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Key Takeaways for Payroll Professionals Australian regulators have little tolerance for payroll errors, regardless of when and where they originated almost any other post-deal issue Transparency builds confidence, silence erodes it Payroll leaders set the tone. Encourage openness, curiosity and escalation Payroll errors undermine employee trust faster than Leverage professional payroll networks and associations – they bring deep and practical experience from similar events. Mergers and acquisitions will always be complex. But when payroll is treated as a strategic risk function rather than an afterthought, it can protect the deal, the workforce and the organisation’s reputation – long after the ink has dried.
annualised salary risk allows organisations to plan remediation, communicate transparently with employees, and prevent silent underpayments from becoming a significant liability post-deal. The Role Payroll Leaders Must Play Payroll leaders are uniquely positioned to reduce M&A risk, but only if they step beyond execution and into risk stewardship. Effective payroll leadership during M&A includes: Raising risks early, clearly and consistently Asking difficult questions to surface hidden issues Securing executive support for targeted payroll reviews Conducting sampling of payroll and superannuation outcomes Engaging payroll teams to actively identify anomalies Keeping senior leaders informed of emerging risks Developing a clear and resourced payroll harmonisation roadmap
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GLOBAL PAYROLL MAGAZINE ISSUE 21
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