FEATURE TOPIC
interested in their development definitely promotes positive employee engagement and morale. However, if it isn’t underpinned by the right foundations, it can feel like more of a tick-box system than an authentic investment. For example, listen to employee career aspirations, shape development to play to their strengths and create a plan of how you’ll meet those aspirations together. Also, don’t react negatively to employees wanting to leave to pursue further development that you may not have the ability to offer them. Leave the communication lines open. They’ll appreciate and thrive on the opportunity to expand their knowledge. And by leaving them the option to return, your business will only benefit from the broader skills and experiences they bring back with them. I’m sure many employers will consider this a risky approach, but I feel achieving true employee loyalty is along the lines of what Sir Richard Branson states. Give employees the skills and confidence to leave, authentically invest in them so they don’t want to, but also offer them support and encouragement to return if they do. EM: Understanding your team, how they work together and using their strengths is key to running a successful department. For new entrants, I have them shadowing more experienced members of the team, so they
which allow individuals to advance through continuous learning, gaining qualifications and increasing responsibilities, with the opportunity to earn a better salary. The benefits are evident, as team members know there are always opportunities to grow and progress, and to provide support to less experienced individuals. The payroll profession encompasses various roles beyond processing, including system development, project management and pensions administration. Allowing team members to explore their interests can lead to greater job satisfaction. How does offering flexible working arrangements impact payroll team performance and staff retention? AB: Payroll has long been an industry with peaks and troughs of busyness. In organisations with traditional structured business hours, this means payrollers are required to give more without necessarily being able to take advantage of downtimes. Treating payroll professionals with the respect and trust they should have, and enabling a flexible approach to work, reaps dividends in being able to attract and retain the very best people. To do this successfully, clear key performance indicators and expectations need to be agreed, including forecasting resourcing. Peak payroll can be relentless, so organising time productively around it is key. However, enabling employees to work in ways which allow them to be more productive and less stressed is a huge benefit to any organisation. JL: Personally, I feel not offering flexible working arrangements has a more negative impact in these areas. It’s no great secret that motivated and happy people are more productive and engaged. By creating
a working environment where your team doesn’t feel the pressure to conform to a set time schedule, location or working pattern, you can make employees feel far more motivated and focussed when they’re working. Of course, as payroll is a time-sensitive industry, there’s a nervousness that the deadlines won’t be met if teams are given free rein over when and where they work. But with firm objective setting, deadline clarity and transparent agreements of responsibility between team members, it can be managed effectively. EM: Since Covid-19, employers have had to implement flexible working arrangements. We have the challenges around sustainability and decarbonisation, which has led to employers thinking outside the box on office and remote working arrangements. Studies show that offering flexibility broadens recruitment opportunities, especially with the younger workforce. Being flexible to individual needs as an employer in today’s working environment is important. Giving people flexibility and work-life balance allows people to work to the best of their ability. Being flexible and using technology effectively can open the geographical spread for recruitment. It also reduces commuting time, costs and emissions, which many employees will find appealing. Balance and compromise are essential. While remote work offers its benefits, in-person interactions are invaluable for training, team collaboration and development. Everyone’s preferences and lifestyles can vary, so balance and flexibility are key in having a happy team. Happiness in the workplace is proven to result in higher productivity and increased staff retention rates.
learn and grow with confidence. Attracting and retaining payroll
professionals is challenging due to the job’s specialised nature – most people come into the role with little or no experience. Therefore, as a manager, I must bring strong developmental skills to support and inspire new entrants. To promote long-term growth and loyalty, offering clear career progression opportunities is vital. In my team, we’ve implemented career-grade structures
Leon’s thoughts “At Duvet Flip, we’re a 100% in-office team – and proudly so. Why? Because we believe in collaboration, culture and real-time learning. We see the magic that happens when people share ideas, swap stories and build relationships face-to-face. And every Friday? It’s “Culture Day”– a few hours out of the office for food, fun and bonding. “That said, we know work styles vary. Some young people thrive in structured environments; others have real-life reasons to work from home, whether it’s anxiety or being a young carer. But in general, most young people don’t want to work in isolation from their bedroom five days a week. They crave
connection, mentorship and shared energy. “We believe anyone with under five years of work experience should be in the office as much as possible. That’s when the real learning happens.
“We’ve also redefined what work hours mean. The traditional 9-5 is outdated. Life doesn’t operate on fixed hours, so neither should work. We care about outcomes, not inputs. If someone needs time off during the day for something important, we trust them. When your people feel respected, they give you their best in return.”
PROFESSI NAL in Payroll, Pensions and Reward
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June 2025 | Issue 111
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