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someone. A calendar invite, phone call, or an email that said “We’re reviewing vendor submissions, can you come and tell us what payroll needs this system to do?” It never came. Nobody asked him to sit in on the vendor presentations. Nobody sent him the shortlisted options and asked which one could actually handle the complexity of their workforce. Nobody asked him to review the payroll capability of the systems being considered, or to stress-test whether any of them could cope with awards or enterprise agreement rules, the shift configurations, the loadings that made this organisation’s payroll what it was. He found out which system had been selected the same way every other employee did. An all-staff announcement and that was that. The process had, on paper, looked thorough. Requirements were defined, vendors were evaluated. A platform and an implementation partner were selected. Considerable time had been spent on it, or so the project documentation said. But there is a difference between being consulted and being heard. Between being asked for data and being asked for judgement. The
Bruce expected to hear from someone. A calendar invite, phone call, or an email that said We’re reviewing vendor submissions, can you come and tell us what payroll needs this system to do? It never came.
them in any room, celebrate their wins loudly, and push for their voice in every conversation. They would follow him anywhere. The feeling is mutual. Bruce loves his job. Genuinely, unambiguously loves it. Which is what made the whole thing so frustrating. Bruce knew a new system was coming. He’d been part of the audit that started it all, answering questions, pulling reports, explaining how the current system worked. He was a useful source of information. The organisation took that information, concluded that existing systems were ageing and no longer fit for purpose, and moved into procurement mode. Bruce expected to hear from
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GLOBAL PAYROLL MAGAZINE ISSUE 26
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