28 | FEATURE ARTICLE
Q: How can small teams with limited resources ensure they’re keeping their knowledge up to date? FS: Keeping knowledge up to date has become increasingly challenging for pay professionals, particularly for those in small teams with limited time and resources. The pace of change, combined with the sheer volume of information available, can feel overwhelming. The key is to strike a balance between real-time updates and deliberate reflection. Many professionals rely on trusted sources such as the CIPP’s news emails, Employer Bulletins from HMRC or updates from payroll software providers to stay informed as changes happen. However, it’s just as important to step back periodically. Structured updates, such as annual payroll update courses or short tax year briefings and events, allow teams to check they haven’t missed anything and prepare for what’s coming next. Ultimately, even if those reflection points don’t come from a formal training provider, taking time away from day-to-day processing to review changes and assess skills gaps is vital for maintaining long-term payroll accuracy and confidence. PU: Keeping knowledge up to date, without spending a fortune, can seem daunting but it doesn’t have to be. Good preparation and identifying smart, cost-effective strategies can ensure your team is up to date. Here are some tips: 1. Leverage free or low-cost learning platforms. Look out for HMRC or industry body webinars for topic updates. Use their websites for free updates and guidance. LinkedIn is a great platform on which to see other people share updates, along with links to webinars / guidance. 2. Build and maintain an internal knowledge base. Whether this be a fully documented piece for people to refer to, or informal (regular) team ‘huddles’ which allow your teams to share recent knowledge they’ve gained or any changes they’re aware of. 3. Tap into wider professional networks, not just LinkedIn. This can be a cost-efficient way to receive regular updates. 4. Sign up to receive email alerts. Yes, they can be frustrating and wield lots of useless information, but it’s worth sifting through the rubbish to find the hidden gems which can help your business. Q: It’s easier to ensure internal teams are keeping on top
of updates but how do you ensure any third-party payroll processors / providers are keeping up to date with legislative / compliance changes? FS: Ensuring third party payroll providers stay up to date starts with robust vendor selection and continues through regular communication and oversight. During procurement, organisations should ask providers to explain how they monitor legislative change, train their staff and update their systems. Professional accreditations, such as the Payroll Assurance Scheme (PAS), provide additional reassurance by demonstrating a commitment to quality, governance and professional development. “Payroll functions are being asked to absorb frequent tax, labour and reporting changes without corresponding increases in headcount or technology investment” Once a provider is in place, maintaining open and constructive communication is key. Regular review meetings, clear escalation routes and a shared understanding of responsibilities help ensure legislative and compliance changes are identified and implemented promptly. PU: When you outsource any part of your business, you’re trusting someone else to handle this function and to conduct themselves in the same way you do. Remember, as much as you may trust them, the compliance responsibility will sit with your business. Do your research when selecting an outsourcing partner. Look at their track record of handling changes, speak to others in your industry and see who they use and listen to their ‘real world experience’. Asking for references from people is useful, but ultimately those will be cherry-picked from customers they know will give a positive review. Ensure the contract has the relevant clauses within it, make compliance a non- negotiable and look to include audit rights. This will give you the power, should you wish, to check their processes.
Establish a formal governance framework with your provider to:
l include clear key performance indicators and service level agreements which are linked to compliance l conduct regular / periodic compliance due diligence l request compliance attestations to confirm they’re up to date with regulatory and legislative requirements. Maintain open communication with your partners – any good provider will be both transparent and proactive. Regular check- ins and reviews with clear expectations laid out can keep compliance on track, and your business out of trouble. Q: What are the biggest risks for the pay professions you see for the year ahead? PS: The most significant risk facing payroll teams in the year ahead remains regulatory change and growing compliance complexity. Payroll functions are being asked to absorb frequent tax, labour and reporting changes without corresponding increases in headcount or technology investment. This creates heightened exposure to late or inaccurate filings, manual workarounds and employee burnout. Examples on the horizon include expanded pay transparency and reporting obligations, evolving benefits taxation and increased regulatory scrutiny. Another critical risk area is data quality and upstream process failures. Payroll accuracy relies on data from multiple sources: human resources (HR), time and attendance, benefits and finance, many of which sit outside payroll’s direct control. When data is delivered late or inaccurately, the impact can include financial penalties, reputational damage and erosion of employee trust. Strong change controls, defined cut-off dates, data validation and exception reporting are essential, alongside clear ownership of source data outside payroll. Payroll also remains a prime target for cybersecurity threats and fraud, due to its combination of sensitive personal data and financial transactions. Recent breaches have disrupted salary payments where contingency planning and controls were inadequate. Organisations are also seeing increased executive impersonation, phishing attacks linked to bank detail changes or bonus cycles and insider threats driven by weak segregation of duties. The consequences can include
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