Payroll professionals keep the working world turning. In this issue, we celebrate their intelligence and resilience, explore AI’s real impact, and spotlight the future of payroll innovation.
04:05 GLOBAL PAYROLL Intelligent Evolution
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Why Payroll’s Next Evolution Needs Intelligence, Not Just Automation
STAYING CONFIDENTLY COMPLIANT Cross-Border Payments
LATEST FROM THE STATES Watching Diversity, Equity and Inclusion Die
BEHIND THE PAYSLIP Payroll’s Single Point of Failure
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Skill, Diligence, and Resilience
through better tools, but through recognition of the intelligence and dedication behind the work. Rick Hammell examines what AI really delivers for global payroll today , separating hype from reality. Ben Dyl explores why payroll’s next evolution requires intelligence as well as automation , and Kobus de Lange asks the important question: Who’s really processing your payslips? The contemporary global payroll community is a powerful one with a commitment to raising standards for businesses and workers everywhere. Let’s embrace every opportunity to be openly proud; not only of what we do but of how we do it: together. At 04:05 , we’re honoured to showcase the achievements, challenges, and future visions of the remarkable global payroll industry. Here’s to the people behind the payslips. You deserve to be celebrated!
N ational Payroll Week was a welcome reminder to pause and contemplate the hard work and achievements of the people who make sure the working world keeps turning: payroll professionals. Skill, diligence, and resilience underpin our industry, it’s important to recognise that. Behind every payslip is painstaking work, a series of informed decisions, and reams of data with the potential to inform and influence business-critical actions and decisions. This month, we’re looking at new means of uplifting payroll, not just
Melanie Pizzey
Melanie Pizzey GPA CEO
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14 GLOBAL BEHIND THE PAYSLIP Payroll’s single point of failure 26 20 GLOBAL BETWEEN THE LINES
56 GLOBAL ARE CEOS THE NEW PRINCES?
Like a magic carpet, CEOs can make even the smallest shop look like a palace from afar 60 GLOBAL
Curtis Holmes is a transformational leader in the technology, software and communications industries 38 APAC LAW IN REAL LIFE What happens when policy meets personality and things start getting real 52 GLOBAL PAYROLL, CORRUPTION AND GOVERNANCE RISKS Payroll has become more aware of the threats to our processes
WHAT AI ACTUALLY DELIVERS IN GLOBAL PAYROLL TODAY
Transitioning back-office tasks into strategic, intelligence-driven functions 68 GLOBAL WHO’S REALLY PROCESSING YOUR PAYSLIPS? The hidden risks in global payroll
PAYROLL’S NEXT EVOLUTION Intelligence, not just automation
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REGULARS
07 GLOBAL NEWS Interactive global payroll news 76 GLOBAL DIARY OF AN HR MANAGER 78 GLOBAL GPA TRAINING Join our experts through the process of running payrolls in different countries 80 APAC ASIA BRIEFING Overview on Asia news 82 GLOBAL GPA WEBINARS The latest global and in-country payroll topics and trends 84 GLOBAL FIND A VENDOR
28 AFRICA THIS ISN’T A LOOPHOLE The truth about offshore hiring
08 GLOBAL CROSS-BORDER PAYMENTS Staying confidently compliant
44 AMERICAS LATEST FROM THE STATES Watching diversity, equity and inclusion die
A comprehensive list of suppliers to the global payroll industry
The GPA , 49 Greek St, Soho, London W1D 4EG. Tel: +44 (0)203 871 8870 Melanie Pizzey - CEO and 04:05 Executive Editor: melanie@gpa.net Rich Robins - 04:05 Designer: hello@megandmore.co.uk Hayleigh Blinkhorne - events/vendors/advertising: hayleigh@gpa.net General enquiries/mentor scheme/training : - info@gpa.net Michael Baer - US contributor: mike@gpa.net Nilufer Gul - GM APAC/Australia: nilufer@gpa.net Tel: +61 (0)413 749 714 CONTACTS
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WHY RESILIENT PAYMENT PROCESSES ARE INTEGRAL TO GLOBAL PAYROLL
As organisations expand across borders and recruit from a global talent pool, the complexity of paying people accurately and on time also grows. Payroll professionals know this better than anyone, yet the challenge of building secure, efficient, and compliant international payment processes can too often be left unaddressed until something goes wrong.
Global Payroll News Stay updated with news on global payroll trends, automation, compliance, AI integration, financial wellness, accurate payments, addressing wage discrepancies and more. 04:05 GLOBAL NEWS
UK
Saudi Arabia
UK
South Africa
More than half of job losses in hospitality sector Read more...
Professional accreditation for expatriate workforce Read more...
HMRC confirms changes to disputed
Magistrates’ association takes President to court Read more...
charge process Read more...
Japan
US
Global
Canada
Prefectures break with labour ministry over minimum wage Read more...
Workday partners with Chime for wellness tools Read more...
Nvidia CEO personally checks salaries of workforce Read more...
Auditor General to probe federal pay system Read more...
Kenya
Global
VIEW OTHER NEWS FROM AROUND THE WORLD EMEA APAC AFRICA AMERICAS MIDDLE EAST GLOBAL
Malaysia
Deel announces AI Workforce for payroll
Public service payroll deadline extended to 18th of every month Read more...
Recognition for sign language interpreters Read more...
and HR teams Read more...
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Cross-Border Payments: Staying Confidently Compliant
Expanding your workforce across borders is one of the most exciting opportunities a business can pursue, opening doors to new markets, new customers, and new and diverse talent. But maintaining standards for accurate and timely pay isn’t as simple as hitting send. Every country has its own distinctive maze of tax rules, banking procedures, and compliance requirements to manoeuvre through.
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C onfronting them together, without payroll payments a high-stakes activity, with a single misstep setting you on a path of fines, failed transactions, or reputational damage. That’s why compliance and risk control should never be seen as a footnote in global adequate preparation, can make international
payroll. They’re the foundation of a resilient system which protects your talent and your business. The Compliance Minefield From the outside, payroll can be perceived as a straightforward process: calculate salaries, make the necessary transfers, maintain
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Tax and labour laws: From end-of-service entitlements to mandatory benefits, payroll touches on some of the most tightly regulated areas of employment, with mistakes attracting heavy penalties. AML and KYC obligations: To prevent fraud and money laundering, regulators demand rigorous checks on payers and payees. In the UAE, banks and payment providers must verify beneficiary identities and monitor transactions for suspicious activity under strict AML and KYC rules. Failure to comply can result in fines, account freezes, or legal action. Building Compliance into Every Step The most effective way to mitigate risk is to incorporate compliance directly into your payroll payment process. That means creating a framework where every transaction is validated, recorded, and aligned with current regulations. Key practices include: Validating beneficiary data Meeting AML and KYC requirements Maintaining audit-ready records Using real-time monitoring
accurate records... No one knows better than payroll professionals that this is far from the case, and cross-border payments introduce a host of extra nuances. Here are some of the twists and turns to consider: Data privacy requirements: Such legislation is rife with subtle variations. GDPR in the EU and Singapore’s PDPA, for example, both protect employee data, requiring consent, limited use, and secure handling, yet they differ in scope and specific obligations. It is essential to be
able to differentiate them. Different banking rules: Payment formats, clearing
systems, and cut-off times vary by country, creating risks of delays, failed transfers, or additional fees, all of which can disrupt payroll and impact employee trust.
Regulations evolve constantly, and in many markets, updates appear with little notice. What was compliant yesterday may trip you up tomorrow.
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One of the biggest risks in compliance is simply missing a change. Regulations evolve constantly, and in many markets, updates appear with little notice. What was compliant yesterday may trip you up tomorrow. This is where local expertise makes all the difference. Partnering with a provider brings access to on-the-ground knowledge of banking rules and proactive compliance monitoring to keep you one step ahead of regulatory shifts and specialised technology, such as real-time beneficiary validation and automated reporting, to reduce manual errors and delays. The contemporary compliance journey is supported by advances in technology and positive regulatory change. Automated tools now streamline critical processes such as beneficiary validation and sanctions screening, removing the cost and risk of manual intervention. Such systems can flag issues in real time, strengthen fraud prevention, and accelerate transaction flows, giving payroll teams greater certainty. Regulatory initiatives such as “confirmation of payee” and
Time zone differences, multiple currencies, and shifting local regulations create an unpredictable terrain where missteps can occur if vigilance is lacking.
“verification of payee” are also reshaping the landscape. These provide employers and employees with greater transparency and assurance that funds reach the correct destination. And it’s important to remember that you needn’t navigate every new regulation yourself; a provider can chart a compliant course for you. Moving Forward with Confidence It’s easy to think of compliance only in terms of avoiding penalties. However, its impact goes much deeper. For employees, the expectation of prompt, precise pay is a non- negotiable. A late or failed payment can erode trust quickly, particularly for globally mobile staff who rely on these funds to support families or meet critical obligations abroad.
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Embedding compliance into your payroll operations isn’t just a safeguard; it’s a declaration of reliability, demonstrating that your organisation takes accuracy, timeliness, and fairness seriously, creating a foundation of dependability that extends beyond individual pay cycles. Employees notice, albeit subconsciously, when payroll runs smoothly, and that confidence reinforces retention, boosts morale, and positively enhances your reputation. We cannot escape the fact that international payroll payments will always carry some degree of complexity. Time zone differences, multiple currencies, and shifting local regulations create an unpredictable terrain where missteps can occur if vigilance is lacking. However, with the right systems and partners, you can transform these risks into resilience and become more sure-footed. Our recent white paper, Building Resilient International Payment Processes in Global Payroll , explores the business case. By validating data, keeping audit-ready records, ensuring AML and KYC obligations are met, and leveraging local expertise, businesses
can confidently navigate the compliance minefield. Resilient payroll operations protect against financial and regulatory consequences, and they also provide clarity and predictability in daily operations. Meaning organisations can approach international expansion and workforce management proactively, equipped to handle challenges without disruption. Conclusion Global payroll compliance is an ongoing challenge, but help is readily available. With trusted partners, advanced technology, and increasingly supportive regulation, organisations can take incremental steps - through automation, consultation, or provider transition - that reduce vulnerabilities and improve efficiency without upheaval. Such preparedness empowers companies to move forward with purpose, using the evolution of their global payroll as a bedrock for stability, growth, and credibility. By reframing compliance as a pathway to progress, businesses can confidently cross borders, equipped with the right tools and expertise to thrive in an interconnected world.
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Payroll as a career: Insights from senior payro professionals
Payroll as a career: Insights from senior payroll professionals Payroll as a career: Insights from senior payroll professionals Download the white paper
Download the white paper
Download the white paper
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The Payroll Single Point of Failure Behind the Payslip: Real Stories from Payroll Heroes When Janet from payroll takes her first holiday in three years (two weeks back- to-back!), suddenly nobody knows how to process expenses. Sound familiar? Key person dependency isn’t just a payroll problem; it’s an organisational time bomb. L et’s talk about Janet. She’s been running payroll single- you’re sitting on a ticking time bomb. The Janet Phenomenon Every industry has handedly for eight years, knows every quirk of the system, and hasn’t taken a proper holiday since 2021. Sound familiar? If your organisation has a Janet, them, the indispensable person who holds all the knowledge, remembers
Author: Helen Dooley Helen Dooley is the Chief Commercial Officer at CR Payroll. Through her experience in multiple disciplines and verticals, she brings decades of experience and a genuine passion for client support and problem-solving. Helen believes in the power of listening and the value of gaining different perspectives. The CR Payroll team are the emergency responders of payroll, spotting issues before they snowball. With years of expertise and a sixth (payroll) sense, they create bulletproof contingency plans to keep payroll running smoothly. From last-minute curveballs to system meltdowns, they’ve seen it all, and fixed it. Their proactive approach ensures businesses can rest easy knowing payroll is in expert hands.
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every workaround, and somehow keeps critical processes running through sheer force of will. In payroll, they’re often called the “payroll champion,” but really, they’re a single point of failure waiting to happen. “I used to joke that I was the only person who knew how to process our monthly expenses,” laughs Michael, a finance director. “It wasn’t funny when I got food
poisoning the day before month-end.” The twist? This isn’t actually a payroll problem. It’s an organisational design flaw that happens to manifest most obviously in business-
critical functions like payroll.
When Knowledge Becomes a Prison Here’s the uncomfortable truth: being indispensable often feels like job
The irony is that these knowledge silos often develop with the best intentions.
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dependency is how it spreads across organisations. IT has the person who’s the only one who understands the server configuration. Marketing has the person who knows how to access the social media accounts. HR has the person who remembers which forms need signing in what order. But payroll dependency feels different because the stakes are higher. Miss a marketing deadline, and you reschedule the campaign. Miss payroll, and you will have countless angry employees demanding answers. The Documentation Dilemma “We’ve tried to document everything,” sighs Emma,
security, but it’s actually a career prison. Janet can’t take time off, can’t be promoted, and certainly can’t leave without causing organisational chaos. “I thought I was being admits Rachel, a payroll manager who recently started documenting her processes. “Turns out I was creating a monster.” The irony is that these knowledge silos helpful by handling everything myself,” often develop with the best intentions. Someone capable steps up during a crisis, gradually accumulates responsibility, and before you know it, they’re the only person who understands how anything works. The Ripple Effect of Dependency When Janet finally does take that overdue holiday, the panic begins. Suddenly, senior management discovers that nobody else knows:
How to process the monthly pension contributions Where the backup tax codes are stored Why the system needs that specific workaround for directors’ expenses How to generate the reports that the board expects every month weeks,” recalls Simon, an operations director. “They spent the first week just trying to figure everything out, including just getting access!” Beyond Payroll: The Bigger Picture The fascinating thing about key person “We had someone cover payroll for two
But payroll dependency feels different because the stakes are higher.
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a payroll specialist. “But documentation assumes someone has time to read it, understand it, and keep it updated.” Here’s the plot twist: documentation alone doesn’t solve key person dependency. You need what experts call “knowledge redundancy”, at least two people who can handle every critical process. The challenge? Training takes time, and time is exactly what overstretched payroll teams don’t have. It’s the classic Catch-22: you need extra capacity to create extra capacity. The Succession Planning Myth Most organisations think they have succession planning sorted. They’ve identified who would take over if Janet left, they’ve created some procedure documents, and they’ve ticked the box marked “business continuity.” But succession planning isn’t about having
someone who can muddle through for a few weeks. It’s about having someone who can maintain the same level of service, handle the unexpected problems, and keep stakeholders confident. “My ‘successor’ lasted three days before calling me on holiday,” remembers Lisa, a payroll director. “Turns out knowing the process and being able to execute it under pressure are very different things.” The Technology Trap Modern payroll systems promise to reduce dependency by automating processes, but they often create new forms of dependency instead. Now you need someone who understands the system configuration, someone who can fix the integrations when they break, and someone who remembers why certain exceptions were programmed in the first place.
“Our new system was supposed to make everything easier,” explains Mark, an IT manager. “Instead, we went from depending on Janet to depending on Janet plus the one person who understands the software.”
Breaking the Cycle
So, how do you break free from key person dependency? It starts with recognising that it’s not a payroll problem, it’s a management problem. Successful organisations build redundancy into their systems from the beginning. They cross-train staff, rotate responsibilities, and create cultures where knowledge sharing is rewarded, not penalised. “We implemented a buddy system,” shares Karen, an HR director. “Everyone in payroll has a backup who shadows them for key processes. We’ve got both internal
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After all, true job security comes not from being indispensable, but from being so good at developing others that your value keeps growing.
and external cover to allow for those more sensitive payrolls. It’s not perfect, but it means holidays are actually possible.” The Human Element The biggest barrier to solving key person dependency isn’t technical; it’s human. People like Janet often resist sharing knowledge because it feels like giving up their value to the organisation. The solution? Reframe the conversation. Instead of “we need to reduce our dependency on you,” try “we need to free you up to focus on higher- value work.” Looking Forward Janet’s story doesn’t have to end with her chained to her desk forever. With proper planning, investment in training, BCPs that work, and a commitment to building resilient systems, organisations can create payroll functions that
survive holidays, sick leave, and even career changes. The payroll heroes of tomorrow won’t be the people who know everything; they’ll be the people who’ve built processes that work with and without them.
Share Your Story
If you have a story, whether it’s a disaster narrowly averted or a triumph no one celebrated, please send it through. A one-liner or a few paragraphs, we’d love to hear from you. And remember, don’t assume others’ stories are more interesting than yours. Every payroll professional has unique experiences worth sharing. If you prefer talking through your experiences, we’re happy to arrange a quick call. When was the last time your payroll team saved the day? We’re waiting to hear your story. Send your stories confidentially to: helen.dooley@crpayrollsolutions.com Let’s shine a light on the people who keep the wheels turning and the payslips rolling. Because payroll is never just numbers - it’s the people behind them who make it work.
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Pour homme. Pour femme. Pour Pay Day.
Discover the allure of global payroll and mobility at www.activpayroll.com/love
04:05 INTERVIEW
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Between the Lines Curtis Holmes
Curtis Holmes is a transformational leader with over 30 years of leadership in the technology, software, and communications industries. A board member at Vistra+iiPay, he has held key roles such as CEO, President, COO, and Founder, successfully guiding companies through exceptional client experiences, profitable growth, turnarounds, restructurings, and mergers globally. Curtis leads his team to focus on changing global payroll with innovative solutions and a customer-centric service culture. Previously, he served as CEO and Chief Operating Officer at iiPay and has held executive positions in large, mid-size, and small corporations, including serving as CEO of MetaSolv Software.
This interview has been edited for clarity.
GPA: With your early career in
Curtis Holmes: My background really is about technology and software. I started my career at Bell Laboratories as a software engineer, then I
became a manager and rose quickly through the ranks. I decided to finish my stint there as a vice president at Lucent, Bell
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I didn’t even know there was a payroll industry. I was accustomed to just getting paid on time, the money just got deposited and I never thought about it. That was the extent of my exposure to payroll at the time. I didn’t realize the complexity associated with compliance, that payroll could be inaccurate. I never experienced it personally. The company, iiPay, was very small, headquartered in the UK, and a Dallas based private equity acquired it. I joined as chief operating officer in May 2016 and was immediately struck by the quality of young talent they had working there. I saw great opportunity to take this talent, leverage it, and do something great. While some think the great market differentiator for successful organizations is technology, for example, or they believe it’s something else, I believe that if you’ve got
I didn’t even know there was a payroll industry. I was accustomed to just getting paid on time, the money just got deposited and I never thought about it. That was the extent of my exposure to payroll at the time.
dollar software firm decided to purchase us, I thought that was going to be it for me. I planned to retire, although I was pretty young. Shortly after, I kind of got the startup bug. I started to lead some small technology companies and served on boards for others. Then, I was in the gym one day and a colleague from a private equity company stopped and said, “Curtis, we have this amazing company and we’d like for you to be a partner.” And I asked, “What’s the industry?” And he said, “Payroll?” And I said, “Payroll? What?”
Lab’s successor, when my wife and I decided (and I say “we,” but she actually decided) to move closer to our family in Louisiana, meaning I would have to leave that position. I took one call from a recruiter Plano, Texas, with the opportunity to become president and CEO of that company. And I became the CEO and a member of their Board of Directors. It was publicly traded and was an amazing experience serving some of the largest telecom companies in the world. When a multi-billion about a company headquartered in
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excellent leadership, that’s the only true differentiator. It’s what I’ve lived by. So, I nurtured and watched this talented group as they grew into excellent leaders. I’ve seen them raise families and become successful in their own right. iiPay grew some 20 times in revenue under their watch, and I was impressed watching them work with Vistra and our new owners. Knowing that we helped them see potential in themselves that they didn’t even know they had—that’s what’s been exciting for me. This leadership team is still with us today at Vistra+iiPay. I attribute my approach to leadership to growing up in a manufacturing blue-collar family and so I feel that everything that has happened is because of something bigger than me. This allows me, as a leader, to put others in front and give them the opportunity.
I recently was asked about my superpower, and I said that my superpower is in building leaders; that’s the thing that matters to me the most. I’m excited to be a part of the new organization. When we think about leadership, one differentiator that comes to mind is our team’s intense focus on great client experiences. This has led us to become a trusted partner for our clients. As a result, Vistra+iiPay has been recognized as global payroll supplier of the year at least three times over the last five years by the GPA and Reward Strategy. We also were finalists for
GPA awards. In addition, we were recognized for six straight years as one of the fastest growing companies in America. In all cases, Vistra+iiPay did not pay for any of this recognition - all earned as a result of a competitive process, data submissions, and client testimonials. The recognition comes as a result of hard work by our leadership teams and staff to build relationships with great clients, because it is through their testimonials and the data that backs up our achievements that we have succeeded in highly competitive processes.
The payroll industry was behind when it came to building APIs when I started, but we’ve closed the gap and we now build APIs that ease integration and automate the whole process.
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capability that would give employees what they need to access their payroll data in an intuitive, easy manner. For the process part, the implementation needs to be well-defined and well-executed. That was a strength as well as over 96% of the time we’re on time with our implementation process. And for this one, we delivered the implementation on time. Finally, the most important part is the people aspect. This goes back to leadership. We’re very client- centric and we formed a relationship with the client, so they trusted us. The leader of our payroll implementation at the time was flawless in her execution. She had an amazing team. And the person who was leading our payroll operations also was excellent in making sure the client’s workers were always paid on time and stayed compliant. At present,
iiPay, now Vistra+iiPay, services every other country in Europe for this client. After this implementation, one of my colleagues remarked, “We smashed it!” And we did. GPA: How has your organization been leveraging technology? Curtis Holmes: We’ve built a dashboard and a portal whereby the payroll administrator for our clients can see what is due for payroll in, say, France in Germany, and know what’s on schedule, or identify anything that may be running behind. They can access all kinds of reports and analytics related to gender pay, for example, and this can be related to what the payroll is today versus what it was a year ago. So, providing all kinds of analytics through our technology is one thing we think is really important. The payroll industry was behind when it came
GPA: What accomplishments that involve payroll stand out for you? Curtis Holmes: One client, early in my tenure at iiPay said they were going to take a chance on us. They gave us two countries. Malta, was one, and the headcount there was two. But the other one was Germany, which had more than 10,000 employees. Until that point, we had not serviced that big a population anywhere. We focused on people, process, and technology. For technology, we had three things we excelled in delivering for this client. First, we had a strong technology solution (and that continues today). Number two, we were able to ease their integration into HCM systems through exceptional integration capabilities and with the commitment to deliver APIs in the future. Third, we had an employee self-service
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on the commitments is really important. I used to have an HR leader who warned me: “Curtis, we got to be careful about the shiny objects.” Often, clients get focused on the shiny object, be it a snazzy UI or a bunch of impressive analytics up front, only to find out that, say, the ease of integrations they described is not there. The ability to provide the reports needed, the analytics capabilities, are not there. GPA: What do you think the future state is for payroll and the payroll profession? Curtis Holmes: For global payroll in general, the future is really about getting to zero-touch payroll. The future is all about making the experience seamless for employees as well as the administrators. I see people clicking and leveraging AI capabilities to do the work. It will come via
Those in payroll spend a lot of time validating the data. We’ll be validating that data, so you can actually leverage technology to see the variances, the discrepancies, and the trends.
to building APIs when I started, but we’ve closed the gap and we now build APIs that ease integration and automate the whole process. Think about the integration needed in getting general ledger information back that becomes important for the payroll process. Using the proper technology, you’re not having to do file transfers back and forth or manual uploads. Internally, the question of technology use is: How do we take the manual parts of payroll and automate them? By leveraging automation and AI to validate and do some context matching and so forth, we can move
to validating all of the payroll data. I believe we’re going to be the leader in global payroll with respect to technology and with respect to clients that we serve around the globe. GPA: What do you wish clients to do that they often don’t do? Curtis Holmes: Clients should really pay attention to compliance when they’re partnering with a payroll provider. Compliance needs to be at the forefront. In addition, really vetting a prospective partner to be sure there is a credible track record of delivering
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develop. It’s about the ability to communicate effectively--in difficult times and good times. It’s also about something I’m really big about: leadership resilience. And those in the payroll profession know resilience like probably nobody else. Payroll professionals who are ambitious, who are doing fantastic work in payroll, are willing to learn about the other areas and move into other functions, who demonstrate leadership, who deal effectively with all the adversity, they will advance. Remember leadership is sometimes a thankless job. A lot of times it’s dealing with the adversarial things in our business. I believe that a person willing to embrace those skills and characteristics, they have the opportunity to do amazing things. They have to first believe it internally and then I think anything’s possible.
I believe there is opportunity for payroll professionals to essentially advance in their career to the highest levels of the corporation.
dashboards, and the analytics, whether it’s validating the payroll accuracy, whether it’s providing reports, whether it’s giving employees access-- again leveraging AI-- to pick up our mobile devices and simply ask: “Did my pay arrive today? Did they take out the same amount last month as they did this month?” Those in payroll spend a lot of time validating the data. We’ll be validating that data, so you can actually leverage technology to see the variances, the discrepancies, and the trends. I see a future that simplifies the key aspects of global payroll for clients in the marketplace.
With this set up, how does someone in payroll now add more value? Payroll needs to help the overall organization build its culture. With AI and new technologies, they have more time to think about: “How am I making payroll a strategic value-added function in the overall corporation’s value chain.” Payroll can help create amazing experiences for people. I believe there is opportunity for payroll professionals to essentially advance in their career to the highest levels of the corporation. Key attributes for this advancement really center around the skill set that they’re willing to develop. It’s about the leadership skills that they’re willing to
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Priya is a hero She can’t fly! but every month, she makes sure everyone gets paid, on time and without error. Payroll professionals are the quiet force that keeps businesses moving, yet their vital work o en goes unnoticed. Vistra changes that. Our tech and in-country experts help payroll teams avoid risks, gain peace of mind, and manage global workforces with confidence, processing 11M+ payslips a year across 170+ countries.
vistra.com/global-payroll
04:05 AFRICA
This Isn’t a The Truth A
Author: Anton van Heerden Anton is the Managing Director and founder of DNA Outsourcing and DNA EOR, with nearly 30 years of experience in HR and payroll technology. He has led transformative workforce solutions across Africa and the Middle East, helping companies expand globally through compliant, people-led EOR and payroll services. Prior to founding DNA in 2018, Anton served as Executive Vice President and Managing Director for Sage Africa and Middle East, where he played a pivotal role in scaling operations and driving product innovation across the region. His career began as a founding member of VIP Payroll, contributing to one of South Africa’s most trusted payroll software brands. Today, Anton is recognised as a strategic leader in global employment, valued for his insights on compliance, cross- border hiring, and the role of technology in scaling teams. His mission remains clear: simplify international expansion while keeping people at the heart of the process.
Hiring global talent isn’t exploitation. As more companies build international teams, the real opportunity lies in doing it fairly, legally, and with long- term intent. In this article, Anton van Heerden unpacks the truth behind offshore hiring, why South African professionals are part of the solution, and how to build a global team that’s both high- performing and human-centered.
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a Loophole: About Offshore Hiring
T here’s a narrative I’ve seen surface time and again - often from well-meaning people in boardrooms and comment sections alike: “Isn’t offshore hiring just another form of exploitation?” It’s a fair question. But the answer, when you look
a little closer, is far more empowering and far less cynical. When it is done right, offshore hiring isn’t only about taking advantage; it’s also about tapping into a wider pool of talent and access. It’s about opening doors. And in markets like South Africa, India, the Philippines and beyond, it’s creating life-changing
career pathways - without anyone needing to leave home. Let’s look at what’s really happening. Global Work, Local Upliftment I recently worked with a US tech firm that hired a young marketer based in Cape Town. He had
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no degree and no major job history, but they saw potential. We arranged for him to receive a laptop, got onboarded, and within weeks, he was contributing to global campaigns. That job? It didn’t displace a US worker. It existed because the company could scale affordably with remote support. And for that new hire, it meant access to income, upskilling, and international exposure he simply wouldn’t have had otherwise. Global hiring is often the difference between surviving and thriving for both businesses and talent. In many cities across the Global South, the cost of living is significantly lower than in London, New York or Amsterdam. That means a salary that seems modest in USD or GBP terms can be genuinely life- changing on the ground – especially for smaller businesses wanting to scale.
The conversation shouldn’t be about paying the least. It’s about paying fairly and paying in a way that reflects both the role and the local context.
emerging-market professionals actively want to work for international companies. Why? Exposure. Growth. Skills. A global resume opens global doors. However, traditional hiring structures often keep them out for several reasons: The expectation of in- office work The legal limitations of employment laws across borders. The fear of compliance issues. Or worse, the misstep of classifying them as independent contractors, which puts both the employer and employee at risk. That’s where models like Employer of Record (EOR) come in. They allow companies to hire
In India, for example, the minimum wage in some regions is less than $2/ hour. In South Africa, entry-level professionals earn far below what their global counterparts make, yet with remote roles paying international rates, they gain a shot at upward mobility, financial stability, and meaningful careers. The conversation shouldn’t be about paying the least. It’s about paying fairly and paying in a way that reflects both the role and the local context. The Old Way of Hiring Delays Everything According to LinkedIn’s
2024 Future of Work Report, over 60% of
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Read up on local employment laws or partner with a provider who understands them deeply, especially those regarding leave (BCEA in SA), working hours, and termination protocols. 2. Choose your setup: Entity vs. EOR Establishing a legal entity in South Africa can take months and cost thousands. If you’re just hiring a few people, consider an EOR partner instead. They’ll employ your team on your behalf, legally, quickly, and with all the compliance boxes ticked. We’ve onboarded remote hires in as little as 48 hours. And yes, we’ve also handled laptops, office furniture, and broadband setup.
legally and compliantly in countries where they don’t have an entity. The EOR becomes the legal employer, handling payroll, tax, and labour law, while the business manages the day-to-day. This isn’t a loophole. It’s a bridge, and it’s working - not just for cost reasons but also for values-aligned global hiring. The Real ‘Exploitation’? Inaction or Improvisation What’s truly exploitative is this: hiring someone as a “freelancer” when they’re working full-time hours, taking direction like an employee, but getting none of the benefits or protections. That’s illegal in many countries. And in South Africa, it could trigger investigations, back pay, tax liabilities, and reputational damage. Furthermore, it hurts the company and erodes trust with the person you hired, and potentially your other team members.
We’re talking about ethical hiring, and being compliant isn’t a “I wonder if we should”, it is a “we must do this” situation. Which brings us to the practical side. A Practical Guide for Hiring Right, Not Just Cheap Here’s how global companies can hire talent in South Africa or similar markets, and do it in a fair, compliant, and sustainable way. 1. Understand your obligations If someone works only for your company, during specific hours, under your direction, they’re not a contractor. They’re an employee. Hiring them as an “independent” to cut costs can backfire.
This isn’t a loophole. It’s a bridge, and it’s working - not just for cost reasons but also for values-aligned global hiring.
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3. Pay fairly, not just minimally A common myth is that offshore hiring is only about low costs. It’s not. It’s about market- aligned, role-appropriate compensation. Research local salary benchmarks (or ask your EOR partner), and factor in benefits like leave, retirement, and medical aid if needed. Fair pay = trust, longevity, and better output. 4. Provide real onboarding A Slack login and an “all the best” email won’t cut it. If someone’s joining your team from across the world, make them feel like they are part of the team. Introduce them properly. Provide a mentor or “buddy system”. And be sure to set clear expectations. 5. Build for outcomes, not hours Remote work isn’t about surveillance and shouldn’t be. Accountability is what you’re after. Use tools like Notion, Asana, or ClickUp to align on
Hiring across borders isn’t for Fortune 500s anymore. With the right partner and mindset, any startup, NGO, or growth-focused company can build a high- performing global team - fairly, legally, and with intent.
anymore. With the right partner and mindset, any startup, NGO, or growth- focused company can build a high-performing global team - fairly, legally, and with intent. It is all about access, equity, and opportunity. And when done right, offshore hiring is smart business - it’s the kind of leadership that builds better companies, better careers, and a more connected world.
deliverables - not daily check-ins. McKinsey’s 2024 Workplace Productivity study shows outcome-based cultures outperform time-based ones by over 40% in hybrid settings. 6. Think long-term gains The best offshore hires grow with you. They become managers, team leads, and ambassadors for your culture. Be sure to invest in them with training, feedback, and recognition. Final thought Hiring across borders isn’t for Fortune 500s
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Australia’s first Always On Compliance solution.
Supporting some of Australia’s largest employers across multiple industries.
100+ payroll reviews completed in 7 years
300k+ employees reviewed
$70 billion of employee payroll data reviewed
Learn more
100% of reviews have found non- compliance
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Why Payroll’s Needs Intellige Just Automatio
Author: Ben Dyl
Ben Dyl is SVP of Delivery at Strada , helping global businesses optimize payroll operations through innovative technology. He works closely with clients to shape sustainable, data– led strategies that balance automation with human oversight.
Payroll is one of the most complex, data- rich functions in any business, yet it’s rarely treated as a source of strategic insight. Automation has helped streamline the basics, but it hasn’t fundamentally changed how payroll teams contribute to broader business outcomes. That, however, is starting to shift.
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Next Evolution ence, Not on
A s AI becomes more embedded in HR operations, payroll is evolving from a task-oriented process into
a potential foundation for better workforce decision- making. One area gaining traction is the use of AI agents: intelligent, autonomous systems that
operate independently, learn over time, and support real-time analysis without constant human input.
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Payroll’s Data Moment Strada’s recent research with ISG shows a clear shift in how organizations are using HR and payroll data. Among those using modern HCM platforms like Workday, there’s been a 44% increase in data-driven decision- making and a 500% rise in the use of AI and machine learning. Encouragingly, 90% of organizations say they’ve taken steps to improve digital fluency in AI and ML, a sign that they are actively preparing for more advanced use. But equipping HR and
considered emerging tools, are now being applied to real challenges in real-time. That said, most organizations are still in the early stages. In fact, 68% report using AI and ML only “rarely” or “sometimes.” The appetite is growing, but payroll and HR’s full AI potential remains largely untapped. From Process To Intelligence So far, AI in payroll has focused mainly on automation; reducing manual inputs, improving accuracy, and ensuring compliance. intelligence, making the shift from using AI to execute tasks to relying on it for proactive insights; surfacing patterns, identifying risks, and informing decisions before issues arise. AI agents represent a meaningful move in that direction. That’s valuable, but it only scratches the surface. The next step is
payroll teams with tools is only half the battle. The real transformation comes from knowing how and when to apply them. While 60% of organizations said they’ve seen success in their HCM transformation, those further along the journey are starting to unlock payroll’s full strategic potential. These aren’t just impressive figures; they reflect a shift in mindset. HR and payroll leaders are moving from gut feel to evidence, stepping into more strategic conversations, and using data to guide decisions. AI and ML, once
But equipping HR and payroll teams with tools is only half the battle. The real transformation comes from knowing how and when to apply them.
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planning with real- time compensation data. These insights are already embedded in payroll data; they just haven’t been easily accessible until now. Moving Toward Maturity There are still challenges: data privacy, trust in AI outputs, and skills gaps all remain barriers to adoption. And while not every organization is there yet (34% still describe their AI capabilities as “developing”), the direction is clear. HR and payroll teams are becoming engines of insight, playing a much more strategic role in the business. With the right tools and the confidence to use them, these teams can do more than deliver paychecks, they can deliver impact. That’s the opportunity in front of us. Click here to access the full report.
Over time, AI agents learn from every cycle, building specialist knowledge and improving performance with each run.
What Makes AI Agents Different AI agents are distinct from generative AI copilots, which act as responsive assistants. Copilots help when prompted. Agents operate continuously. They analyze data in the background, adapt to new conditions, and take action on their own. In payroll, an agent might spot a spike in overtime, correlate it with seasonal demand, and suggest a staffing adjustment. Another could detect a potential compliance risk before it causes problems. Over time, AI agents learn from every cycle, building specialist knowledge and
improving performance with each run. It might sound like futuristic hypotheticals, but it’s the direction HR and payroll are already heading. A Smarter Payroll Function The value of payroll is no longer limited to processing pay on time. With AI and better access to data, payroll can now surface insights that support business decisions. Think about identifying burnout risks early through overtime patterns, spotting retention issues tied to pay equity, or informing workforce
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Welcome to Law in Real Life , where the rules are written in ink, but real life writes its own script. Forget the training manual. Forget the perfect manager or fair pay for fair work. In the real world, rosters sometimes go rogue, rights get overlooked, and payslips just don’t add up. Until real voices finally say, “Enough!” Law in Real Life
Author: Nilufer (Nilly) Gul Nilly Gul is the GM, APAC at the GPA. She’s passionate about payroll and all the people who make it work. With experience in global payroll sales, recruitment, compliance, process improvement, and relationship management, Nilly understands the industry from every angle. She’s all about creating spaces— events, programs, and conversations—where payroll professionals can connect, share, and grow. Her mission? To make payroll a career people choose, not just fall into.
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These are fictional stories based on true workplace drama, straight out of the tangled world of Australian payroll and employment law. You won’t find HR-approved happy endings here. Just people navigating red tape, broken systems, and those awkward conversations no one wants to have, but everyone needs to hear. Find out what happens when policy meets
personality…and things start getting real. It’s not just about compliance. It’s about empowerment. About what happens when silence costs too much and someone finally asks a question that changes everything. Because this isn’t a spreadsheet. It’s not a case study. It’s real life at work. And what counts doesn’t get counted unless we speak up.
Episode Two: The Leave H
e was everyone’s work bestie. The guy who fixed your Wi- Fi, remembered your
birthday, and never, ever spoke just to hear himself talk in meetings. But when Joshua tried to take a holiday, something didn’t add up. And this time, turning it off and on again wouldn’t fix it… Joshua’s Story Joshua was an IT enthusiast, eager to make his mark in the tech world.
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