FEATURE INSIGHT
able to continually identify and recognise learning opportunities for their teams,” says Lennon. “Adopting a coaching style will help to provide great learning for teams,” she adds. “For example, they can discuss why the impact of certain behaviours or activities will consolidate learning. This extends learning beyond the traditional classroom-based development styles. It will also help where learners are following qualification courses. Feedback and coaching will help the learner recall knowledge as well as demonstrating an understanding of context to their learning while completing coursework or exams.” Similarly, such managerial coaching in the follow-up to course attendance or events will help to continue the learning opportunity. Managers and employers can also look at other forms of development such as secondments or acting up, as well the simple options of attending meetings and events, or just being asked to participate in stretch discussion topics that may be outside the learner’s normal scope for their role. “The key to many of these elements is identifying creating and discussing those opportunities with the learner,” says Lennon. Understanding members of your team on an individual basis is critical when implementing training procedures, says Cambrook-Woods, particularly when it comes to group events or workshops. “Everybody’s learning style is different and acknowledging this from the offset will allow you to tailor development plans effectively,” she explains. “Not only is providing a personalised approach a great way to avoid wasting money, resources or the team’s time, but it indicates a commitment to each employee. It makes them feel valued and trusted and is likely to encourage longevity and staff morale.” It’s not all on the employer or manager, though. Continual learning is key to keeping pace with the ever-changing payroll landscape, so what can professionals in the sector do to ensure they stay up to date? First, payroll professionals need to be in a position to be aware of these changes, says Lennon. She explains: “Often these present themselves as new articles or trending news items via social media that maybe become high-profile perhaps because of employee wellbeing issues or items that relate to pay, which, after all, is a very emotive subject.
Payroll professionals can contribute to the debate by adding knowledge and gaining insight into corrective actions in the payroll arena.” There are, of course, appropriate publications and journals – such as this – that give insight and learning. Lennon adds that employers can help with regular updates and the process of presenting the changes to their teams. They can also facilitate discussion internally using online collaboration tools. Continual learning is key to keeping pace with the ever- changing payroll landscape... But it’s not just payroll-specific changes that employees should be mindful of, according to Cambrook-Woods. Artificial intelligence, for example, is increasingly being touted as a game-changer in the not- too-distant future for payroll and the wider world of work. “The interesting thing about living during a skills shortage is that processes are continuously changing,” comments Cambrook-Woods. “It can be hard to keep up.” The most important thing to take into account when it comes to training and development, she adds, is whether or not you are truly future-proofing your workforce and your company. “Continual learning is encouraged to stay on top of the latest innovations, whether they are tech-related or legislative,” she says. “Also, it’s important to invest in your team and upskill them with the techniques and abilities that they will need to progress their careers. The last thing you want to do is let an employee stagnate – that is one sure way to haemorrhage top talent.” Conor Gilligan, vice president of eLearning training provider Webanywhere, points out that ‘peer-to-peer’, or ‘employee- to-employee’, training can also play a key role in helping payroll professionals keep up to speed. “This is something every business should harness,” he says, “especially in increasingly challenging times to compete. A quick scan across the office will underline that there are so many knowledgeable people with expertise to offer. They might
not even know it, either, or could be too fearful of shouting up because they question their experience. “However, it’s a great way to upskill, and often colleagues prefer to learn from one another – rather than trouble management for the answers. The tools are all there in- house to develop on the job. Organisations need to keep reminding themselves about how crucial, and cost-effective, a peer-to- peer solution is to supercharge skillsets.” Similarly, collaborative meetings can prove invaluable. Gilligan explains: “There isn’t a business out there that doesn’t want to do things efficiently – and that’s where productive sessions come into play. These kinds of ‘get-togethers’ can encourage other colleagues to speak up who might not be involved in meetings usually. They could have recently started in the business, or they may have been there for some time and even feel they don’t have the gravitas to offer valued insight. But they do! “It’s about changing that mindset,” insists Gilligan, “and encouraging teams to share the responsibility to collaborate – as well as overlook any kind of power or hierarchy.” What’s more, such simple, structured meetings can help employees feel more engaged and productive, and they can use these sessions to improve their decision-making and public-speaking skills. “Not to mention,” adds Gilligan, “overall collaboration can bolster team-working and encourage more employees to take greater responsibility when it comes to owning bigger projects.” So, whether in-house or outsourced, a programme of ongoing learning enhances staff development. But these sessions don’t necessarily have to be directly linked with the core business, says Gilligan. For example, they could focus on how to manage conflict or ways to build leadership qualities. Strong mentoring is also an effective method of ongoing learning in the workplace. In fact, according to Gilligan, it can be a “defining moment for a company” because it empowers employees, and they’re then likely to share knowledge with colleagues, continuing the in-house development theme. “There is an art to picking the right mentor, though,” he says, “whether outsourced or internally selected. Make sure they’re the right fit for the business, and that staff feel they are getting value for the time and resources spent on learning.”
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| Professional in Payroll, Pensions and Reward | June 2019 | Issue 51
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