Everyone wants to know how they can grow their salary, how they can take their increase above the standard percentage point and take home more for their hard work. Fortunately, there are steps that anyone can follow that will help them to grow their salary and their value.
“Your first step is to know your value and believe in yourself,” says Lavine Haripersad, Payroll Manager, South African Payroll Association (SAPA). “If you walk into a meeting to negotiate your salary and you’re vague on your value, then things are unlikely to change. If you’re confident and recognise how you contribute to the business, then you are more likely to negotiate with confidence.” Have a clear understanding of your job requirements and what is expected of you. Things are always changing, in every profession, and those who keep abreast of the latest trends and technology, who are constantly updating their knowledge will be in a strong position when looking to negotiate a raise. Build a network of peers, expand your understanding of your role and develop your skills. “This will make a huge difference in how you can negotiate,” says Haripersad. “It is further supported by going the extra mile. Hard work does pay so if your standard increase is 7% and you are angling for a 9% increase, then you can’t be a 9-5 person. Ensure that you achieve performance scores beyond what is expected of you.” Show your value In fact, by consistently overachieving on your KPIs, you are placing yourself in a very strong position as an employee. However, you also need to let the business know that you are a high achiever and that you are adding value to the business. It is important to showcase your work, to let management see how you are performing and to make yourself an indispensable resource. “You almost want to ensure that your company is now working to keep you happy,” says Haripersad. “Put your hand up, accept challenges and expand your role. Be the person who is visibly making an effort to be a part of the company.” Before moving into any salary negotiation, you also need to do your research. Find out what your role is worth on the market and what the salary benchmark is. There are different levels of benchmark, so you need to do all the right things to negotiate and earn at the upper level. Be willing to grow “Know your strengths and your weaknesses too, and be receptive to criticism,” adds Haripersad. “Show how you are working to grow yourself and to make all the right changes. Look for ways to work smarter and be sure to share your knowledge. Use feedback to build a strong relationship with your manager and an open line of communication. If you talk to your manager and make his or her life easier, they will see your value to them as well.” Finally, be unique. Don’t be the run-of-the-mill employee, be the person who stands out and makes a positive and constructive difference. This doesn’t mean vibrant feathered hats; rather a focus on doing the best you can while ensuring that people know you are there and willing to do your job. By immersing yourself in the culture and future of your company, you will be in a strong position to grow your salary that important extra percent. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association
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There used to be a stigma attached to those who hop from job to job, raising their salaries and expectations along with their restless move from organisation to organisation. Considered flighty and a risk to the company, job hoppers were perceived as less reliable than those who set down roots and reputation.
However, the millennial generation sees job hopping as leaping towards new opportunities, and research is showing that they aren’t “flaky escapees”, but stronger recruits because of this trend. Still, whether flaky and fanciable or building a serious career trajectory, job hoppers of any age should keep their financial future and security top of mind. “Job hopping can be a double-edged sword and it is important to consider factors such as UIF, savings and pension as you move,” advises Arlene Leggat, Director, South African Payroll Association. UIF stands for the Unemployment Insurance Fund and it is an emergency savings account designed to support individuals when they are between jobs and battling to find work. If job hoppers tap into these funds while they look for the next big thing, then they are running the risk of not having a safety net in times of real hardship. “UIF works on a credit basis,” adds Leggat. “The more you contribute, the more credits you build. If you are unemployed you can claim those credits, but ideally you should save them for a real emergency.” A professional stance It is also worth remembering that many organisations still work on a ‘last in, first out’ policy when times are tough and retrenchments are in the pipeline. Job hoppers are more likely to be in the firing line and their short time at the company will mean a small severance pay and financial risk. “Another consideration is your pension,” says Leggat. “If you take out one third of your pension every time you leave a job, that’s money you are lopping off your retirement package. Many of the younger generation of job hoppers don’t think about this and it is important. Keep that that money sitting there and growing until you hit retirement age rather than spending it on a new car when you change jobs.” To ensure your pension remains stable, never take the funds out when moving company unless you absolutely must. Then open a preservation fund that can move with you – transfer your pension from one company policy to the next, but use the interest gained in the preservation fund to bolster it. Leggat also advises that you have at least six months of salary put aside before job hopping. If you are retrenched with one week’s salary, you will then have something substantial to support you. She also recommends putting a percentage of your salary into a savings fund each month. “It doesn’t have to be a massive amount, around 7-10% of your gross income,” she concludes. “You then have a nest egg to keep you going when times get tough. Rather follow this strategy than tap into your pension or UIF as those funds are vital for your long-term financial security.” ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association The year is off to a brisk start, with many people feeling refreshed after the holidays and promising themselves that they will maintain a better work-life balance in the new year. But is it really possible in this day and age?
Cathie Webb, director at the South African Payroll Association (SAPA), says people talk about work-life balance as if one can interchange the one with the other without any issue. “I do not think that is as achievable as we would like it to be.” Understand your purpose People have to take responsibilities for their roles in a business, and they should understand that they are employed for a purpose. People also need to know where they fit in to the organisation that they work for, and why they are important for the business. “In many instances people understand what their jobs are, but they don’t understand why it is integral to the success of the business,” says Webb. There are very few businesses who have “reserves” to fill in the gaps when people are not available, or when they are not doing what they are supposed to do. The South African reality Many South Africans have to commute extraordinary distances between their home and workplaces, especially when dependent on public transport. Increased traffic and deteriorating roads mean that an eight to five job may take many more hours out of one’s day than the time actually at work. People who tend to have a more balanced work and private life are those who generally work in isolation and who do not have to keep regular office hours. Even if a company allows for more flexibility – where people can start earlier and finish earlier or the other way around – there is an added level of complexity as soon as the job is “customer facing” or the employee is part of a team. Webb stresses the importance of honest and open communication at work and at home. “It is important for employees to be honest about challenges they may be facing at home. They must be equally honest at home about challenges they are facing at work.” Signs of imbalance Webb says people start working longer hours to get tasks done, or they tend to come in a bit later than they should in the mornings. Managers who have smaller teams will be able to pick up on signs that the balance between work and private life is affected. “Make time to meet with your team regularly. It does not have to be a lengthy meeting with everyone weekly, but you need to meet often enough to understand what is happening in their lives.” Webb says if someone has issues at home which affect performance at work, one should try to find workable solutions for the company and the employee who is trying to keep all the balls in the air. For example, time given off formally to deal with a specific issue, rather than “stolen” hours having to be taken randomly through a work day, may mean much to an employee under pressure. Statistics provided by the South African Revenue Service and National Treasury indicate that 2,744 taxpayers worked over-time in 2013 compared to 656 in 2016. The income from overtime dropped from a combined R33m to R14m during the same time. There is no underlying information to these stats, and the reduction may be due to the economic requirement for businesses to reduce overtime spend. But, Webb says, it may signify an increased awareness on the part of employers that people need “me time” too, even in a pressurised economy. Stock responses When people are asked how they are, most tend to give the “stock response” of Fine, Hectic or Does not help to complain. Many of these responses become a habit. People should learn to check their habitual response to this question, and ask themselves why they use them. Managers equally have to pay attention to why people respond the way they do. If someone is always genuinely hectic, there is something wrong, somewhere. “We are responsible for the way we think about ourselves. We can make ourselves feel more positive about ourselves and our day, as well as making others feel more optimistic.” The key Webb says the balance comes from being “fully present” when you are at work. People have to be committed to the tasks they need to fulfil. “You need to find a way to switch-off when you are on your way home so that you can also be fully present at home.” She says the importance of spending time with the family over dinner (not in front of the television) should never be underestimated. If you need to put in extra time at home, at least spent time during dinner to catch up on the day. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Associatio In November last year, the Labour Law Amendment Act, 2015 was passed by Parliament. While the media has mostly focused on the right to longer leave for new fathers, the provisions cover a broader spectrum of concerns.
“It’s not just good news for fathers-to-be,” says Cathie Webb, Director at the South African Payroll Association (SAPA). “It’s also a breakthrough for same-sex couples, especially men, who were never legally entitled to the time needed to introduce a child into their family and bond with it.” In the past, fathers were only given 3 days family responsibility leave, paid by their employer. Parental, adoption and commissioning parental leave The new law allows an employee who is the parent of a child to take at least 10 consecutive days of parental leave, which commences on the day the child is born or adoption is granted. If an adopted child is below the age of 2, an employee is entitled to at least 10 consecutive weeks of adoption leave, which starts on the day the adoption order is granted. For a surrogate motherhood agreement, a commissioning parent is also allowed at least 10 consecutive weeks of leave, which begins on the date of childbirth. Only one parent may take adoption or commissioning parental leave (both 10 weeks). The other must take parental leave (10 days). However, the law is clear that which one does which is at the discretion of the parents. “In other words,” notes Webb, “employers cannot pressure an employee into nominating their spouse or partner for the longer leave period. This is a deeply personal decision, the right to which must be respected.” The Act amends the Basic Conditions of Employment Act, 1997, so that a collective agreement may not reduce an employee’s entitlement to parental, adoption or commissioning parental leave. In all 3 leave scenarios, an employee must notify their employer in writing at least one month in advance of which date they intend to start leave and which date they will return to work. If that’s not possible, for example, in the case of a premature birth, they must inform their employer as soon as they can. UIF benefits Parents may now claim parental, adoption or commissioning parental benefits from the UIF. However, only one may apply for adoption or commissioning parental benefits; the other must claim parental benefits. For fathers to claim, they must be legally registered as the child’s father as per the Children’s Act, 2005. Application for benefits must be made within 6 months of the date of childbirth or adoption. Webb says that SAPA noticed one omission. It might seem obvious that the right to adoption or commissioning parental leave and benefits would fall away for an employee with a stay-at-home spouse or partner. But the law lacks definitive language dealing with this scenario, and that could lead to confusion. “Overall, SAPA believes the new legislation is much needed and will contribute to stronger family ties in South Africa,” concludes Webb. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association Companies in South Africa must meet their legal obligation to ensure that their employees are paid fairly, or prepare themselves for the consequences. This is the advice offered by Arlene Leggat, a Director at the South African Payroll Association (SAPA). “Specifically, they must have a documented system for determining the value of an employee’s job and it must be applied consistently across their workforce,” she urges.
Unfair discrimination and pay As per the Constitution of South Africa, the Employment Equity Act 55 of 1998 as amended prohibits any person from unfairly discriminating, directly or indirectly, against an employee, in any employment policy or practice, on one or more grounds, including race, gender, sex, pregnancy, marital status, family responsibility, ethnic or social origin, colour, sexual orientation, age, disability, religion, HIV status, conscience, belief, political opinion, culture, language or birth. According to Leggat, “Although the legislation covers a broad range of issues, such as recruitment practices or career development, pay is a core concern because it’s why people work in the first place. Discrimination in this basic area means they’re being unjustly deprived of a better way of life.” Employers are obliged under the Act to eliminate unfair discrimination in respect of pay. They must also ensure that differences in terms and conditions of employment between their employees who are performing work that is the ‘same, substantially the same or of equal value’, do not arise because of the above factors. However, where those factors are considered in terms of an affirmative action programme, it is not unfair discrimination. Auditing inequality The Code of Good Practice on Equal Pay/Remuneration for Work of Equal Value (Government Gazette No. 38837 of 2015) sets out practical guidelines for employers to audit their pay policies on an annual basis to identify inequalities. Using this companion to the Act, they must determine which jobs should be audited and if: a) jobs being compared are the same, substantially the same or of equal value; b) if there are differences in the terms and conditions of employment regarding pay for these jobs; and c) if these differences are non-discriminatory and can be justified. When evaluating jobs, employers should consider the responsibilities demanded of the work; the skills, qualifications (including prior learning) and experience required; the physical, mental and emotional effort needed; and the working conditions of the job. They should also take special precautions not to evaluate female-dominated jobs using the same criteria as male-dominated jobs. However, the law doesn’t demand that all employees doing similar work should be paid the same. Certain factors must be considered, like seniority, above-average capability, personal performance (provided the same evaluations are applied equally), freezing an employee’s pay after demotion until it aligns with fellow workers, shortage of a particular skill, or any other non-discriminatory factor. Employers should familiarise themselves with the Act and the Code of Good Practice to ensure that they satisfy all requirements. “Although they’ll receive ample opportunity to get their houses in order,” warns Leggat, “non-compliance will eventually amount to legal woes which are better avoided.” ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association Most organisations’ biggest and most important expense is its payroll, and no business can risk this resting in the wrong hands, especially when budgets are tight and employees are under pressure.
A well-run payroll is the lifeblood of the organisation, as are the qualities of professional support and integrity that underpin the role itself. Ethics and a strong moral code are mandatory qualities for anyone entering the payroll profession, but how are these guaranteed and what happens when they need to be enforced? “The organisation needs to know that the right person with the right ethics is sitting in the payroll hot seat,” says Cathie Webb, Director, South African Payroll Association (SAPA). “They need to know that the person handling their employee pay is dotting the I’s and crossing the T’s and not letting things slip through the proverbial cracks.” Unfortunately, not all payroll practitioners are created equal and what some see as a non-negotiable ethical stance, others see rules that can be bent. A professional stance “For most professional payroll practitioners, the qualities of integrity, trustworthiness, competence and reliability uphold their own code of behaviour,” says Webb. “However, for the organisation to ensure that these are qualities ascribed to by their payroll practitioner, they need reassurance in the form of a professional body.” A professional organisation is key to establishing a national code of ethics that is adhered to by members and respected by business and other organisations. Practitioners that commit to membership are more likely to follow the code outlined by the institution and will be more inclined to remain in line with the behaviour of their peers. “Once you have signed on the line, you are more aware of the rules, and the consequences of not sticking to them,” adds Webb. “It makes you more careful in how you practice your role. A good reputation is everything - you don’t want things to slip through and for your reputation to become damaged in the process.” Take a stand A professional membership provides the organisation with the wherewithal to confront fraud or bad practice. It ensures that any practitioner engaging in fraudulent activities is exposed to peers and other organisations. Unfortunately, many organisations don’t take a stand when it comes to their own experiences of poor payroll practice. “We have noticed that when a business asks for assistance in auditing their payroll matters, as they’ve suspected something isn’t right, if the payroll practitioner is found guilty, 99% of companies don’t bother to take it further legally,” says Webb. “They cite cost and time, but it can be that they are embarrassed that they didn’t follow procedure.” Access to a professional organisation such as SAPA will allow for the organisation to reveal poor practice and prevent it from happening to someone else. They need only report them to the board with proof in order for the practitioner’s membership to be revoked. This level of involvement by organisations will go a long way towards ensuring that ethics remain top of line and mind. “Corruption is rife and companies must be careful,” concludes Webb. “Ensure your payroll practitioner is a member of the professional body (renewable annually), check their reputation with SAPA, and encourage them to become a member if they are not already. Put the right structures in place to mitigate fraud and limit temptation – and a good payroll practitioner can help you do that.” ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Associatio South Africa is beginning to follow the international trend whereby companies are treating employees like they would their customers. In part, this is done by providing on-time and detailed payslips designed to boost employee satisfaction and increase the efficiency of query resolution.
For a business, there is no greater asset than its employees and keeping them happy and motivated results in employees being more engaged, productive and committed to the company. “One of the most important things that every employee wants is a clear understanding of their payslip and their contributions and deductions,” says Lavine Haripersad, Vice Chair, South African Payroll Association (SAPA). “If they understand every line, deduction and number, then they are immediately more positive and engaged. Unfortunately, the opposite is true when they are confused or bogged down in baffling details.” She adds that employees can easily become distracted and discouraged if they are paid incorrectly or not on time. However, if this issue is out of the equation, their focus falls back on their jobs, which automatically improves performance. Ensuring Trust A cultural shift is taking place across companies towards high-performance and high value-driven employees. Within this arena, payroll plays a significant role in ensuring employees’ trust in the organisation’s ability to provide them with financial stability and in taking the pressure off management who don’t have to worry about whether or why people aren’t being paid. “This is why it is important that the payroll department offers employees support by providing them with insight into how their benefits work, how the payslip structure works to their advantage, and by adding value,” Haripersad states, while adding that providing employees with access and visibility regarding this information fundamentally changes how they engage with their pay and the company. “In addition to open discussion around payslip structure, the department should consider providing employees with their payslips earlier than on payday,” adds Haripersad. “They can then immediately see an abnormal deduction and query this before payment. Of course, any issues also need to be addressed quickly to avoid discontent or concern.” Compliance and risk mitigation The same extends into the area of compliance and legislation – well-oiled payroll departments with exceptional payslip acuity are more likely to mitigate business risk and limit employee dissatisfaction. “Complying with legislation and ensuring accuracy in data and detail minimises the risk for the business and the employee,” says Haripersad. “The challenges around unionised employees can be managed by ensuring that they are taken care of correctly, and employees remain satisfied with pay and benefits. The business is assured of efficient payroll processes and a high level of service.” A professional payroll team with the right tools and systems can transform the payslip from a page peppered with numbers into an understandable and reliable mechanism by which businesses run smoothly and employees remain happy. The extra mile in providing insight, explaining the layout and ensuring every detail is correct – or every error swiftly amended – can fundamentally impact on the working environment and employee satisfaction. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association There are steps that can be taken to ensure that company Chief Financial Officers (CFO’s), who already have heavy workloads, can be assured of a fully compliant payroll without having to immerse themselves in the daily details.
As the stewards of financial health, this will enable them to fulfil their role to mitigate risk, manage compliance, deliver assurance to the Board and ensure that payroll is operating in a robust, automated and highly controlled environment. “To create a payroll environment that doesn’t need constant oversight and review, the CFO should implement an annual external audit of the full payroll process and controls,” says Lavine Haripersad, a director at the South African Payroll Association (SAPA). “In addition, the payroll department requires a structure that supports this control framework. These two working in tandem deliver a robust and highly controlled environment within which payroll thrives.” Alongside the annual external audit, the CFO should implement regular compliance audits. These will help keep the system fully compliant and minimise the risk of exposure. This can be further enhanced by a regular review of payroll codes to ensure they are compliant from an income tax perspective. A wall of protection “The recruitment process also supports the CFO in building a reliable payroll department,” adds Haripersad. “Talent management and recruitment can ensure that the right level of employee is hired - the role of Payroll Manager should be filled by someone who is multi-skilled, capable of handling pressure, and with extensive financial systems, analytical and technical expertise. Ethical and well-trained employees are crucial to the effective and sustainable management of the payroll department.” In addition, the CFO should work with the CIO (Chief Information Officer) or IT department to develop a robust IT strategy around data security and payroll system access. This is not only relevant in terms of the Protection of Personal Information Act (POPI) and its compliance requirements, but to ensure that confidential data remains that way. Currently the cyber security landscape is too volatile, and cyber criminals too successful, to not ensure that the highest possible controls are in place. Effective measures “Finally, introduce reporting and accounting controls into the payroll department as these add value to the CFO reporting process and keep them fully informed,” concludes Lavine. “An important indicator to the CFO that these systems are working well is when the payroll control accounts are clean.” To add further controls, the payroll department should implement good housekeeping, especially in complex economic times. Employees regularly leave or enter a company so records must be kept scrupulously up to date. If someone leaves, all company property must be removed and system access blocked immediately. Ticking these boxes at the outset will go a long way towards keeping system access to those who warrant it, and removing the risk of the disgruntled employee. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association Government has been enmeshed in the process of establishing a new National Minimum Wage (NMW) for many years and finally the numbers have landed on the table and it is causing consternation across country and company. Pressing questions remain around the still low amount, and its viability in the current economy, the history of oppression that surrounds the current wage structure, and the hackles of industry rising around the impact of the cost to bottom lines.
Perhaps the most important point to raise before discussing budgets and costs, is that the this proposed minimum wage of R3,464 a month for a 40-hour week at R20/hour would still be significantly less than the R5,544 that research shows would be the Minimum Living Level- in 2016. While the proposed increase will positively impact the quality of life for millions of South Africans, it is still not enough. “The current proposed minimum wage is R20 per hour and many would argue it is enough, but the reality is that South Africans in the unskilled job spectrum can barely make ends meet,” says Nicolette Nicholson, South African Payroll Association, Exco. “Enterprise or business may argue it is enough, but this NMW won’t break the poverty and inequality barriers.” However, it is a start towards promoting economic growth. Change is one small step Currently, the minimum wage is set at the sectoral level and the urban/rural level and is done in consultation with the Employment Conditions Commission. The new NMW will apply across all sectors. The Commission has to consider the ability of the employer to carry on business successfully and examines issues such as: the operation of the small, medium and micro enterprise, the cost of living, conditions of employment, income differentials and equality, and the impact of the increase to the enterprise. “The National Union of Metal Workers of South Africa remains opposed to NMW in its current form and Cosatu has pointed out that it is far from solving the challenges of inequality, poverty and unemployment,” says Nicholson. “They have, however, said it is a good start.” Enterprises not regulated under a wage regulating measure, such as the mining industry, are indicating that they will be unable to afford the increase. This view confirms the concerns raised by trade unions and analysts – that the NMW may escalate the unemployment crisis. “The NMW could have a further negative impact on the decline of job losses in the SME market,” concludes Nicholson. “The mines have already said they can’t afford it and may be retrenching staff. It is approximately a R7 difference from the average of R13 minimum wage if one compares rates across different industries and for most organisations the rise will make a significant impact on the bottom line.” There is no clear-cut path through the minefield that the NMW has opened up, but one fact does shine out – millions of people could see a necessary shift in their quality of life. The issues must be addressed to ensure that there is engagement on the NMW across all levels of business and that there is proper support for its success. The long-term sustainability of South Africa depends on it. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association The South African Payroll Association (SAPA), in partnership with the South African Board for People Practices (SABPP), has launched the country’s first Payroll Standard. James McKerrell, Chairman of SAPA, will officially announce its implementation at a special SABPP conference to be held on October 26th.
Purpose Like the King IV Report on Corporate Governance, the Payroll Practice Standard strives to codify the requirements for good governance, focusing solely on the payroll function. “Until now,” says McKerrell, “neither employers nor payroll personnel had a concrete reference against which to measure the correctness of their systems and practices. The new standard provides just such a yardstick.” The specification complements the existing SAPA code of conduct. SAPA worked closely with SABPP, the professional body for HR practitioners in South Africa, to develop the document. “SABPP has extensive experience in creating HR standards so they were the ideal partner for this project,” reports McKerrell. The collaboration will also help SAPA establish the standard in HR structures as it will be included and referenced in SABPP’s own HR Standards framework. Overview The standard covers a broad range of requirements to which employers and payroll practitioners must adhere. These include:
Benefits McKerrell foresees that the standard will be eagerly accepted by payroll practitioners. “They are at times asked to take actions that are not conducive to good governance, or are legally or ethically problematic. With this definitive source, they can offer an authoritative response.” By referring to the standard, employers can satisfy themselves that their payroll department and processes comply with legal and governance requirements. It also gives them the ability to audit the payroll function more effectively. Implementation As with King IV, the Payroll Practice Standard is not legally binding. However, McKerrell believes it will see rapid adoption by both employers and practitioners. “Corruption is more easily exposed these days, leading society to call for greater accountability from leaders and business. When an organisation adopts and enforces a progressive standard like ours, they show they are serious about being a good corporate citizen. This is especially true of payroll, where workers’ rights are one of the public’s greatest concerns.” In addition, McKerrell says that SAPA will most likely make familiarity with the standard a requirement for attaining any of its professional designations and include it in its continuous professional development (CPD) programme. “As the profession’s official regulatory body, it is SAPA’s duty to encourage the highest level of professional conduct and service delivery. The Payroll Practice Standard embodies that ideal.” McKerrell looks forward to seeing employers and practitioners embrace the standard and invites them to contact SAPA for more information. ENDS MEDIA CONTACT: Idéle Prinsloo, 082 573 9219, idele@thatpoint.co.za, www.atthatpoint.co.za For more information on SAPA please visit: Website: http://www.sapayroll.co.za/ Twitter: @SAPayroll LinkedIn: The South African Payroll Association |
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