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strategy and be aware of how it can support achieving those goals. If you want to be heard, you need to be able to tell a story that the business can relate to. Having the right mindset ensures you are constantly thinking about how what you are doing links back to your business’s overall strategy, separating those who can advance the function from those who tread water. Building a Collective Brain: Cultivating a Shared Mindset Mindset is inextricably
locations or business units, recognising that improvements may benefit other teams, or indeed other teams may already be doing something that solves a current problem elsewhere. Effective, organisation-wide change forums and processes can help address root causes rather than symptoms and drive collaboration with other functions. Another core focus should be on ‘one and done’. If an issue is identified, a plan to resolve it fully should be put in place, rather than an easy workaround that is then repeated forever. We have seen on far too many occasions that organisations have had a piece of technology, they have found a ‘workaround’ that is relevant for their business and applied it. Rather than try to understand why they needed the workaround in the first place. What seems like a small ‘patch’ becomes repeated again and again whereas if the root cause of the issue was diagnosed
amongst employees of innovation and belief in what they are trying to achieve, it permeates throughout the business. Developing a ‘shared mindset’ is critical, and organisations can do many things to achieve this. It might be as simple as implementing change and improvement logs, or forums that promote ERGs). Initiatives like this encourage the application of a mindset in the day- to-day activities of the Payroll function, and importantly, illustrate that the intention is not to stand still. As part of this, specific behaviours, like innovation (for example, employee resource regroups –
linked to culture and needs to be set out from the top down; if the leadership team can build a mindset
organisations can promote sharing best practice across
Whether handling day-to-day activity or change, Payroll needs to be on the front foot and driving rather than reacting.
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GLOBAL PAYROLL MAGAZINE ISSUE 11
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