REWARD
B y focussing on multiplying value rather than solving problems, you’re more likely to become a better problem solver. The same is true for focussing on the way you communicate to leadership for strategic recognition. When communicating to senior leadership, it’s about how you present yourself as a leader. Respect is gained through knowledge and presentation of the facts, options and recommendations and doing it confidently. Consider the following: l how you fit into the wider strategic picture l how impactful you are to employees, stakeholders and wider external stakeholders (think about business reputation) l how you benefit the business l how you align with the business’s vision and strategy l how you are keeping on top of industry changes l what sets you apart from other functions l how you can be the best. A sense of purpose To obtain strategic recognition, you must first be clear on your purpose, vision and then your strategy. Businesses should have a strategy – it’s about the choices they’ve made to achieve the desired goals. Do you have one? What is it? Can you clearly articulate it? Think about how your payroll strategy is determined from this and what you are going to win at. Could you look to make cost savings somewhere to introduce pay on demand or another market disrupting and leading product which will impact your employees in the best way possible, adding agility and enhanced service to the function? Payroll professionals are fantastic at solving problems and with payroll long considered a back-office function overseen by human resources (HR) or finance and being a business cost not revenue generation, communicating the strategic worth and responsibilities in a simple way is going to win hearts and minds. Do you invest the time with your key stakeholders that you expect them to invest in you? When you take the time to understand your stakeholder and reflect their values, you build trust. When you use emotion and authenticity to frame
your work, you make it memorable. And when you pair that with clear, actionable messaging, you inspire change. Communication comes from a place of purpose, where your “why” aligns with the values of the people you want to reach. That’s what makes them resonate. For the HR team, that might mean focussing less on technical compliance and more on the human stories behind the data. For mission- driven organisations, it’s about turning your work into a narrative that invites people to be part of the understanding and importance of the function. Connection isn’t just about what you do; it’s about how your work makes people feel. And that’s the story worth telling. “When you tell a story, you’re not just sharing information; you’re inviting people on a journey. You’re showing them why your work matters, how it impacts their lives
The art of communication is easy; keep it simple and structured and tell the story. We should learn to use storytelling to amplify our work and to make it not just heard, but felt. The world runs on stories, yet it’s a skill we have a tendency to lack in payroll. Instead, we focus on technology, process, data, controls – the logic. Here’s the truth: people want to care. They want to be inspired. The challenge is giving them a way in, and that’s where storytelling changes everything. When you tell a story, you’re not just sharing information; you’re inviting people on a journey. You’re showing them why your work matters, how it impacts their lives and why they should care. A good story doesn’t lecture; it engages. It doesn’t just ask for attention; it earns it. Gaining buy-in Communication for buy-in are stories which will always be evolving. Just like change, start where you are, with what you have, and let your story grow – keep communicating. When you tell it authentically, with heart and purpose, it has the power to inspire others and to drive change in ways you might not yet imagine. The question isn’t whether your story matters; it’s how you’ll choose to tell it. For too long payroll has sat in the dark, often behind the scenes, but it’s time payroll professionals communicated their value through storytelling and the presentation of data. Acknowledge and take the time to understand the emotions of others. There is no you and them; you’re in it together and listening to people builds trust and buy-in. Just like strategy, communication and direction is key – people need to know where they’re going and why. What’s the opportunity and why are you solving any problem? Explain the timeline, the responsibilities, assumptions and dependencies and don’t cut knowledge short. When you provide clear communication and direction, people will feel comfortable in understanding the impact to them. Whether you’re leading your department, managing a change initiative, wanting buy-in or simply thinking about how to share your purpose more effectively, the story you tell matters. It’s the bridge between your work and the world, between intention and action. n
and why they should care”
The starting point Start by asking yourself why you want
strategic recognition. It sounds simple, but if you’re not clear on why you’re asking for it then you won’t know what and how to present in a structured way to help people understand and buy in. It’s frustrating when all your hard work is unnoticed because it’s not attractive enough. Payroll performs critical work and therefore can rely on technical reports and data-heavy presentations, assuming the numbers will speak for themselves. But the truth is, they don’t. In today’s crowded information landscape, facts alone aren’t enough to cut through the noise. What people remember, and what inspires them, is the story behind the facts. This is where storytelling becomes a superpower. A well-told story can take something as complex as a gross to net report and turn it into a narrative that sparks curiosity and builds trust. It can humanise abstract issues, making them relatable and urgent, and turn your leadership into strong advocates.
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| Professional in Payroll, Pensions and Reward |
Issue 107 | February 2025
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