FEATURE
of communicating, with in-app push notifications for important actions, such as: ● overtime approval ● pay information available to view ● tax code changes received. JD: Keep the agenda relevant and relatable. Everyone expects to be paid accurately and on time; therefore the performance of the department links directly to financial well-being and good health. If 100% of staff are being paid correctly all the time, celebrate this, and consider ways to promote great performance. However, that performance could be due to considerable re-work, so look at communications which also link to the green agenda – reducing waste or repeated actions, and the impact that right first time has on overall performance. Unfortunately, although payrollers understand the importance of having set payroll schedules in place, this isn’t always understood by the rest of the business MM: Due to the ever-changing landscape and legislative changes that continue to impact payroll, those responsible for it are inundated with information. Unfortunately, the changes are complex, meaning information provided by governing bodies is incredibly complicated. It’s often difficult to establish how this impacts each business specifically. BDO focuses on ensuring communication channels are strong, and we provide clients with information that’s simple to digest and offers clarity on the areas of impact specific to each client. We’ve introduced our Payroll on Point newsletters, which we publish and distribute regularly to all our clients, providing easy-to-read information on legislative changes and elements of interest. We also provide clients with hubs who provide payroll input
relationship management is key in continued performance development. The example of a general ledger in place between payroll and finance is an automated solution to reduce manual journal entries. Regular reviews of how the interface is performing, what changes may be necessary and whether correct codes are being applied can all reduce re-work and foster good relations between departments.
on our website which provide them with essential information. GT: There are several different channels we use frequently when communicating with our employees. Recently, we’ve rolled out an employee app that can be downloaded onto employees’ personal phones, which provides up-to-date information and news, and hosts online payslips and time statements. Our team have been heavily involved in the launch of the app. We also posted an article celebrating the CIPP’s national payroll week to champion the payroll team and the work they do, giving a face to the team, who have been working remotely for the last 23 months. The app invites comments and likes on articles, and we received some positive feedback. By providing targeted communications and support sessions, we’ve empowered individuals to access the app and use it daily so they can see its benefits. The high uptake rates meant we could move away entirely from paper payslips, which has helped with our sustainability credentials. We try to tailor our communications as much as possible. With a mix of production and office staff, we always consider diverse ways of getting our message across – this varies from digital signage in production areas, to messages on payslips or updates on our HR portal. With the drive to automated systems, how important is it for payroll to ensure it retains its physical communication links with other departments? NC: Communication is hugely important. As systems have become more automated, the shift from transactional work for payroll professionals to becoming more of a business partner is emerging. More time can be spent focusing on a deeper understanding of payroll legislation to improve the value of communication with other departments. They can also nurture and grow those partnerships with third parties to enhance system developments and processes, while making the business aware of such changes and the associated benefits. Additionally, they can assist the business by analysing and unlocking powerful payroll data to make critical decisions, from the end user to the boardroom level. JD: This is a great question, and
A solid network can support the buy-in and co-operation needed to make changes
Having a close link with operations will highlight key concerns from the business to payroll and vice versa – for example, if a pay award is dependent upon senior reviews taking place or agreements being made. In such scenarios, payroll should communicate calendar deadlines to encourage good practice, and allow enough time for awards to be input to systems ahead of deadlines. MM: Payroll is typically the central point for most data required by the rest of the business. It’s vital payroll teams retain strong links with other departments, enabling them to work closely and more efficiently together. Retaining strong interdepartmental relationships makes it easier to understand each department’s differing requirements and their drivers for making decisions. This can be reflected in the way teams work together to create momentum for the business. This is becoming increasingly important, with businesses expected to be more agile and accommodate all the changes taking place around them. GT: Our ambition is that everything is fully automated and digital, so we can move away from paper and excel sheets. We’ve shown throughout lockdown that payroll can be delivered remotely and doesn’t require an onsite presence. However, where physical communication and presence does prove important is where it supports building a network within your business. Particularly in a large, international company, a solid network can support the buy-in and co-operation needed to make changes. n
| Professional in Payroll, Pensions and Reward | March 2022 | Issue 78 20
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