“No one is actually dead until the ripples they cause in the world die away.” Sir Terry Pratchett (1948–2015) (https://bit.ly/2ZkocUh)
It was with much sadness I learned late in the preparations for this issue of Professional of the death of industry
professionals. It was created quickly, so it is unsurprising that the rules have been subject to almost continuous ‘clarification’. See page 30 for an example of an unintended consequence.
luminary Norman Green (page 5). I first met Norman in the early 1990s when attending
meetings of the Payroll Specialist Group. It was always a pleasure to meet and chat with him at the CIPP’s Annual Conferences. I, and many others in the industry, will miss him. The job retention scheme continues to be a challenge for payroll
Mike Nicholas MCIPP AMBCS (editor@cipp.org.uk) Editor
Chair’s message
Project management is a discipline and an approach to business that is so much wider than the title itself. If you consider a software project – perhaps a change in vendor – there is much more to the successful
it should be viewed as critical to the success of the department and business and typically must involve all departments that are invested in its success. Often projects must overcome immense hurdles to be delivered and only considered a success following a period of review and reflection. The Channel Tunnel, for example, is a magnificent technical achievement that did not generate enough customer interest to secure its financial future. The project overcame the most extraordinary hurdles, yet was it commissioned because it could be or because it should have been? Many businesses have lots of much smaller projects running than the example above, and if you have any opportunity to work on a project, I encourage you to jump in with both feet. Learning the disciplines of good project management will be a tool you can use in many opportunities yet to come. I hope you enjoy all the articles contained in this issue.
delivery than the installation of the software. It is a full-blown change programme and that involves the key pillars of strategy, culture, behaviour, process and upskilling before you even get to the software. All of which may touch every person in the business and perhaps beyond that with third parties and communications with banks as an example of changes to routines and outputs. In my experience, for any project to be successful those involved in the project must work hard to ensure there is a clear understanding of what the current position is, and what the future position post project implementation should look like. Timelines, resources, approach and impact must all be planned and signed off with the executive. Stakeholder management and buy-in from the senior team is incredibly important for successful outcomes as is engagement with all the business areas affected. Poor projects are often seen as ‘them and us’ – the project should not have a life of its own,
Jason Davenport MCIPP MIoD (jason.davenport3@cipp.org.uk) Chair, CIPP
We are living in unprecedented times and firstly my thoughts in this message are that you, your family and colleagues are well and in good health. Who would have thought payroll CEO’s message
Crucial to our success were dedicated teams supporting colleagues, delivered (like many of you) from a home environment with children and partners vying for attention during this lockdown period. New skills and concerns during this time in ensuring the well-being and mental health of all became a particular new phenomenon with ‘virtual’ coffee mornings, quizzes and the like just to have a feeling of ‘company’, community and a chance to interact; all of which became part of our routine. All who work in payroll should be proud of the part that they play keeping the UK paid, consistently meeting deadlines ensuring in these unique times that your people are paid accurately and on time. I know you will take personal satisfaction from that, as a job well done (again), and hope that delivers a message in your organisation to the strategic importance of the payroll function.
professionals would be working on the government’s Coronavirus Job Retention Scheme, discussing ‘furlough’ – indeed, who had even heard that expression until recently? And payroll staff being viewed as ‘essential workers’!? Well, we all knew that anyway. Your Chartered Institute has continued to support the membership. My personal thanks go to the CIPP teams who, by the end of March, were all successfully working from home. Our teams were engaged at all levels: policy at the heart of government as rules were converted into solutions, with several iterations keeping us all on our toes; and our Advisory Service handling quadruple the number of calls usually received in a month. We were able to bring in additional resource to support our Advisory colleagues to ensure we could address members’ enquiries (see page 8 for details). We rapidly converted all of our training courses, education support to students and national forums to online solutions.
Ken Pullar FCIPP (ken.pullar@cipp.org.uk) Chief executive officer, CIPP
1
| Professional in Payroll, Pensions and Reward |
Issue 61 | June 2020
Made with FlippingBook - Online magazine maker