FEATURE ARTICLE | 35
expertise remains strong, many pay teams are still operating within legacy processes that haven’t evolved in line with business needs. We’re hearing that organisations need more than technical accuracy, they now also need critical thinking within payroll. Chief Financial Officers and human resources (HR) leaders expect payroll to challenge inefficiencies, highlight risks and adapt to changing demands. The gap lies in the confidence to step back and question ‘how things have always been done’. There are still capability gaps in analytics, systems literacy and stakeholder engagement, but underpinning these is the need to understand the broader ecosystem: how processes, technology and service models interact. Increasingly, organisations want lean, scalable payroll functions that are risk-aware and less reliant on manual intervention. Closing this gap is less about incremental upskilling and more about evolution. It requires experienced professionals to actively review and redesign processes, engage with available technology / service options and align payroll to business priorities. The direction of travel is clear: pay professionals must move from process custodians to informed decision-makers, who are comfortable challenging the status quo and equipped to build efficient, resilient and future- ready pay functions. Q: Which emerging technologies are genuinely transforming payroll today, helping it to ‘level up’? AJ: Technology has been incredibly powerful in transforming payroll, but only when we use it as a co-pilot, not an autopilot. The goal isn’t to replace people; it’s to support them. So, technology needs to align with people’s capacity to absorb change. Tools such as automation, AI-driven reconciliation of data, smart reporting and integrated HR / payroll systems are removing repetitive tasks and cognitive overload, giving pay teams something invaluable: space. With mindful implementation of technology, we can create a space to think strategically, communicate more compassionately and spot patterns, instead of just fixing errors when they appear. This helps payroll to move from constant firefighting to fireproofing. In doing so, it doesn’t just speed payroll up, it also calms it down, creating a more sustainable, human- centred way of working. HW: The technologies making the biggest impact are those that enhance visibility, accuracy and integration. However, a consistent theme is that technology alone doesn’t
transform payroll. Real value comes when it’s paired with deliberate process change. AI is the dominant narrative, and we’re beginning to see more practical application. There’s growing interest in using AI to identify errors and risks before payroll is finalised, particularly in complex environments with variable pay. This is supporting greater scalability and efficiency as organisations expand, while strengthening risk mitigation. technology, we can create a space to think strategically, communicate more compassionately and spot patterns, instead of just fixing errors when they appear” While not strictly ‘emerging’, integration remains a critical enabler. There’s strong demand for seamless connectivity between payroll, HR and finance systems to reduce manual intervention and improve data integrity. Global payroll platforms are often positioned as a silver bullet, but outcomes are mixed. Success depends on clear requirements and well-defined measures of success. No single solution removes the inherent complexity of payroll. In our experience, payroll only truly ‘levels up’ when technology and process evolve together to enable better control, stronger compliance and more meaningful insight. Q: How do you become a good networker, to boost the profile of both yourself and the pay function more broadly? MA: Get out to events and speak to people with similar experiences, it really helps your own personal growth and helps to resolve issues before they become too big. I have to mention the fantastic events the CIPP puts on for the entire industry (our Annual Conference and Exhibition and Pay Live) and smaller, more focussed groups (the Payroll Services Summit and Public Sector Pay Forum), as they’re truly wonderful places for meeting amazing people. The more focussed events give you the opportunity to really dive into specific issues facing you and your business, and to build a support network. Meeting people in similar roles “With mindful implementation of
will help you to build a network of people you can rely on and reach out to in times of need and improve the profession for all. Immersing yourself in everything pay-related goes a long way to raising the profile of the industry, and means you can go back to your colleagues with ideas, inspiration and passion, which is infectious. AJ: Good networking isn’t about being loud or having thousands of connections on LinkedIn. It’s about being present. The strongest connections are built when we listen with compassion, and approach conversations with real interest and curiosity. Let’s show up as humans first and then pay professionals! By valuing long-term trust over short-term visibility, and leading with integrity, we can build our profiles organically and make genuine connections. Sharing challenges as openly as successes, offering support and encouragement and representing payroll as a profession rooted in care: all these things matter. By networking with authenticity, we help reshape how payroll is seen - as a devoted professional community that’s grounded, supportive and confident in its purpose. HW: One of the biggest challenges the pay profession has is this ‘pushing a button’ perception of payroll. While payroll is trusted to deliver outcomes, how it achieves them is often not well understood. Networking plays a key role in changing that. We see payroll frequently operating in the background, with limited visibility. Senior stakeholders can be reluctant to engage, partly because payroll is working, and partly due to concerns about disrupting it. At the same time, there’s a clear desire for greater transparency and involvement in business discussions. Internally, this means opening up payroll: building relationships with HR, finance and leadership, and clearly articulating processes, risks and insights. Externally, it involves contributing to industry conversations and sharing practical perspectives on regulation, technology and operations. What works well is when pay professionals actively demystify their function to translate complexity into clear, relevant insight. Strong networking removes the ‘pushing a button’ perception and instead builds trust, and positions payroll as a visible, credible partner within the business.
Lora Murphy MCIPPdip
CIPP Content Editor
Made with FlippingBook - Online magazine maker