maturity problem that no org chart change will fix on its own. Where Does This Leave Us? The honest answer is that payroll is earlier in its journey than IT was when IT started having its strategic moment. The trajectory is similar. The destination could absolutely be the same. But the road is longer, the technology isn’t as far along, and the value proposition is harder to translate into the language that gets functions invited into rooms they weren’t previously in. None of that means the conversation isn’t worth having. It must be had. But the conversation needs to move on
from debating org structures and sweeping generalisations about where payroll belongs, and start asking sharper, more specific questions. So, here’s where to start. Not with LinkedIn. With your own organisation. Then absolutely tell your story on LinkedIn! Does your leadership understand the real risk inside your payroll function, or do they only find out when something goes wrong? Is payroll in your business resourced and invested in as a critical compliance function, or is it treated as an overhead to be minimised? Is the technology you’re running actually fit for what you’re being asked
to do, or are your people compensating manually for its gaps every single cycle? And finally, are you telling the story of what payroll does in language that the business understands and values, or are you telling it in language that only makes sense to other payroll people? IT didn’t get its seat at the table by waiting to be invited. It got there by making itself impossible to ignore. The question for payroll isn’t whether it deserves the same. It clearly does. The question is what you’re doing in your specific organisation, right now, to make that case. Some of you are already telling that story. You know who you are. As for the rest… Let’s start.
IT didn’t get its seat at the table by waiting to be invited. It got there by making itself impossible to ignore.
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ISSUE 26 GLOBAL PAYROLL MAGAZINE
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