FEATURE TOPIC
Which relationships should professionals build to influence policy change? EC: I think the most important relationships you can build in payroll are the ones with other payroll professionals. This will help you build confidence to discuss changes as you’ll have awareness of other policies used and what their impacts are. It’s key to build relationships within your workplace, as this will help you feel more confident to have your say and more comfortable in sharing your thoughts. A combination of internal workplace relationships and external payroll professional relationships will massively impact your influence. SJ: The CIPP’s policy team does a fantastic job of representing the payroll profession at a policy level. If you’re interested in influencing policy change, use the think tanks and other events to ensure you can put your message across. SO’S: This is a straightforward one… build a relationship with me and the rest of the policy team. We’re essentially a part of your membership package, and we do this work for you. All you need to do is get in touch, provide us with your feedback and we’ll share it with the relevant policy makers on your behalf. DR: Professionals should be aware of ongoing and upcoming consultations. This can be achieved by being a member of professional bodies. They should take time to understand the proposals and respond, so their points of view can be gathered and put forward by industry bodies representing the sector such as the CIPP. If you don’t contribute to help shape the future, you have no right to moan about a policy once it’s in place. LS: I recommend building relationships with:
professional is that the community is always there to help out, share ideas and problem solve alongside you. You could: l use the specialist interest groups (SIGs) to network and start conversations. See the SIGs as your payroll chat forum. You can find them in the MyCIPP area of our website: https://ow.ly/VFjr50PrIro l attend one of the face-to-face or online BeConnected events at the start of 2024. Running throughout February and March, they’ll provide you with everything you need to know ahead of the new tax year, give you the opportunity to ask questions directly to the policy team and to network with your fellow members l attend our Annual Conference and Exhibition in October. Walk away having extended your network and your knowledge l sign up for the BeKnowledgeable events, which run throughout the year. They provide a high-level overview of a key topic – a great way to keep up to date, give you food for thought about how things work in your workplace and allow you to virtually network with your likeminded peers. DR: Professionals should believe in themselves and shouldn’t be afraid to share ideas. Piloting ideas on a small scale and then adapting before rollout will help build confidence. Not all ideas work but you must give them a try to explore feasibility. Everything around us is changing so we must change with it too. LS: Start with sending your ideas to a small group and incorporate their feedback. Build a factual data presentation based around what people want to hear that’s also interesting – for example, the total gross pay processed last period / quarter / year. Get feedback on current topics in the industry. If you engage with people in the right way and ask their opinion, you might be surprised by what you hear back, which can lead to support policy change, seats at tables and overall buy-in. JW: Networking with peers is a great way to build confidence, find exposure to new ways of working and discuss the challenges you face in getting your viewpoint across. Look to take some general management or public speaking courses to build your skills in those areas. If you haven’t already, join a professional organisation like the CIPP and get a qualification to showcase your skills and experience. If you can find a mentor, it can really help to have a different point of view of yourself. n
never know where their assistance might be needed when working late. Because they often have highly variable payments, a shift leader can give you confirmation when you need it to get a payroll signed off. If you can, get yourself in front of the board to present data or report on system implementations. It’s good to raise your profile and to see how your department can fit into the wider strategy of an organisation. “The CIPP’s policy team does a fantastic job of representing the payroll profession at a policy level” How can payroll professionals build the confidence to put their ideas forward? EC: I’ve built my confidence through developing my payroll network. I have many great payroll professionals around me which helps massively with my confidence. I like to share and compare experiences with them, developing my knowledge and giving me, visibility of other payroll professionals’ day-to-day roles. I feel it’s extremely important to build a network as it helps you feel comfortable in your knowledge, ideas and ability. This is most beneficial in businesses where payroll is a department rather than in a fully managed payroll bureau. I’ve also found constantly enhancing my knowledge and using resources to gain understanding in all areas of payroll makes me more confident. SJ: If confidence is an issue, it’s usually because you don’t like being outside of your comfort zone. So, my advice would be to step a little outside of your comfort zone. Perhaps put a meeting in the diary with a colleague you trust to discuss your ideas, or to do some individual testing to evidence whether your idea could be a success. Start by taking small steps and your confidence will grow in turn. SO’S: Use the wealth of CIPP membership benefits available to help build your network. A problem shared is a problem halved, and one of the main things I love about being a payroll
l the leadership team l centres of excellence l team members l direct management l core supporting functions.
JW: The key relationships for payroll are with finance and HR, but there are many other relationships the professional can build to raise support and have an effective influence on an organisation. For me, you should look to build connections with executive personal assistants – making their lives easier will give you valuable access to the decision makers and ensure you learn about anything which could affect payroll or pensions. I always advocate getting to know the security and cleaning staff, because you
| Professional in Payroll, Pensions and Reward | September 2023 | Issue 93 34
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