FEATURE TOPIC
joining the industry can go into software development, development in artificial intelligence (AI) technology, education and training, project management, data analytics, digital forensics – I could go on and on. Eilidh McFarlane: From experience, the payroll profession offers a dynamic and rewarding career path. However, I believe there may be a stereotype in that people believe payroll is only about processing payslips every month. So how do we tackle this as an industry to encourage future generations to choose payroll as a career path? How do we sell the role as a diverse, interesting and thought-provoking role young people should choose? Most professionals I know, including myself, ‘fell’ into payroll. However, we can actively promote the profession to becomeme a deliberate career choice for the younger workforce. But how do we achieve this? Sharing success stories and interesting case studies on social media is crucial to enlighten people on what the role actually entails – it’s much more than perceived. When young people hear positive narratives and success stories, they want to explore further. As a young person, it’s difficult to choose your career path with little life experience in the workplace. Can we do more to entice the upcoming generation into our profession? What’s exciting about
technology solutions almost certainly powered by AI. These will alleviate most of the processing weight from the payroll job role, meaning the payroll professional of the future will be relied on for their: l payroll expertise l ability to think strategically about how payroll can add value to an organisation l use of softer skills in supporting the workforce. Payrollers in the future will be able to make more use of the other skills they have but aren’t always recognised for. Or that they’re unable to use when they’re bogged down with operating a payroll. JL: Data-driven skills are certainly the way forward. With more businesses recognising that the data payroll holds can be used to successfully shape the vision and strategy of a business, the need for skills in analysing that data and finding patterns and trends will become essential. However, with data and systems being the way forward, we run the risk of leaving behind those core softer skills which shape the payroll industry and the people it serves. These are skills such as communication . Having a payroll team that understands the way pay is calculated (despite the system doing the calculations) is essential when dealing with employee queries and being able to explain in simple terms why and how the pay is worked out. Adapting that information to be delivered differently depending on the employee’s knowledge of payroll is a vital skill. Also, payroll sits at the very centre of an organisation and having the ability to communicate confidently at all levels is important. Payrollers need empathy . A front of house payroll is a highly emotive department of an organisation. People’s pay enables them to live, socialise and, in many cases, survive. Empathising with employees and helping them to understand their pay plays a huge part in promoting positive employee-employer relations, encouraging loyalty within the workforce too. Stakeholder management is also key. Payroll relies on multiple departments within an organisation to provide information and plan strategies. Having strong stakeholder management skills can make the process smoother, manage expectations and successfully reach the required outcomes. Leadership is imperative. With such a fast-paced, ever-changing environment
to manage, it’s often important to quickly gain the trust and buy-in of teams and employees ahead of implementing any change. Drawing on core leadership skills such as influence, inspiration and motivation is key to seamlessly manoeuvring the multiple spinning plates. EM: I believe the core competencies – time management, attention to detail and the ability to work under pressure – will remain vital for payroll professionals to 2030. However, with so many legislative changes and technological advancements, being adaptable and resilient to change is crucial. Young people can bring new ideas to the industry which can help us to work differently. For me, strong communication skills remain the most important. My role is so diverse; one day I could be delivering a training session to managers on change, and the next day I may be presenting an options appraisal to the board, while supporting my team with customer enquiries and handling complaints. The key to all of this is effective communication, strong people skills and having the ability to prioritise. How can employers design payroll career pathways which encourage long-term development, growth and loyalty? AB: Employers can design effective payroll career pathways by creating clear progression frameworks, offering continuous professional development (such as IPPE qualifications) and integrating mentorship and cross-functional opportunities. Recognising payroll as a strategic function and investing in both technical and leadership training helps foster loyalty, engagement and long-term career growth. JL: There’s a great quote by Sir Richard Branson: “Train people well enough so they can leave, treat them well enough so they don’t want to.” I believe that encouraging long-term development and earning employee loyalty are two separate strategies employers need to address. Offering development opportunities for career pathways which benefit your business direction is a great way to plan succession. In addition, offering transferable development is also a positive message to your workforce that you’re devoted to them as individuals and not just your business model. Showing employees you’re genuinely
our role as a payroll professional? For me, I love how much variety
payroll brings and the new challenges it presents in an ever-changing, fast-paced environment. Each payroll role I’ve worked in has been so unique. Having worked in a payroll bureau, then an in-house payroll team and now a local authority, I know they all face different challenges. Unlike some other professions, payroll provides the unique advantage of earning while learning. You can start in a junior role but learn and progress fast. Every organisation needs payroll professionals. We must proactively communicate these opportunities and benefits to the upcoming generation and showcase payroll as the secure and rewarding career it is. What key skills will the payroll professional of 2030 need, and how can we start preparing for that now? AB: I predict that large parts of processing payroll will be delivered by sophisticated
PROFESSI NAL in Payroll, Pensions and Reward
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June 2025 | Issue 111
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