It might be a system that has been in place for years, a process built around the way an organisation used to operate, knowledge held by experienced colleagues, or professional standards developed through decades of lessons learned. Some of those things are worth preserving. Others may no longer serve the organisation or its people as well as they once did. Leadership is, at least in part, about discerning the difference. That means making intentional decisions about what comes next rather than persisting with what already exists. Asking whether the systems we invest in will remain useful as the workforce changes. Whether the processes we build are resilient enough to withstand disruption. Whether knowledge is being shared rather than held by a handful of people. Whether we are developing the people who will eventually take the profession forward. It means thinking beyond the next payroll run too. A sustainable payroll function is built to adapt, withstand change and continue delivering for the organisation and its people tomorrow. That means thinking
about the longevity of technology and processes, while investing in capability, governance, knowledge and professional development. In other words, it is about building something that can be inherited. The Legacy of Today’s Leaders This is where leadership and legacy become closely connected. Stephen van der Merwe, a Group Director at the SJH Group, said, “Through in-depth interviews with the leaders of companies such as the GPA, Monarchy and Democracy provides a compelling, first-hand perspective on how today’s pioneering organisations are shaping the future in a wide range of areas and industries.” The idea of shaping the future is particularly relevant to global payroll. Today’s industry leaders have inherited a profession that has changed enormously. They have also inherited the A sustainable payroll function is built to adapt, withstand change and continue delivering for the organisation and its people tomorrow.
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ISSUE 27 GLOBAL PAYROLL MAGAZINE
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