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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ISSUE 15 GLOBAL PAYROLL MAGAZINE
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