FEATURE TOPIC
In your experience, which non- technical skill makes the biggest difference between a good and a great payroll professional, and why? Bella Cox: Communication. Especially the ability to listen to understand, not just to reply. This is the most valuable non-technical skill in payroll – and in any profession, really. A great payroll professional doesn’t just process figures; they build trust. That trust can be built by interpreting complex legislation and explaining it clearly to a client, by understanding an organisation’s unique needs and offering tailored solutions or by supporting an employee through a sensitive issue. Strong communication ensures clarity, empathy and accountability – it’s the foundation of excellent service and lasting professional relationships. The more you listen, the more you truly understand. Lauren Handley: I think customer service is one of the most underrated skills in the payroll profession. It’s easy to get caught up with the figures and the cyclical nature of payroll and forget that we’re dealing with real people and their finances – especially in organisations where everything is done primarily through email. Employees are the customers of the payroll department, and being able to respond to queries and concerns with empathy and a customer- first approach can really make a difference to the experience on both sides. Brian Sparling: The ability to communicate effectively stands out as the most impactful non-technical skill. Payroll professionals often need to explain complex processes or discrepancies clearly and diplomatically, ensuring both transparency and trust. Great communication nurtures collaboration and resolves misunderstandings swiftly, elevating the payroll role from mere task execution to strategic problem-solving. A great payroll professional understands the deeply personal impact of payroll errors and communicates with empathy, easing concerns while resolving issues efficiently. This ability fosters trust and confidence among employees. Can you share a time when effective communication prevented or resolved a payroll crisis? BC: There are often times where discrepancies are identified before payday
proactive in managing their workloads? BC: Proactive time management is essential. This will look different for everyone, but for me, it means: l forward planning l breaking down complex processes into manageable stages l using checklists to track progress l asking my team for support when needed. Delegation also plays a key role – you need to trust your team and assign tasks appropriately to avoid any bottlenecks. Equally important is reviewing each payroll cycle for any lessons learned. By identifying pressure points or recurring issues, teams can refine their processes and prevent last- minute crises from repeating. BS: Proactivity begins with robust planning. Implementing systems to track deadlines, using the good old ‘payroll checklist’ effectively – proactively requesting data, tracking patterns of late submissions, automating repetitive tasks and regular audits to identify potential bottlenecks – can eliminate last-minute surprises. Educating team members on anticipating busy cycles and allocating buffer time for unforeseen issues also helps maintain smoother workflow management. Regular team check-ins also ensure alignment.
– or sometimes even on payday itself! In these moments, it’s crucial that we don’t react defensively. Instead, we take a proactive approach by initiating open and transparent communication with both the client and the affected employees. We listen carefully to the client’s concerns, acknowledge the impact of the error and explain the root cause wherever possible. From there, we outline a corrective action plan, including clear timelines and next steps, and provide regular updates throughout the resolution process. By focussing on empathy, clarity and consistency, we not only resolve issues quickly but also strengthen trust with everyone involved. The key is listening first, responding transparently and keeping people informed every step of the way. It’s always a clear reminder that effective communication is often the difference between a crisis and an opportunity to build credibility. LH: I remember there was an instance where an employee had left an organisation I was working for and was sleeping rough while awaiting their final payment. When they contacted me to find out why their payment hadn’t gone through, I couldn’t find anything instructing the payroll department to make a payment. I reassured them that I wouldn’t leave the office until this payment had gone through – it was around 4:30pm at the time, and I knew we could make an emergency faster payment in this instance. I got everyone I could on a call to try and get this payment put through – the Human Resources Business Partner, the ex-employee’s manager and the Head of Payroll. I told them exactly what I needed to make the payment and who needed to authorise what. I kept calling the ex-employee to give updates on where we were at and to reassure them that I wouldn’t leave the office until this payment was with them. Once everything was received, I stayed on the phone with them to ensure the payment reached their account. I’ll never forget that conversation or the relief I heard in their voice when they checked their account, and the money was there. Given payroll’s cyclical and deadline-driven nature, how can professionals avoid ‘firefighting’ and instead become more
How do you train or coach payroll teams to handle frustrated employees or sensitive pay queries professionally and empathetically?
BS: The first step is encouraging empathy. Often this means putting yourself in the employee’s shoes. A delayed or incorrect payment can cause genuine stress and anxiety, so it’s essential to acknowledge the emotional impact that can have. By actively listening, you validate the employee’s concerns and respond with both professionalism and warmth. Often, making someone feel heard is more powerful than the solution itself. Think about the language you’re using too – calm, clear language is key, especially when navigating difficult conversations. LH: I always say that before you answer, you should put yourself in the shoes of the person on the other side of the query. Payroll is an immensely emotive subject; our pay affects so much of our lives. Telling someone that they haven’t been paid their
| Professional in Payroll, Pensions and Reward | July-August 2025 | Issue 112 23
Made with FlippingBook - Online magazine maker