THOUGHT LEADERSHIP | 45
agreed responsibilities prevent payroll from becoming the bearer of bad news after expectations have already been set. Payroll also delivers value in ways that are often overlooked. Pay professionals are well placed to provide general guidance that helps employees understand their payslips, benefits and statutory deductions. For example, many higher-rate taxpayers are unaware they may be entitled to reclaim additional pension tax relief directly from HM Revenue and Customs. There’s an important boundary here. Pay professionals must remain mindful of the distinction between providing general information and giving regulated tax advice. Clear signposting, standardised guidance and appropriate data privacy controls allow payroll to support employees responsibly, without overstepping professional or regulatory limits. In several organisations, I’ve introduced
demand. Recent legislative changes, including greater reporting integration and evolving adviser requirements, have raised expectations on payroll teams without necessarily increasing capacity. Strategic payroll contribution is only possible when teams are properly resourced and workloads are realistic.
payroll expertise into the language of impact, cost, risk and employee trust ensures it resonates at senior level. Pay professionals hold some of the most accurate workforce data in the organisation. When that insight is shared concisely, supported by governance and backed by professional standards,
simple, employer-approved template communications employees can use
payroll’s voice becomes expected rather than exceptional. The events of recent years, particularly during Covid-19 and the furlough scheme, demonstrated just how critical payroll really is. Pay professionals were interpreting legislation in real time while ensuring people were paid correctly and organisations remained compliant. Since then, the complexity of employment tax has only increased. It’s time for payroll to be viewed differently. Not as a processing function. Not as an unavoidable overhead. But as a professional discipline, properly resourced, clearly governed and embedded across HR, finance and leadership. If payroll is given a seat at the table, supported by structure, investment and professional standards, organisations will not only reduce risk, but will also make better, more informed decisions. That is what levelling up payroll really means.
Professional development is therefore critical. Payroll is a regulated, technical discipline that requires continuous learning. Formal training, qualifications and adherence to professional standards, including those promoted by the CIPP, are central to elevating payroll’s status and ensuring consistent, confident advice across organisations. Finally, payroll leaders must be able to operate effectively within complex organisational dynamics. Heads of department often compete for attention at C-suite level, and payroll insight can be overlooked if it’s raised too late or framed too technically. Being heard doesn’t require payroll to be louder, but clearer. Translating
independently. This approach supports staff understanding while maintaining appropriate boundaries and safeguarding personal data. For payroll to operate effectively at this level, resource and capability cannot be ignored. Modern payroll is operating in an environment of increasing regulatory
Louise Keevil ACIPP Finance Manager, Wagonex
Made with FlippingBook - Online magazine maker