34 | FEATURE ARTICLE
A s automation and artificial intelligence (AI) continue to reshape the workplace, pay professionals must now take the opportunity to redefine their roles. No longer focussed solely on manual processing, they’re responsible for the most significant area of expenditure within most organisations and interact with some of the richest and most reliable workforce data available. At the same time, they must navigate an increasingly complex and fast- changing legislative landscape, where accuracy and compliance are critical. This issue, our panel of experts share their perspectives on how pay professionals can level up , moving beyond operational delivery to becoming key strategic partners. This issue, Lora spoke to: Mathew Akrigg MCIPPdip MAAT, CIPP Policy and Advisory Leader AJ Jain MCIPP, Payroll and Pensions Supervisor, Cambridge City Council
Q: How can payroll move from a transactional function to a strategic business partner? Mathew Akrigg: We talk all the time about the vast data that payroll is the warden of, and, for any business, data is King. On top of that, staff costs can account for an average of 70% of a business’s outgoings, dependent on the sector. This means the data collected has immense strategic value to an organisation. Payroll leaders now need to ensure the pay team is operating functionally and compliantly, but they should also be assisting the wider business with information which helps to inform decisions and steer the ship. How you get to that position depends on your organisation, but is key to the perception of payroll within that business. AJ Jain: Payroll becomes strategic when we stop seeing it as ‘just processing’ and start recognising it as a human-centred function built on trust. Trust is the currency of leadership, and payroll sits right at the heart of that trust. Pay someone incorrectly and you lose it instantly. Get it right consistently and you build credibility quietly, but powerfully. Payroll decisions impact real lives every single day. They affect employees’ financial security, wellbeing and sense of being valued by their employer. When payroll operates with intention, taking time to understand the wider business and employee behaviours, it naturally moves into a strategic partnership role. Strategic payroll listens deeply and connects data to people, not just processes. It operates with mindfulness and compassion, becoming the steady hand in moments of uncertainty. And that’s when payroll stops being seen as a back- office function and starts being recognised as a key part of a strong organisational strategy.
Q: What are the most common skill gaps you’re seeing in the industry, and how can they be closed? MA: We hear a lot about the issues pay professionals have with software and procurement, but (linking in with the previous question) the root issue can be internal stakeholder management. If you don’t have a seat at the table when software changes are being discussed and procured, then it’s unlikely your needs and concerns will be taken fully on board. There’s no simple solution to getting that seat, as it takes hard work and perseverance. But because payroll functions are heavily compliance-based, you need to highlight any risks and show why you need input into these large overarching decisions. Start by demonstrating your value, how you can assist with the organisation’s wider goals, the impact you have on employee engagement/ wellbeing, the critical failure points and, arguably most importantly, why it all matters. AJ: I think the most common skill gaps aren’t technical, they’re human. Sustained performance comes from resilience, and in payroll we often train people on ‘what to do’, but not on ‘how to cope when pressure hits’. I see gaps in emotional regulation, confident communication, boundary setting and self- trust. Many pay professionals are incredibly capable and yet constantly operate in ‘fight or flight’ mode. We can close these gaps by normalising mindfulness, regular self-reflection and nervous system awareness, alongside the focus on legislation updates. When people feel psychologically safe, they ask questions earlier, learn faster and respond rather than react. It’s all about creating space for people to breathe and grow. A grounded pay professional is far more efficient than a stressed one. Helen Walsh: The gap is no longer purely technical, it’s a mindset shift. While compliance
Helen Walsh ACIPP, Director of Sales and Customer Success, CR Payroll.
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