Empowering the Engine: Fostering a Mindset of Ownership and Innovation If the right mindset is in place across the Payroll function, then Payroll teams can feel empowered, they can feel like their contribution is more valued in the business and they can be the drivers of innovation, instead of simply a transactional function that is there to ‘press a magic button’ to make sure people are paid on time. Often the ability to think strategically is there in most Payrollers, but if the mindset is wrong, if there is a “Well it’s not Payroll’s job”, then there will be a lack of ability to execute real change that adds value to the business, and the Payroll function will not evolve. Providing the tools, the capability and importantly the remit to operate in this way is more than half of the battle. LACE Partners’ new white paper Optimal payroll starts with the foundations is available now. Click here to download.
earlier, if a little more time was taken in the beginning, then that workaround which might only take an hour each month, can be delivered in minutes and so rather than using up 12 hours in a calendar year, you have an automation in place which gives back your team that time. Focus must be on the simplest solution possible; new demand should be managed through existing processes or checks and should lean on technology and reporting functionality wherever possible. Any addition of manual activity should be temporary and have a longer-term solution. Embedding these principles keeps Payroll functions efficient and as lean as possible for the long term. To serve the organisation effectively, the Payroll function must adopt a strategic mindset; an outward look. Recognising and engaging in a way that payroll is part of the bigger picture is one key element, but proactively
identifying issues or trends that may cause a problem for the business is also key. Payroll functions have access to most data an organisation holds; in fact, payroll may be the only place that data is complete and, importantly, accurate. With the right mindset and access to the right information, Payroll can help organisations with planning around resources, capacity issues, risks around employee satisfaction and much more. It is about thinking of the problem or solution as a business problem, rather than a Payroll one. It is fundamentally about recognising the role of Payroll as a proactive business enabler rather than a transactional function. Whether handling day-to-day activity or change, Payroll needs to be on the front foot and driving rather than reacting. It needs to be defining rather than adopting. These things will ensure payroll is at the forefront of an organisation’s mind.
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ISSUE 11 GLOBAL PAYROLL MAGAZINE
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