“The only way to do great work is to love what you do.” Steve Jobs (1955–) (https://en.wikipedia.org/wiki/Steve_Jobs)
Editor’s comment
It seems probable that the pandemic has irrevocably changed how and where people work. Indeed, this is evidenced by the large number of press releases I continue to receive that identify a wide range of concerns
Along with the many press releases about the return to work, I note an increase in those about pensions. Hence, this issue carries several articles on developments in this field.
and wishes employees express about their workplace and work. So, I think many of you will find the article on page 10, exemplary, as it details how the CIPP is handling the return of staff to the office.
Mike Nicholas MCIPP (editor@cipp.org.uk) Editor
Chair’s message
This issue provides some interesting articles containing practical advice to help with finding, retaining, and developing colleagues. There are many challenges throughout the recruitment, retention and succession planning journey that have
Providing employees with opportunities for growth means they will be less likely to seek it elsewhere. Promotion rates will increase together with your employee engagement and retention rates. Internal promotions send the right signals to your workforce that career progression within the organisation is possible, encouraging and improving retention. When employees can envision a promising future, they are more likely to go above and beyond to excel in their role. Succession planning means they are more likely to stay, to achieve their desired career goals. Of course, retention and development come at a cost. Calculating, assessing, and agreeing the available budget will be a challenge. Consider the true costs of retention by incorporating the turnover costs if the right candidate is not chosen or leaves because no development or succession is available. When employees discuss development budget with their employers, the availability of lower cost, online courses that remove travel expenses, should not be forgotten.
seen significant changes in the last year due to the pandemic. Some of these will automatically be adopted due to the benefits and improvements they provide to the way new employees are interviewed, assessed and recruited. Finding the right person is a critical part of the process. Whilst external candidates bring a fresh perspective, increased diversity and new skills, internal recruitment (where there is a strong internal talent pool ready-to-go) provides employees with the opportunity of promotion. Whether you recruit a candidate for the skills and knowledge they will bring or for their can-do attitude and adaptability for development, will depend on the role available. The fit of an employee for the organisation should always be assessed. You could recruit the most highly skilled candidates, but if they do not fit in with the current workforce the likelihood of them staying will be reduced. Internal candidates will already be vetted for culture-fit, and you will have a strong understanding of their current skills and their ability to learn new ones.
Liz Lay MSc FCIPPdip FHEA ACIPD (liz.lay@cipp.org.uk) Chair, CIPP
The CIPP board recently formally met with the CIPP senior leadership team (SLT) to review the rolling strategic vision for the next five years as well as the progress from our strategic meetings held in earlier years. This is not an easy task, but with regular input CEO’s message
strategy meeting. Considerable work and investment on refurbishing our Foundation Degree in Payroll Management and the Foundation Degree in Pensions Administration and Management began in July 2019, under project management of the CIPP. We are leading the content development of all technical modules whilst the Heart of Worcestershire College leads content development in the soft-skills modules. See page 13 for a detailed account of the progress. The pandemic has shown the importance of payroll and pension professionals; and the demand for training and qualifications – driven both by employees and employers – continues to be a key focus for the CIPP and the board of directors in ensuring all staff working in these key worker positions are suitably skilled in continuing to keep the UK paid. Keep safe and well.
from all levels of membership – through the market insight survey, the future of payroll survey, special interest group input or informally by members – this feedback all helps with the direction of the CIPP. At the 2019 strategy meeting, the SLT confirmed with the board the following strategic objectives to be achieved over the next five years: ● growing membership and brand awareness (membership) ● leading innovation and engaging certified solutions (qualifications) ● providing knowledge and skills to practitioners (training) ● providing governance and advice to all payroll professionals (governance). Work continues apace on all these objectives, but I mention particular work on our Foundation Degree offering as we continue to keep this relevant and timely, as this was a key focus at the 2020
Ken Pullar FCIPP (ken.pullar@cipp.org.uk) Chief executive officer, CIPP
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| Professional in Payroll, Pensions and Reward |
Issue 71 | June 2021
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