REWARD
Enhancing collaboration in a bureau setting
Karen Thomson MSc ChFCIPPdip FHEA, partner and head of payroll at Armstrong Watson, explains how collaborative working between in-house and outsourced teams can achieve better outcomes all round
I n a bureau / payroll services setting, seamless collaboration between departments is essential for delivering accurate and efficient payroll services. Payroll service lines – whether within an accountancy firm or a standalone payroll bureau – can significantly improve the quality of data received by fostering strong relationships with clients, their employees and other stakeholders. This leads to better outcomes for everyone involved. Interdepartmental collaboration Effective collaboration between departments within a bureau is the backbone of a successful payroll operation. Here are some key strategies we use at Armstrong Watson within the payroll service line.
the workflow. Each department should understand its specific duties and how it contributes to the overall payroll process. There are many lines within an accountancy firm, but I would say there are three key ones for us: the people team for internal payroll, the tax department (although it can be challenging explaining to clients that it is tax advice they require which payroll cannot or shouldn’t give) and the financial planning team. Interaction with tax in the employment tax space is a regular occurrence, whether termination payments or advice around an electric car salary sacrifice scheme. Likewise, with financial planning, the most common advice needed is around pension schemes; which one to choose or will my scheme allow salary sacrifice, etc. Integrated systems Utilising integrated software systems allows for seamless data sharing and reduces the risk of errors. When departments use compatible systems, data can flow smoothly from one stage of the payroll process to the next. It isn’t always possible to integrate with several systems, especially client systems, but there are ways of obtaining data, verifying that data and then importing into the payroll system. The same can be said for exporting. A client may need a complex nominal that cannot be provided by the payroll system alone, but combined with
client data and the payroll data, a suitable export can be provided to the client.
Cross-training Encouraging cross-training among staff members can enhance understanding and empathy between departments. When employees understand the challenges and requirements of other departments, they are more likely to collaborate effectively. I have found that when sharing information or challenges being experienced, colleagues can support payroll when a client reaches out to them as they are the client manager. Enhancing client relationships Building strong relationships with clients is clearly crucial for obtaining accurate and timely payroll data. Here are some ideas on how you could enhance these important relationships. Proactive communication Regularly updating clients on payroll processes, deadlines and any changes in regulations helps build trust and ensures they are well-informed. Proactive communication can prevent misunderstandings and last-minute rushes. Having things like payroll calendars in place so both payroll and the client understand when data is required often helps with timely data receipt on both sides.
Regular communication Establishing regular communication
channels between departments ensures that everyone is on the same page. This can be achieved through scheduled meetings, shared digital platforms (we use our intranet for this) and open lines of communication for ad-hoc queries. We also have regular chief executive catch-ups, where service line heads can update the whole business and provide important information. Clear roles and responsibilities Defining clear roles and responsibilities helps prevent overlaps and gaps in
| Professional in Payroll, Pensions and Reward | February 2025 | Issue 107 40
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