Future of Payroll Report 2024
The CIPP’s Future of Payroll Report has been made possible through the collaboration of a high number of payroll professionals within the United Kingdom, and with the support of Ciphr.
Produced by Kavitha Sivasubramaniam Editor, CIPP
SPONSORED BY
CIPP foreword
I’m very pleased to introduce the CIPP’s Future of Payroll Report 2024 .
This research is carried out every two years to identify trends in the industry and provide insights into what’s in store for payroll, enabling us to prepare and stay ahead as we look to the future. We’ve had a fantastic response to our 2024 survey, with hundreds of participants from a range of sectors sharing their views on the current trends and challenges facing the profession. I’m extremely grateful to each and every individual who took the time to contribute to this essential research. As in previous issues, the report consists of four sections covering topical issues for payroll: ● AI benefits and considerations ● continuous change ● future wellbeing initiatives ● payroll careers now and in the future. Despite reports that many employers are demanding staff return to full-time office working, our research found hybrid arrangements were still the most popular, with 83% of organisations offering this option. This indicates that
businesses still recognise the value of flexible working and understand how they can support employee wellbeing.
Similarly, the finding that nearly half of those surveyed have expanded, or are intending to expand, their benefits / reward offerings suggests an increasing commitment by employers to help staff beyond simply providing a regular payslip. Overall, this year’s results have provided plenty of food for thought, so I hope you find the report as enjoyable, informative and inspiring as I do. Additionally, to tie in with National Payroll Week 2024, we’ll be hosting a roundtable event with a number of industry experts to explore these findings in more detail and determine what really lies in store for the profession. I have no doubt that these discussions will enhance the insights shared with you here, so enjoy the read and watch this space for more future of payroll coverage in Professional magazine.
Jason Davenport MCIPP MIoD Chief Executive Officer CIPP
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ARTIFICIAL INTELLIGENCE (AI): BENEFITS AND CONSIDERATIONS
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In recent years, interest in AI has been increasing within the payroll, pensions and reward industries, as awareness grows around the potential benefits and opportunities it could bring. However, this year’s survey found a notable lack of understanding around the different types of technology available.
Among those who do use AI, only 3% said AI or RPA had replaced payroll roles within their organisation. The vast majority ( 84% ) said it hadn’t, and 13% said although it hadn’t, payroll professionals had taken on amended duties since they had been in use. Technological advancements We often hear people are worried about advancements in AI due to the impact it could have on their roles and this year’s report indicated that more than a third ( 34% ) of respondents shared this concern. However, two in five ( 40% ) didn’t, and around a quarter ( 26% ) were indifferent.
Respondents were unable to distinguish between technologies, with nearly one in two struggling to differentiate between robotic process automation (RPA) and AI. When asked if they were aware of the differences between the two, 52% said yes, 48% said no. While RPA simply follows a set of commands you provide and can be useful in executing repetitive and often laborious payroll tasks, AI can ‘think’ for itself, replicating human intelligence and enabling it to carry out more complex processes. Organisations can reap the benefits of both according to their individual goals and needs, freeing up time and resources within payroll departments for more complex duties. There has no doubt been a considerable shift in attitudes and behaviours in the past few years when it comes to AI. The Future of Payroll Report 2020 revealed that 86% of respondents expected automated business processing or AI to further develop in managing the transactional side of payroll, compared to just 14% who didn’t anticipate this would happen. However, the results of both subsequent surveys, in 2022 and this year, show development in this area is still slow moving. Fewer than one in five ( 17% ) said they currently used some form of RPA within their organisation in relation to payroll processes, while fewer than three in five ( 57% ) didn’t. More than one in four ( 26% ) were unsure, suggesting a lack of awareness of RPA.
WE OFTEN HEAR PEOPLE ARE WORRIED ABOUT ADVANCEMENTS IN AI DUE TO THE IMPACT THEY COULD HAVE ON THEIR ROLES. DO YOU SHARE THIS CONCERN?
34% Yes
40% No
Just 6% said they use some form of AI within their organisation in relation to payroll processes, 84% don’t and 10% are unsure.
26% Indifferent
Additionally, the Future of Payroll Report 2022 found 12% were using chatbots and 24% were planning to in the future, compared to just 2% who were using them in 2020.
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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Security risks Along with the implementation of new technology comes the risk of security breaches, which employers / agents need to be mindful of when introducing new systems. Looking at the issue of cyber security and the fact that payroll departments hold a great amount of confidential data, makes them an appealing target for those wanting to exploit vulnerable systems. Additionally, with cloud-based software now a commonplace service evolution, there has been a notable increase in cyber security attacks.
At the CIPP, we don’t feel the payroll profession should be afraid of AI, and should instead embrace it. We don’t believe that technological advancements will replace jobs but that they will change and enhance the positions available, opening up more time to be strategic within your roles. Embracing AI is therefore something that we would encourage, or you’re at risk of being left behind. Now is an exciting time to be in the industry, with new doors opening along with new developments. When asked if there were mechanisms in place to ensure that any AI advancements in payroll processes / departments were handled ethically and responsibly, just 18% said yes, while the remaining 82% answered no. These results suggest there is still work to be done in this area. AI needs to be managed in a responsible and ethical way to help employers / agents innovate quickly, safe in the knowledge that the governance they have in place is effective, so they can handle risks and ensure they are compliant. ARE THERE MECHANISMS IN PLACE TO ENSURE THAT ANY AI ADVANCEMENTS IN YOUR PAYROLL PROCESSES / DEPARTMENT HAVE BEEN HANDLED ETHICALLY AND RESPONSIBLY?
Fortunately, fewer than one in ten ( 9% ) organisations surveyed had been victim to an attack which impacted payroll, while the vast majority ( 91% ) hadn’t.
HAS YOUR ORGANISATION BEEN VICTIM TO A CYBER SECURITY ATTACK WHICH HAS IMPACTED PAYROLL?
9% Yes
91% No
18% Yes
82% No
Also reassuringly, nearly three in four ( 74% ) had measures in place to deal with an attack of this nature should one arise, while around one in four ( 26% ) didn’t. Strong governance is key to security, as it can help mitigate legal and financial risk, as well as safeguard a company’s reputation, ensure personal data is secure and reduce errors.
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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C OC ON TNITNI UNOU OU SU SC HC AH NA GNEG E
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In payroll, things are constantly evolving, and we have come to expect continuous change as part of the day job. Industry professionals must therefore ensure they are, and always remain, ahead of the game. This could be internally in terms of systems and processes or externally with new legislation. Whatever it is, payroll professionals need to be prepared and ready to act when required.
Software functionality Payroll software can often be instrumental in ensuring compliance via the most up-to-date tax legislation and other regulations. The role of the payroll professional can, in some ways, be shaped by the functionality of software and new working practices, yet our 2024 survey has found more than half have no plans to change from their existing solutions. This year, the CIPP’s Software Directory 2024 , published in April, highlighted the numerous benefits of implementing new software, which include helping attract and retain talented staff, payroll analytics to help inform strategic decision- making, and time and money savings both within the department, as well as the wider organisation. Those wanting to introduce new software are often looking for better system functionality and / or better customer service, while others may simply wish to have the newest and most popular solutions available in the market. When asking participants if they had recently implemented new payroll software or were looking to do so soon, less than half ( 47% ) said yes. One in five ( 20% ) had done so in the last 12 months and nearly one in ten ( 9% ) were currently in the tendering process. 18% were exploring implementing new payroll software in the next 12 months.
LOOKING AT TECHNOLOGY MORE GENERALLY, HAVE YOU RECENTLY IMPLEMENTED NEW PAYROLL SOFTWARE, OR ARE YOU LOOKING TO DO SO SOON?
20% YES implemented in the last 12 months
9% YES
currently in the tender process
18% YES
53% NO happy with current software
exploring in the next 12 months
However, more than one in two ( 53% ) said they were happy with their current payroll software – indicating new software was not a key priority.
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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Reaction timeframes One of the concerns highlighted by payroll teams has been the need to react to key developments more quickly, with July’s general election and the subsequent King’s Speech both being recent examples.
The pressure placed on payroll professionals to carry out their duties without any room for error can often be overwhelming and their fear of getting it wrong can be a key source of anxiety and stress.
53% ARE HAPPY WITH THEIR CURRENT PAYROLL SOFTWARE
When asked if they feel there’s been increased pressure to implement changes in shorter timeframes, more than three-quarters ( 76% ) of respondents said yes, compared to just 16% who said no. A minority ( 8% ) hadn’t considered this.
DO YOU FEEL THERE’S BEEN INCREASED PRESSURE TO IMPLEMENT CHANGES IN SHORTER TIMEFRAMES?
8% Not considered
16% No
76% Yes
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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In terms of shorter timeframes, our survey explored whether these had resulted in any issues for the payroll team. As many as one in two ( 51% ) revealed it had increased stress levels on the team, while nearly the same percentage ( 49% ) said it had increased workload for team, resulting in overtime. Additionally, more than a quarter ( 27% ) said the changes have prompted more employee queries, 18% admitted there have been errors with pay and 13% revealed there had been errors with reporting.
HAVE THESE SHORTER TIMEFRAMES RESULTED IN ANY ISSUES FOR THE PAYROLL TEAM?
49%
Yes – increased workload for team / overtime
18%
Overall, fewer than three in ten ( 29% ) stated the shorter timeframes hadn’t created any issues for the team.
Yes – there have been errors with pay
These findings indicate that a growing pressure to work to tighter timeframes can have dire consequences for organisations. Employers / agents must weigh up whether the time constraints imposed are severely impacting wellbeing, which as a result risks errors and non-compliance. Of those surveyed, around three-quarters ( 74% ) said they envisage more change in shorter timeframes going forward, with the remaining quarter ( 26% ) saying they don’t. The fact that most respondents anticipate further change in short timeframes in the future, fuelled by a new government, suggests there could be greater ramifications on the horizon, potentially leading to payroll professionals feeling the strain even more and consequently making more errors.
13%
Yes – there have been errors with reporting
51%
Yes - increased stress levels on the team
27%
Yes - changes have prompted more employee queries
29%
No
AROUND THREE-QUARTERS (74%) ENVISAGE MORE CHANGE IN SHORTER TIMEFRAMES GOING FORWARD
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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FUTURE WELLBEING INITIATIVES
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Technology has transformed the way people are paid and it has made, and will continue to make, a huge difference to their financial wellbeing.
Pay on-demand or Earned Wage Access (EWA) is one technological advancement that allows employees to access a percentage of the pay they have earned before their usual payday. Supporters of allowing staff to receive their wages in advance of their payday highlight benefits such as: putting individuals in control of their finances, providing financial education, protecting their right to privacy and offering a reasonable alternative to payday loans. However, critics argue the initiative does not address people’s poor financial state or stop bad spending habits. Some also believe it has the potential to adversely affect employees’ financial health.
DO YOU OFFER EARNED WAGE ACCESS (EWA) WITHIN YOUR ORGANISATION? 7% Yes
4% No, but plan to
89% No
When asking respondents if they offered EWA within their organisations, just 7% said they did and a further 4% said they were planning to.
The vast majority ( 89% ) said they didn’t offer EWA, suggesting companies either aren’t aware of it, aren’t in support of the schemes or didn’t have the technological capacity to provide it. However, the CIPP’s Payslips Statistics Survey Report 2024 found more payroll departments are making payments between paydays, more than doubling from 3% to nearly 8% this year. When asked if they provide interim or ad-hoc payments to employees between paydays, only one in three ( 33% ) didn’t.
WHERE EWA IS OFFERED, SOME OF THE BENEFITS LISTED BY THESE RESPONDENTS INCLUDED: IMPROVED FINANCIAL FLEXIBILITY AND REDUCED FINANCIAL STRESS BY ALLOWING EARLY ACCESS TO PAY IF NEEDED
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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Of the survey respondents whose organisations did offer EWA, nearly a quarter ( 23% ) took up the option.
The CIPP has collaborated with seven UK providers of EWA schemes, to create an ‘EWA Code of Practice’. The Code was produced in response to a recommendation by the Financial Conduct Authority (FCA) and sets a common standard for firms providing EWA products, and each provider must undergo a regular independent assurance assessment. Find out more here: https://ow.ly/2igm50T2Sye Other financial support Looking beyond EWA, the survey asked if respondents were seeing an increase in requests from staff concerning their wider financial wellbeing, e.g. not explicitly payroll-related questions, so those related to broader tax or signposting to financial guidance. Most ( 54% ) said no, while the remaining 46% said yes, indicating a divide in the workforce needing financial help beyond traditional support from payroll teams.
Where EWA is offered, some of the benefits listed by these respondents included improved financial flexibility and reduced financial stress by allowing early access to pay if needed. One respondent noted it “helps with financial issues that arise unexpectedly”, while another described it as “a fantastic safety net whereby unforeseen expenses can be covered with minimal stress” and explained “employees like the flexibility it provides them”. Other benefits cited were that it had stopped or reduced using conventional borrowing; gives people greater financial flexibility; reduces financial stress; improves the ability to pay bills on time; and increases the credit score of those using the option. One respondent said: “It’s absolutely game-changing for our lowest-paid staff who live payslip to payslip. This has caused them less stress and worry and also stopped them going to payday lenders and curating high-interest loan debt.” However, opinion was divided and not all feedback was positive. The drawbacks cited by respondents include the potential for over-reliance on early wages, administrative complexity and reduced money on the contractual pay date, as well as employees getting into a shortage of pay cycle. One respondent said: “I’m on the fence with this, despite the obvious benefits I have concerns that by letting employees have access to their pay, it encourages employees not to budget and promotes financial difficulties.” Another said: “We considered this, but we pay in the middle of the month so the most they could access would be 14 days’ pay if they took it the day before payday – doesn’t really work.”
Looking at save as you earn schemes, respondents were asked whether these were offered to help employees with their wider financial wellbeing.
As many as three-quarters (76% ) didn’t, while 15% have introduced a scheme within their organisation and 8% are looking at offering a scheme.
Interestingly, the Payslips Statistics Survey Report 2024 found that among survey participants, 44% believed payroll should assist with employee financial wellbeing, while 33% were unsure and 22% said no. Working arrangements In addition to working practices impacting people’s financial state, those surveyed for the Future of Payroll Report 2024 were also asked about initiatives that helped with employees’ general health and wellbeing. Since the pandemic, flexible, remote and hybrid working has become the norm, with a growing number of individuals seeking positions that offer them options outside the traditional nine-to-five day in the office.
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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WHICH WORKING STYLES ARE CURRENTLY OFFERED IN YOUR ORGANISATION?
When asked which working styles are currently offered in their organisation, hybrid arrangements topped the list, cited by more than four in five ( 83% ) of respondents. Part-time and full-time arrangements came in second, both noted by 75% . The Payslips Statistics Survey Report 2024 also found hybrid arrangements were popular, with 56% allowing more hybrid / remote working to help with employees’ financial wellbeing, for example, by allowing them to save on commuting costs. Despite the seemingly prevalent move towards less traditional arrangements, office-based working was still reported by more than seven in ten ( 71% ), making it the fourth most common style of working. As employees look increasingly at working for employers that offer more than simply a basic salary, the survey asked if organisations have, or are intending to, expand their benefits / reward offerings. Just under half ( 46% ) said they already had, with a further 18% saying they were going to. This shows an increasing commitment to workplace benefits among most organisations as they look to attract and retain people, recognising that employees are now seeking support from employers beyond their regular pay. However, more than a third ( 35% ) hadn’t increased and had no plans to increase the benefits or rewards they offered to the workforce, indicating that this is not a priority for some businesses. WHEN ASKED WHICH WORKING STYLES ARE CURRENTLY OFFERED IN THEIR ORGANISATION, HYBRID ARRANGEMENTS TOPPED THE LIST
39% FULLY REMOTE
82% HYBRID
71% OFFICE-BASED
25% FIELD-BASED
34% COMPRESSED HOURS
21% TERM-TIME
75% PART-TIME
75% FULL-TIME
22% JOB SHARE
6% OTHER
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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PAYROLL CAREERS NOW AND IN THE FUTURE
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Looking at what a career in payroll means and the ability of professionals in this field to influence decision making, we asked if survey respondents have been involved in any work on future payroll policy.
Nearly a third ( 32% ) said they had done this through their own organisation, while 8% had responded to government consultations and calls for evidence, with 1% saying they sit on government forums. A total of 7% stated they have become involved in the CIPP policy and research team’s think tanks / roundtables / interviews and 1% had lobbied for change. However, nearly two-thirds ( 63% ) said they had not been involved in any work on future payroll policy. When asking respondents if they feel heard and will continue to be heard in the future, nearly a third ( 31% ) said no, while around the same ( 29% ) believe they are being heard and think this will continue in the future. Just under one in five ( 17% ) think they are being heard but are concerned about their voice being lost in the future, while 23% say they are not currently being heard but believe there will be more opportunities to get their voice heard in the future. In terms of seeing more involvement with payroll in other parts of the organisation, more than half ( 56% ) of those surveyed said they hadn’t done so, while the remaining 44% said they had. Looking at the importance of qualifications, employers are recognising that payroll training is needed because of the substantial amount of legislation at play and the complexities around their terms and conditions to ensure compliance. Our findings reflect this, as nearly three in five ( 57% ) say that their organisation offers payroll-related qualifications as a benefit. Nearly two in five ( 37% ) said their company didn’t offer this, while 6% were unsure.
employer paid for qualifications, while a high percentage ( 69% ) also allowed for study leave.
More than four in ten ( 43% ) recognised these achievements within the organisation, with nearly one in three ( 32% ) awarding pay increases once qualifications were gained and 17% giving promotions once qualifications were achieved. Nearly one in ten ( 9% ) noted that their employer also supported this choice through a variety of methods, including: facilitating apprenticeships, paying for subscriptions, partial payments for qualifications and succession planning.
IF YOUR ORGANISATION OFFERS PAYROLL-RELATED QUALIFICATIONS AS A BENEFIT, WHAT DO EMPLOYERS DO TO ASSIST EMPLOYEES WITH THIS?
69%
Allow for study leave
83%
Pay for qualifications
32%
Award pay increases once qualifications achieved
17%
Award promotions once qualifications achieved
Recognise this within the organisation, e.g. send congratulatory emails around
43%
9%
Other
Among the organisations offering qualifications, the vast majority ( 83% ) said the
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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When it comes to recruiting staff, just 16% of respondents said their organisation requests that payroll professionals hold a qualification. Nearly half ( 48% ) give preference to candidates with qualifications when recruiting and a further 37% don’t request professional qualifications. Nearly three in four ( 73% ) of those polled have personally undertaken, or plan to undertake, a payroll qualification, with 7% currently doing so, and 9% looking at taking a payroll qualification. Just 11% had no plans to consider a professional qualification. Enticing more individuals into the payroll profession is one of the challenges regularly faced by employers and respondents’ ideas on how to do this were varied. Overarching themes of education and awareness emerged, with survey participants citing more visibility and information provided in schools, colleges and universities, as well as more apprenticeship opportunities. Some highlighted a need for more recognition around payroll duties and progression opportunities, as well as an emphasis on almost everyone within any workforce having to deal with the payroll team, so it’s a good idea to learn about it yourself. Improving the awareness of payroll not being a click-button profession was another suggestion made.
57% SAY THEIR ORGANISATION OFFERS PAYROLL-RELATED QUALIFICATIONS AS A BENEFIT
Other ideas included higher salaries and benefits, time off to study alongside studying for a professional qualification and more marketing and rewards for joining the profession.
With the advancement of AI both now and in the future, respondents were asked if they think the role of the payroll professional will change. Most ( 84% ) answered yes, with the remaining 16% saying no. Research shows us that there are currently more than 60 different career pathways available in payroll. When considering how the number of payroll career paths are changing due to technology, just under half ( 46% ) believe these would stay roughly the same. Around three in ten ( 30% ) believe the number of career paths is decreasing, with 8% stating they are greatly decreasing. A total of 15% believe these are increasing, while 1% say they are greatly increasing.
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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The topic of payroll progression was also explored in the survey. ‘Manager’ was cited as the highest level of payroll role within an organisation for most participants ( 54% ), followed by ‘head’ ( 17% ) and ‘director’ ( 14% ). At the bottom of the list were ‘chief payroll officer’ ( 4% ), ‘supervisor’ ( 2% ), ‘coordinator’ ( 1% ) and ‘C-suite’ ( <1% ). Looking at the key skills payroll professionals must hold, legislative knowledge topped the list, noted by nearly all ( 96% ) of those polled. This was closely followed by organisational skills ( 93% ), technical knowledge ( 90% ) and communication skills ( 90% ). Interestingly, industry knowledge was deemed a key skill by fewer than three in five ( 57% ) respondents. When asked how respondents see the role of the payroll professional changing in the future, the feeling was very much that it is always changing due to the constant changes in legislation. Most survey participants highlighted the impact of AI, with the majority believing AI will support and enhance the payroll role. One respondent said: “The role of the payroll professional will evolve to include more strategic responsibilities. With the integration of AI and advanced software, professionals will need to adapt by acquiring new skills in technology and data analysis.” Very few were pessimistic, however, and one respondent said: “The impact of AI may lead to a decrease of payroll roles being offered within organisations in the future; it’s a threat.” Other changes on the horizon include a growing overlap with pensions and HR, more emphasis on qualifications, more complexity due to globalisation requirements and greater recognition for the payroll profession.
WHAT ARE THE KEY SKILLS PAYROLL PROFESSIONALS MUST HOLD?
90% TECHNICAL KNOWLEDGE
96% LEGISLATIVE KNOWLEDGE
57% INDUSTRY KNOWLEDGE
90% COMMUNICATION SKILLS
69% EMPATHY
70% TIMEKEEPING
93% ORGANISATIONAL SKILLS
77% CUSTOMER SKILLS
65% MATHS SKILLS
12% OTHER
In most cases percentages have been rounded to two decimal places for clarity and may not add up to 100%. Graphics may have been rounded to whole percentages.
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Conclusion
There are many conclusions that can be drawn from this year’s report on the burning issues influencing the future of payroll.
As the complexity of legal and regulatory requirements increases, it’s plausible that more organisations will start to encourage and support their payroll staff in professional development and training. Recognising that the world of payroll rarely sits still, most of those polled feel under pressure to implement changes more quickly. Payroll professionals should be aware that these shorter timeframes could cause problems in terms of the number of errors made, as well as potential impacts on individual wellbeing. As always, this report aimed to represent the payroll profession as a whole, seeking views from a mix of in-house and payroll service providers, with teams of varying sizes from organisations in a variety of industries. Our 2024 report has highlighted the central topics of AI, continuous change in the profession, wellbeing and the future of payroll careers, giving us insight into what’s on the horizon. We would like to thank everyone who took part in this year’s survey.
Technology was a key focus among those participating in the 2024 survey. Respondents were largely positive about the use of AI within businesses and specifically within the payroll function, although progress in this area seems relatively slow, with just a minority currently using it. In terms of ensuring their businesses were safe from cyber security attacks, reassuringly around three-quarters had measures in place, suggesting that employers / agents were prioritising the protection of their systems and data. Technology is also having a huge effect on the way people are being paid, with EWA in some cases being part of the financial wellbeing support being offered by employers / agents. The report also highlighted the growing importance of payroll qualifications, recognising that while only a small percentage identified qualifications as key recruitment criteria, a large number would give preference to candidates who had them. Perhaps unsurprisingly, legislation was top of the list of skills necessary for payroll professionals, with organisational skills, technological knowledge and communication also making the top four.
We are constantly watching and monitoring developments and trends in our industry, so watch this space for the Future of Payroll Report 2026 .
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Date of publication: August 2024
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