professionals will remain the ultimate stewards of accuracy, compliance, and trust. These capabilities cannot be developed overnight. They require a deliberate approach to learning and development. Intentionally Developing Payroll Professionals for What’s Next By investing in continuous learning, expanding business acumen, and encouraging curiosity about emerging technologies, payroll organizations can prepare their teams for this next chapter. Within my own global payroll organization, we have begun treating this evolution as an intentional, multi-year transformation rather than a one- off initiative. Our objective is simple: ensure that our payroll team is prepared for the future state of the function, not just the current one. Several practical steps have helped us begin that journey. In our organization, we addressed this by embedding learning
directly into our goal-setting framework. Pearson uses an Objectives and Key Results (OKR) methodology, and every member of our global payroll team has a development objective focused on building what we call the Three Power Skills: AI, learning to learn, and agility. While new technologies and regulations require professionals to continuously adapt, AI is reshaping how the work gets done. By explicitly incorporating these capabilities into our OKRs, learning becomes part of the work itself rather than an optional activity that happens only when time allows. From there, we build additional depth in areas that help payroll professionals broaden their perspective beyond operations. One of the most important of these is business acumen. Historically, many payroll teams have had limited exposure to the financial frameworks that drive enterprise decision- making.
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ISSUE 22 GLOBAL PAYROLL MAGAZINE
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