FEATURE TOPIC
l review our weekly News Online email. Emma Watson: The best way to keep up to date with changing legislation is to read the CIPP’s Professional magazine. I take notes from articles which help me in my role and inform colleagues of any changes we need to be aware of. I also check the CIPP’s News Online page most mornings, as well as bookmarking the payroll legislation matrix on my computer, so I have easy access to as many resources as possible. I sign up to webinars through the CIPP, HMRC, The Advisory, Conciliation and Arbitration Service and The Pensions Regulator. Together as a payroll team, we watch them and make notes. We add our findings to training logs and chat about upcoming changes. Signing up to newsletters from these providers helps to keep me up to date with the webinars being released. Building a strong relationship with software providers / third parties is also key. I have regular contact with our providers to ensure we’re using the most up to date software as efficiently as possible within our payroll bureau. Having these strong connections gives me reassurance and confidence that we’re using the best tools to deliver a high-quality payroll service. How important is it for payroll teams to not only understand the impact of legislative changes internally, but also communicate them to the organisation more widely to ensure employees understand them? MM: It’s vitally important for all payroll professionals to understand the impact of legislative changes. It’s our role to ensure they’re applied correctly through the payroll and to assist the understanding of the wider business or clients as to how they will impact them and their staff directly. We have certainly found at BDO that the more information we provide to the wider firm and to our clients, the more it minimises the number of queries and concerns surrounding any changes, as individuals are better prepared and are expecting change. SO’S: I believe this is hugely important. Payroll professionals are the people who will be asked these questions by the employees they pay, whether they’re your own employees, or employees of a client.
We need to ensure we can answer the questions without using payroll jargon to ensure employees, our customers, come away with their question(s) answered, fully understanding why something has been processed the way it has. This isn’t just empowering for them, but it is for you too, knowing that their experience with payroll has just skyrocketed, and that’s all down to you explaining something to them in a way they understand. In doing this, that one individual will more than likely explain it to their colleagues, which ultimately reduces the queries coming through to the payroll team. "The more information we provide to the wider firm and to our clients, the more it minimises the number of queries any changes, as individuals are better prepared and are expecting change" How can you help new team members deal with the busy year end environment and beyond, and ensure they’re not overwhelmed? MM: Payroll is a fast-paced environment with non-moveable deadlines, which can introduce additional pressures. However, these attributes then make it a dynamic and busy role, which attracts ambitious, hardworking and dynamic individuals who want to be challenged. Taking this into account, it’s key to ensure that new members of staff understand the pace of the environment they’re working in, and when the key busy times will occur each month and year end, so they’re prepared and not overwhelmed. I would also recommend including new staff in the year-end process, even as observers, as it’s a great learning and development opportunity. SO’S: When someone is doing something and concerns surrounding
for the first time, it really helps to have an overall understanding, so ensure they understand why processes are done the way they are. Ensure they’re supported and explore ‘buddying’ them with a long-standing member of the team. Allow them to shadow their buddy, as it’s the ideal time to get suggestions for process improvements – a ‘fresh pair of eyes’ and all that! Another thing to allow for is some reflection time once you’ve moved into the new tax year. What went well, and what didn’t go so well? EW: New team members should begin by shadowing and gradually build up up to running payrolls, once understanding the payroll processes the company follows. They should understand that no question is a silly question. As payroll needs to be completed accurately and on time, the more questions asked, the lower the risk of incorrect payroll runs. They need to understand the importance of payroll and the value it holds within the business. Payroll crosses into multiple departments within a business, such as HR and finance. Therefore, the new team member must be encouraged to be a strong communicator. Working in payroll is complex. The new team member needs to understand they’re not only inputting data, but that they will also become the hub for all pay-related queries. They will be the point of contact for employees / clients receiving payslips digitally; therefore, they need to understand the software being used. They need to understand and adhere to legislation as well as company policies to ensure the role is being carried out to the highest standard. This can be overwhelming, so the new team member needs to be reassured by completing training in these areas, and only proceed to the next stage when they feel confident and ready. The new team member needs to be offered a support network – from line managers to tutors via qualifications, they should understand their points of contact and the wealth of resources available. New team members need to be supported via: l training l informal check-ins l progress reviews. And, most importantly, they need to be encouraged to promote payroll and its values as it’s an industry in its own right. n
| Professional in Payroll, Pensions and Reward | March 2024 | Issue 98 38
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