GLOBAL PAYROLL MAGAZINE
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1.05 p.m. Eating sandwiches and checking e-mails. We were in the headcount review for following year cycle. Fortunately, our Board were less worried about seats occupied and were very focused on the quality of those occupants. So far, we didn’t anticipate any seismic shifts in the business to warrant any number changes. 1.44 p.m. I circulated my flexible working suggestion paper to the management team. It was based around identifying which activities could seamlessly be carried out remotely and then those that could be done on a hybrid basis, or those that required an office presence. In a sense, there were compromises, but all business heads had to justify their preferences. Additionally, staff would be polled. Remote might be a problem for some, and others may need additional support. The main thing was that there would be full opportunity for consensus. Obviously, there was a lot of detail to work through, but the HR department had brainstormed the various scenarios, and we were pretty well prepared for whatever came out. 3.15 p.m. I had a meet with my team supervisor. The Head of payroll and I had decided a couple of days ago that we would defer the new HR & payroll system project until after the holiday season, so it was a bit early to think about software exhibitions just yet. We went over what was due to happen while I was away. Instead of doing that tomorrow, I preferred to plan things out and leave a margin for anything to happen in the meantime. The supervisor would attend the fortnightly management meeting in my place. I am never contactable on holiday, nor do I contact the company. That’s our departmental rule for everyone, and nor do we let things pile up; we all pitch in to deal with any day-to-day issues. 5.11 p.m. It had felt like a long day. On the way home I would check over my packing list for the umpteenth time!
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