’s also about deciding what not to do, at least for now. Every new initiative draws from the same pool of time, resource and attention. We like to use the ‘beans' analogy here at the Institute. This involves us deliberately acknowledging how many beans we have available, how many are committed and, when we see a new initiative, where we’ve already fully committed all available beans, we make a deliberate decision on which beans (or existing commitments) are replaced and why. This is a critical way of working, as treating new activity as purely additive isn’t a neutral act; it’s a choice to stretch those resources further. The difficulty is, that saying yes is easy, as it signals intent and avoids friction. Saying no, or not now, requires a completely different approach and discipline needing clarity of purpose, confidence in direction and open willingness to accept that focus isn’t a limitation on progress, but a condition which makes progress possible. Without that discipline, organisations rarely become more dynamic. Instead, efforts dilute, priorities constantly shift and activity becomes a replacement for achievement and impact. A strong culture doesn’t eliminate ambition; it channels it in a way that can be delivered and maximises impact. Governance - the shape of decisions So, if culture determines how we approach these choices, governance determines how they’re made. There’s often a perception that governance exists primarily as a control
the right information is always considered at the right time and creates confidence that actions align with the organisation’s broader direction or mission. This becomes increasingly important as organisations grow or undergo significant change. Without clear governance, decision- making often becomes fragmented, with different parts of the organisation moving at different speeds or going in different directions, and the cumulative effort is a gradual loss of coherence. The challenge, therefore, becomes one of not whether governance is needed, but how it’s designed. Too little and the organisation will become exposed to inconsistency and unmanaged risk. Too much and it can create unnecessary friction, slowing progress without adding any value. Finding this balance isn't a one-off effort. It requires ongoing attention and a willingness to adjust course when needed. Governance should support momentum, not obstruct it. But it should also ensure momentum is directed rather than accidental. "Where focus is lacking, quality will become inconsistent. Conversely, when there's clarity of purpose and a shared understanding of standards, quality becomes something that can be relied upon” Quality - the experience that endures For our members and the wider pay communities, these internal dynamics are often not visible, and only the outcomes or impact are seen and felt. Our members experience the Institute through the quality of what we deliver, whether that’s
mechanism, something that slows an organisation down or introduces
unnecessary complexity and bureaucracy. In my experience, this common perception is a result of governance that’s become disconnected from its real purpose. When I’ve experienced governance executed at its best, it’s become an enabler rather than a restrictor. It seeks to provide clarity about where decisions sit, ensures
Paul Elton MBA CMgr FCMI
CIPP Operations Director
14 | YOUR CIPP
Listening to industry: what our 2026 Annual Survey tells us
E ach year, the CIPP’s annual survey provides one of our most valuable opportunities to listen to the pay professions. More than a pulse check, it helps us understand what’s working well, where expectations are evolving and how we can continue to shape our offering to support pay professionals at every stage of their careers. The 2026 survey results, with 848 responses, reflect the views of both CIPP members and non-member industry professionals. This allows us to understand not only the member experience, but also how the CIPP and its role are perceived across the wider profession. The results show strong satisfaction, clear recognition of value and high levels of advocacy,
alongside constructive feedback on where accessibility, awareness and engagement can be strengthened. As we work towards our ambition of reaching 10,000 members by 2030, these insights are helping to shape our direction and ensure that everything we do remains rooted in member and industry need. A foundation of trust One of the clearest messages from the survey is the consistency of service quality. Members continue to report positive experiences when contacting the CIPP, with the overall experience rated 4.5 out of 5. This consistency matters. It shows that, as the Institute evolves, the professionalism, responsiveness and trust members associate with the CIPP are being maintained. Engagement also remains strong. Almost seven in ten respondents had contacted the CIPP in the past 12 months, most commonly via email, followed by at events and by phone. At the same time, reduced outbound contact reinforces an important insight from 2025: members don’t want more communication, you want more targeted communication, which is something we’ve worked hard on throughout 2025/26. The Advisory Service: our most valued asset Across both 2025 and 2026, the Advisory Service remains the most valued membership benefit. Survey results clearly demonstrate its strength, with consistently high satisfaction ratings of 4.5 out of 5 across both years. These consistently high scores reinforce
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“The results show strong satisfaction, clear recognition of value and high levels of advocacy”
the importance of trusted, expert-led support across the pay professions and demonstrates the continued confidence members place in the Advisory team. We’re in an increasingly complex and fast-moving regulatory environment and access to authoritative guidance remains a defining element of our membership. Over the past year, we’ve continued to evolve how members access Advisory support, recognising the growing value members place on a mix of direct guidance and flexible self-service resources. Alongside traditional contact channels, the Advisory Service has expanded FAQ- led material on our website, attended events such as PayLive and the Annual Conference and Exhibition (ACE) and posted weekly content on LinkedIn, designed to deliver practical, accessible insight, in real-time. We’ve also started to integrate Advisory messaging more clearly into member onboarding journeys, campaigns and digital communications, helping to ensure members understand the full breadth of support available throughout their membership. This directly supports our ‘lifelong learning’ pillar by widening access to education and development, ensuring information reaches members in accessible and timely ways, while continuing to deliver the high-quality support the Advisory Service is known for. Clear membership value Encouragingly, the survey confirms that membership value is both recognised and well understood. Awareness of most benefits and services now exceeds 94%, demonstrating the strength and visibility of membership. Almost all core benefits are considered important, with average scores of four or above out of five. Alongside the Advisory Service, Government representation via our policy and research team remains one of the most valued benefits, highlighting the importance of advocacy and professional voice. Practical resources also play a key role, with over half of members relying on the Payroll Reference Book and tax card. And with 58% of respondents prioritising legislative training, discounted access to CIPP training further strengthens membership value by supporting compliance and ongoing development. The findings also highlight an opportunity to increase awareness among Affiliate members, helping them maximise
benefits as they progress through the membership grades. Strong advocacy The survey recorded a strong Net Promoter Score or ‘NPS’ of 55, consistent with previous years. Promoters consistently highlight the value they receive through knowledge, guidance, training and professional credibility as reasons they would recommend CIPP membership. Among passives (those recommending the CIPP at 7 or 8 out of 10), many of the same strengths are recognised, with cost acting more as a moderating factor than a barrier to overall value. In short, members and the wider profession clearly recognise and advocate for the value of CIPP’s policy work. Learning that reflects real life Learning continues to sit at the heart of the CIPP experience as part of our ‘lifelong learning’ pillar. While only a quarter of respondents had studied a CIPP-approved qualification in the past two years, those who did all confirmed they apply their learning in their day-to-day roles, reinforcing the practical relevance and quality of our education offering. Among those who hadn’t studied recently, barriers were largely practical, such as time and already being qualified. Beyond formal qualifications, the continued growth of flexible learning is clear. Payroll QuickLearn (PQL) plays an increasingly important role for pay professionals who are time-restricted but eager to remain compliant and up to speed. Demand for future topics such as holiday pay calculations, pensions and automatic enrolment, benefits in kind and statutory payments aligns closely with the challenges respondents identify in their roles. Events also remain a vital part of professional development. Three quarters of respondents felt the current events calendar meets their needs, with webinars now the preferred format for most, underlining the importance of accessibility and convenience. Looking ahead Looking forward, the survey highlights
strong interest in new services. Two thirds of members expressed interest in a CIPP mentoring platform, with enthusiasm particularly high among early and mid-career professionals. Varying levels of interest by age and career stage reinforce the importance of flexibility and choice in how future initiatives are designed. Professional magazine also continues to be highly valued, with almost nine in ten readers saying it helps them in their role. Feedback points to ongoing demand for legislative updates, benefits, global payroll and practical application, reinforcing its role as a trusted professional resource. Moving forward The 2026 survey paints a positive and constructive picture. Satisfaction remains high, advocacy is strong and our core benefits are clearly valued. At the same time, the findings provide clear direction for the future. As we move forward, we’ll continue to build on what members value most: trusted expertise, professional advocacy and practical, relevant support and learning. Improving how we communicate the full breadth of membership benefits, particularly to newer and Affiliate members, will also remain a priority. Accessibility will continue to shape our thinking. Exploring flexible pricing structures, payment options and digital delivery will help ensure cost doesn’t become a barrier to learning, while maintaining the quality and credibility members and industry expect. Most importantly, we’ll continue to listen and encourage member feedback throughout the year. But the annual survey remains central to how we learn, reflect and act. Thank you to everyone who took part. Your insight helps to shape our direction, and together, we’ll continue to strengthen and champion the profession.
Sarah Winnett MCIM ACIPP
CIPP Marketing Manager
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