Powered by the WRKdefined Podcast Network.
[00:00:01] Welcome back folks. It's another episode of It's About Payroll. Man, what is going on? I'm good man, but nah, just taking it day by day man. This year is flying by. I know I always say that, but man, we're already at it. Towards the middle of the year. Pretty much. Yeah. Time wastes from the war, man. How are you? No, I'm doing amazing, man. Let's get right in bro. You got any pay news for us? Payroll news update?
[00:00:29] I'm going to take anybody's pay? Yeah, I just want to talk about all the layoffs that are going on. Go for it. For 2026, so far, you know, as of late April, 2026, over 100,000 tech jobs, our tech employees have been laid off across 150 employees, which are meant to cut that Oracle, Amazon and Meta, which is largely driven by AI adoption and restructuring.
[00:00:55] So, and you know, one of those things, I think you just mentioned this, you just mentioned this to me, this morning was UKG, right? Yeah. They just had some layoffs the other day and it was 950 people from their global sector. And so that cut of that 950 employees represented about 14% of their global footprint. Wow.
[00:01:17] So as they restructure and everything. So I think that we're seeing that. And as I did research, they said it was a restructuring with the plan to shift toward AI operations. Yeah. You know, AI is, we're starting to see it like, you know, the, the, we're in the middle of that. We started seeing a little bit, you know, last year, but full force, we're seeing AI coming in and impacting companies and employees. And it's just, you know, it's the time is now.
[00:01:47] I think that UKG, you know, they can say it's AI, but I also think that is a, uh, an impact or result of the merger, you know, two global or big companies merged to make UKG.
[00:02:06] And it was going to take some time to find that redundancy. We all expected big layoffs in the beginning and then we might've gotten some, but it was going to, it was inevitable to continue to happen as they successfully merged their companies. You know, I think we've only been a few years, I guess it's a good amount of time in on the merger. So we as a good impact on AI as well.
[00:02:27] So yeah, no, look, interesting stuff, you know, more of a reason to look out for the new CPT course that we got going on, learn how to do payroll inside of payroll, learn on a payroll system. Uh, really excited about that course. And as folks are looking for new careers or, or new grads looking for something, they can check it out.
[00:02:49] But yeah, yeah, so yeah. Oh, I had something I got. Let's see. So it was an article published on Global Newswire. Loyal but looking today's workforce is keeping its options open. And this was a survey done by iSolved.
[00:03:09] And the key takeaways are that happy employees are still ready to leave. So the study says 90% of employees are happy in their roles, yet 58% plan to apply for new job within the next year. The big takeaway job satisfaction does not automatically mean retention.
[00:03:29] Another next point is employees feel stuck even when they are not, not unhappy. The article points to stagnation fatigue. Employees want better pay, career growth, advancement, and clearer paths forward. Employers need to focus on development, mobility, and future opportunity, not just whether employees seem satisfied today.
[00:03:52] You can think about it. And last one, as it impacts payroll specifically. Yes, payroll matters. Payroll was one of the clearest warnings in the article, as we say a lot on this show. 63% of employees have experienced payroll or pay issues. 53% said a payroll mistake would make them look for a new job. A, just one, right? This is the strongest payroll takeaway.
[00:04:18] Payroll accuracy is directly tied to employee trust and retention. We've said it many times. A payroll mistake is not just an operational issue. It can become a turnover trigger. Uh, so yeah, you know, payroll is not just back office function. According to iSolved, more than half of employees say that a payroll mistake would make them consider looking for another job. So think about that. Payrollers. And I mean, not that if you're good, you know, if you've been doing it any amount of time, you're good at it.
[00:04:47] You know that very clearly. But just to reiterate, and that study was just done. So this is fresh info. Um, yeah. So we're going to talk, talk today about the journey of the payroll person, right? Payroll is one of the most important jobs. Perfect segue. And the journey of the payroll professionals really talked about in stages outside of the show. Anyway, cause we talk about it all the time today.
[00:05:12] We're talking about the real payroll career arc, the entry, the middle, the waiting period, and then the next level. So, well, you want to get started on like the entry level of this. And we've had to go back and forth on these stages. Yeah. So what, what, what is that stage really? The entry level, right? This is where most of us got our start. We're learned the basics, you know, while all, while also realizing that payroll is much bigger than just pressing the button. You know, we entered the stage.
[00:05:42] You know, I think a lot of us have said, you know, we asked the question, how'd you, what's your payroll origin story? This is how it started, right? This is how you got into payroll. And so whether that's through admin by chance or whether you're, you're a rare breed and you have actually chose it. Right. You know, you get, you get into it and you know, early, early in, in, in your payroll journey, you might see it as more often task heavy. Or deadline driven.
[00:06:12] You know, you see a lot of the new payroll professionals are mostly focused on accuracy, repetition, terminology and process. And you, I think you don't appreciate, or you may underestimate how much compliance risk sits inside those, those seemingly small tasks. Right.
[00:06:31] So, and your, your confidence as a payroll pro may not be as high because usually, you know, one mistake can have real impact or affect real people and their pay. Right. Right. So this, this is where you kind of, you learn, you know, about payroll calendars, cutoff times, you start to understand deductions, taxes, garnishments, time cards, pay statements.
[00:06:58] You handle corrections and off cycles, and you're figuring out the difference between what seems fair versus what is actually compliant. Realizing that payroll is very detailed work, especially under pressure. And before I pass the, pass it on to you, or if you have anything to add, I think a lot of people, what they may get wrong here is that thinking that the faster you are.
[00:07:25] Uh, that, that is, that overrides the accuracy of it. Right. So, cause sometimes I remember for myself, we had a bunch of payrolls to process. We had the deadline to meet and we had to get it done as quickly as possible. Right. And so I, I developed, I would say it was a bad habit. I thought it was a skill at first that I would be able to be done.
[00:07:48] And I had to learn that kind of like balance myself out and it still, it still happens to me a little bit now where I'm just working so fast to get something done. That, you know, I had to double check myself and make sure that everything is accurate. You know, earlier in my career, I just wanted to get, make sure everything was done to push it out the door because I had a hundred more payrolls to process. You know, you know, I had a, I had a hundred and 50, 115 clients, you know, 1500 employees. Yeah.
[00:08:17] There were small entities and stuff like that, but there were so many of them that you had to get all of them done by the, by what Tuesday or Wednesday of the week. Right. Hey, this is Brent Skinner, host of small talk window here at the work defined podcasting network. Have you ever wanted a short podcast to listen to during a coffee break of your work day, you've come to the right place.
[00:08:41] My guests dispense with a small talk as quickly as possible and settle into a meaningful conversation around the world of work. And another thing that you, that you can go wrong in this area is assuming that the system is always right. Right. I think a lot of times when you're in the entry level, you just take that, oh, you know, the manager's handling that. I don't have to check that, you know, and the system's going to calculate everything correctly. That's not always the case.
[00:09:07] And believing that payroll is just admin work, you know? And another, I think the biggest thing, the biggest piece to take away from this is not asking questions. You don't ask enough questions. Oh yeah. You don't want to look inexperienced. Right. So ask away because this is the best time to do it. Absolutely. So what about you, man? You want to get on the middle part of it? Or you have anything to add to that entry level? No, we covered it well. Yeah. Yeah.
[00:09:36] So the, yeah, of course the middle part of it. So what, what stage is this really? This is where payroll pros become reliable, experienced and increasingly valuable. They know enough to carry real responsibility, but they may not be operating strategically yet. And it's interesting because we spoke about that with John and Tammy, the authors of an upcoming book called payroll, like a boss. And it's basically a guide to strategic payroll, right? How to be strategic.
[00:10:04] And I think Bart Vanderstrom also covers a bit of that in his book as well, payroll minds. And it's just getting folks to think outside of just the operational of it. And I need to get gross to net proper, you know, you know, be it's, it's beyond accuracy, right? It's beyond being quick is what now you have to be more strategic, right? You have to get your business acumen, business acumen. I say in a fancy word, learn about the business you're in.
[00:10:32] What does, what does the company do? How does that, how, you know, are, are there any operational things that can impact how the payroll processes and try to understand what those impacts might be? You know, I give you a good example in retail. It's, you know, it's heavy punching in and out in retail. It's heavy part-time. Right.
[00:10:55] Whereas in education, it could be heavy full-time, not as many part-time depending on where in education, because you get in the college level, it could be a lot of, what do they call it? Ad hoc professors. And those are kind of like a lot of part-timers point is you need to learn all those nuances in a factory.
[00:11:15] It's, you got to punch into that system and, you know, oh gosh, they, if it's, if it's, if you get paid by piece and you're hourly, like that is a whole nother calculator, right? You have to understand that business impact. So, you know, some of the truths of this stage is that, you know, you, you often become the payroll person now that everybody's relying on. There is not just doing paper, payroll, paperwork and payroll is troubleshooting.
[00:11:43] It's explaining and communicating. You know, I love the, I love the statement that I learned recently. It was like communication is compliance. And that's for payroll is absolutely true. So you kind of learn what that means. You learn how to fix things and better. You learn how to protect and avoid the errors from continuing to happen. Right. So, oh, another thing is learning how to be cross-functional.
[00:12:10] How do you, you know, something that Trista said, all roads lead to payroll. And it's absolutely true. So how do you work with all those roads? It's operations. It's accounting. It's HR. It's all the things. How do you work with these different departments to make sure everything is flowing? Understand how it payrolls impacting them. You know, if there, if you have an opportunity at this level to go and be like, go to your kind
[00:12:38] of see how your employees are working in their job. An easy example is if you're in education, can you spend a day at a school and just walk around with someone, of course, properly, you know, vetted for security, right? You know, if you're around kids, you need to get the proper verifications and things like that. But, you know, walk around with a principal all day or a vice principal all day. And just to kind of see how things are moving.
[00:13:06] What are these teachers challenges and what are the different employee challenges? Retail location. Can you be at the location for a day? Can you spend time at the factory one day? It will give you a different insight as to how your job is impacting them and why they have some of the complaints they may have and some of the challenges they may have. You might be like, why didn't the person do his time guard? And then, but if you spend time on the low on location, you had to see, oh, wow, this is why, you know?
[00:13:34] So, you know, this is where also system knowledge gets increased. You start learning a system better. You know, you either become that. Are you going to be more compliance guru or are you going to be more tech guru? Are you going to be more manager people guru? You know, you kind of start seeing where your skill set is really excelling and you can figure out how you want to develop. What else? You can train. That's another one.
[00:14:00] I love training and really kind of I've always wanted to teach since very young and, you know, getting my train on and is something that I really enjoy. So, you know, do you want to train? You know, you get or here's another one. Are you really good with the data and audits and reconciliations and the year end process and validations and all that good stuff? Because that's all another skill set. You know, ideally you become the official subject matter of this information, but sometimes it's unofficial as well.
[00:14:30] You know, it really depends on to have a conversation with a new salesperson that we brought on and, you know, he was saying we were talking about whether the company considers payroll a sensor of excellence or a back office process. And that's very different.
[00:14:46] That's a it's really key to understand that from a payroll person being in that does your company consider your function a sensor of excellence or just a I say just a back office process because it's going to determine how they treat you. And that's important to know, right? And then it's a good time to figure that out at this stage. You know what, what a lot of people get wrong is, you know, they stay in that firefighter foot mode too long.
[00:15:16] They stay in the weeds and you know, they think that hard work is the only way it's time to be strategic at this level. So yeah. Yeah. I sit now. So I think. So I think one, one thing that you, that you mentioned here that I would like to just say, like, of course it's, it's where you become a stronger payroll pro. You know what I'm saying? You start proving yourself. You, you are really honing in on those habits. Good or bad. Right. You either, you either.
[00:15:46] I just start to prepare yourself for. I heard background. I don't know. Are you starting to prepare yourself for leadership or if you're developing bad habits, you're going to, you might find yourself getting burned out by them. So, you know, you just, uh, so I'm gonna look at the next level. I'm really excited about this next level. I'm really excited to talk about it, right? Because I've experienced this in my own career when, you know, trying to grow and trying to get to the next stage. Right.
[00:16:15] So it's just a waiting period. And this is kind of where you may feel stagnated or you might still, you know, frustrated, or you would feel like your career might be stalling a little bit. I know there's been other people in this field that they kind of just shunt up the ranks quickly. And then after they made it up quickly, it's just okay. What's what's next. You know, you've been in that payroll support role. The majority of your career.
[00:16:43] And you're like, okay, I'm going to get into leadership or management. I've experienced that myself. Right. Where. You know, I, I, you know, imposter syndrome set in because I wanted to advance myself. And, you know, see myself get into management, but I always had those roadblocks, you know, not to get, I don't want to get too deep into that because, you know, there were other reasons for that. You know, why that occurred. Right.
[00:17:11] Whether it was just people, you know, poor leadership, you know, or whatever, or small team structure. Sometimes having a small team, there might not be a clear path for you to get into management, especially if there's only three of you at your company and you already have a payroll manager, you know, and you're already a payroll admin or payroll administrator or senior payroll administrator. You might, you know, find yourself getting frustrated by that. Right.
[00:17:39] You, you, you might find, you might get frustrated by the lack of mentorship. You know, I've, we've talked to other people who said they've had terrible managers in place that didn't want to teach them anything that would kind of just try to protect their job. And so, no, this is, this is me. I'm not going to show you anything because, you know, it was job security for me. If you've ever listened to a business podcast and thought, this sounds good, but no one actually talks like this behind closed doors. You're not wrong.
[00:18:09] On the leader book, AI podcast, we talk about the conversations leaders actually have after the board meeting, after the AI rollout that doesn't quite land. I'm Felicia Shakuba and I interview CEOs, investors and operators about what really drives performance. If you want that level of honesty, subscribe to the leader book, AI podcast. You know what I'm saying? So like there, there are times where you are ready for more.
[00:18:37] Um, you have the broader skillset to move and it might just be you're in the wrong environment. Right. And no matter how patient you are, that will never fix that as long as the wrong leadership hierarchy is in place. Right.
[00:18:53] So what, what may happen at this stage of stagnation or frustration, you may, you may go from feeling like the go-to person, or you might go, you might start feeling at the go-to person, but not to promote a person. You may start feeling like you're trusted with the problems and, and fixing them, but not included in the strategy. Right.
[00:19:20] You may go, um, you may go from seeing more less experienced people advanced because they communicate their value better. So there might be somebody who can, who knows how to negotiate, you know, better than you, you do. And you see them get advanced or you see them get the, the, the salary that they want. Right. And you're, you're fairly frustrated.
[00:19:44] And so that, that, that's another opportunity for you to, to up your skills, up your skill, up your level up a little bit. Right. And so you can, you can find yourself also maybe potentially getting burnt out from having all that high responsibility work. Without the authority. Right. Say, for instance, I can give, I can give an example about myself where I wanted to change how things were run at a company that I was at.
[00:20:09] But because I was not in the management role at that company, all my suggestions were like batted down by the guy who was there. Because he wanted to just kind of, you know, he wanted his face. He wanted to be the face of the team instead of a collaborative environment. That's what it was. Right. So what makes this stage dangerous before I pass it to Brian, as he talks about the next level, you want to make sure that you avoid the cynic, the cynicism. Right.
[00:20:37] You want to make sure you avoid coming disengaged. And acquire resentment. Right. Losing confidence. You don't want to mistake comfort for stability either. Right. And the last thing, I think the most important thing is that you don't want to start believing that growth is not possible in payroll. You may just need to get out and apply yourself somewhere else. You're on mute.
[00:21:13] Thank you, sir. Yeah. And also, I love it, man. This is really good info. Let's talk about the next stage. The waiting period. What does that sound like? Right. That sounded frustrating. I just did that one. Oh, you just did that one? Oh. Yep. One, two. So you're number four. I did number one and three. Number two. Oh, two. Oh, okay. My man. Delete this section. Edits. Edits. Oh, all right. Stage four.
[00:21:43] The next level. One of my favorite hip hop songs called that. That's a name. The next level. What this stage really is. This is where the payroll pros move from being a strong operator to being a leader, a strategist builder, or recognized expert. And it is an option because not everybody's a leader. Not everybody wants to be a leader, right? Not everybody wants to be a manager. You want to be, maybe you just want to be a single contributor, right? And it's okay. And that, and payroll, you can do that.
[00:22:10] You can be a, you can have a whole career and payroll and not have to manage people and just be kind of a single contributor. So this is the stage where you really figure it out. Cause now you're, you're, you're like leaning in your, you are hitting that groove of expertise and you should know what you're good at and how you want to move to the next level. So some of the things in this level is, it's not just about title. I remember when that is, I had a, a, a, a boss that was, we were negotiating a new hire and.
[00:22:40] And, or myself, a new, you know, a new position for me. And, you know, we settled on the, the dollar amount of whatnot. And I was like, look, you can call me whichever you want, but I'm pricing you at this level, you know? And I really didn't care about the title. It was about the compensation and it was about the impact I was going to have. Right. I've always, I think payroll folks always want to help. Right. You always want to solve problems. Good payroll people.
[00:23:10] I mean, they like to help. They like to solve problems. I think that's really key. So it, it, and gosh, we talk about the title so much. Like it's not a standardized list of titles and payroll. You could be a payroll manager and make more than a senior payroll director somewhere, you know, a VP of payroll. And you could, you could be a payroll manager and make more than them.
[00:23:38] And right now to date, I've seen it go up to VP of payroll. There are conversations out there, how we want to see chief payroll officers going forward in the future. If you own your own business, you can coin yourself the chief payroll officer. If you wanted to say something, well, I feel like you wanted to say something. No, you go. Okay. So, and you know, usually requires a shift from doing the work well to building the environment where you can be, where the work can be done well by others. Right.
[00:24:06] You become that payroll architect, a moniker that I'm going to, I think I'm going to run with leadership in payroll means owning outcomes beyond processing. So, and this, this refers to not just being a leader of people, but a leader in it of your, in that one role. And I forget, gosh, I forget who we were talking to in the show that was saying you can be a single contributor and still be a leader. You know what I mean?
[00:24:36] And not have people. Yeah. Right. And not have people reporting to you because having a man, having people reporting to you just makes you a manager. It doesn't make you a leader. Yeah. Right. You have to have followers to be a leader and, you know, be careful because if you become a leader and you don't have any people that report to you, you could become a little threatening and dangerous to folks.
[00:24:59] People get threatened, like kind of, you know, egos start becoming things and, oh, whoa, this person's leading my people. I'm supposed to be leading them. Yeah. Just be careful with that. You know, hopefully you're not in an organization like that, but it happens. You know, at this stage also people are expected to influence policy, technology, risk management, controls, staffing and cross-functional alignment.
[00:25:25] See how we talk back in the other stage, you start getting exposed to the cross-functional and start thinking about the cross-functional. When you get to this stage, you could actually dictate how it should work and who should be involved. Right. Because, you know, you should know who the players are, the stakeholders, right? Mapping those stakeholders to different departments and knowing, oh, no, that department really doesn't have a stakeholder in this. They kind of roll up to this and then, you know, I don't.
[00:25:53] So, you know, if you can exclude them, you know, but again, you're, you're deciding, you're making, you're creating that alignment and technical skills really matter. Judgment, leadership, communication become even more important. You're, again, you're senior at this level, right? You've been in the game for a while. So those are some of the things you got to think about. I see. What, what, what, what else? Anything you like at this level that we want to talk about, Walt?
[00:26:21] I don't know about you, but I don't know very many people that are hopeful about the world of work. And I'd like to change that. My name is Marcus Mossberger and I started the Hope at Work podcast where you'll find two things. Number one, really interesting guests. And number two, innovative ideas about the future of work. Check it out. You already mentioned like leading teams, you know. If you want. Yeah.
[00:26:46] Part like you have to get, you have to hone those skills partnering with, like you mentioned. Yeah. Like you started, you would, you would, you would, you would have started that at the, the, the mid level, like you said, but here you wouldn't have, have perfected that skill set. Right. Yeah. As much as possible. You, like you said, designing processes and stuff. And I think the part that we would like to speak to next is like what people may misunderstand about this level. And I was just looking at that, that I like, yeah.
[00:27:16] Why don't you cover those guys? So like you said this, more money does not always mean less stress. Like you said this to me, when companies give you or invest money into you like that, they're expecting a return on that investment. Yep. Right. So what are you going to do to improve things for the company? Are you going to keep us compliant?
[00:27:42] Are you going to mitigate any risks that may, that may be, that we may be exposed to as a company? Right. What are you going to make sure that we're doing? Are you going to fix anything that may be outstanding? Right. Leadership does not remove detail. It changes the type of detail. Right. That you have to be responsible for.
[00:28:01] You may, you know, delegate some of the things down and, you know, as you build up your teams, but you have to make sure that you have maintained a deeper level of detail when it comes to certain things, right? Or higher level of detail. Being, you know, the smartest technical person isn't enough. Isn't it? You know what I'm saying? Like you may know it, know it all, but if you don't have the right team in place, you knowing it all, there's not going to accomplish anything. Nope. Right.
[00:28:30] And I think this is the most important thing that this level requires visibility, voice and trust. I like that. Right. You need all those things, right? So you need to be open. You need to be, you know, vocal about things. And at the end of the day, because of those things, your company hopefully is going to trust you. Right. Like you may have somebody in place that only sees things their way, but you know, it is what it is, man.
[00:28:58] So you know what it is, too. You made me think about some with the trust and maybe they, you know, if they don't understand payroll, it's hard to trust anything or anybody. And sometimes we take that personal. Right. But we have to keep in mind again. So it's a good, it's a good conversation at this level because you need to learn that. It does your leader. Right. Because unless you own the business, you still have a boss.
[00:29:24] And if not, even if you don't, even if you do own your own business, do your clients understand payroll? If they don't, you're going to have a challenge. Right. Because now you have to kind of start playing every conversation to be teaching as you go. And if they're not open to that, it becomes very tough. It's like an uphill battle and it's a challenge.
[00:29:52] So that's something you got to do is kind of figure out your leaders or your clients. Do they have a good grasp of payroll? And if not, how do you help them bridge that gap? And are they open to it? And then like, how do you talk to them so that they understand? I've had to, you know, read and use GPT to help me. Wait, how do I bridge the gap? Because sometimes I have such a hard time talking to someone that doesn't know payroll and teaching them about payroll.
[00:30:21] You know, in that. And you know what? Let me even be better. Someone that is, doesn't like, is pushing back on it. Right. They're, they're being kind of like, yeah. I've even had, I think, I think I learned this from you. Right. It's that I've even had to get even more granular because human to human. Like trying to communicate human to human sometimes is just difficult. Yeah.
[00:30:47] So it can make sense to us, but we have to make it make sense to them. To them. Exactly. Great point. You're the one who's always said that, right? Make it make sense to them. Right. And that is, so that's to the point why you would use maybe a AI assistant assistant, like say, Hey, help me explain this to someone in. Doesn't understand. Yep. That doesn't understand. So they can get a clear understanding of what I'm trying to say, because you can say, Oh, that's just your 401k.
[00:31:16] And they're like, well, what is for, you know? Yes. That's right. It's exactly right. Look, man. So look, as, as we, as we, what strong takeaway do you want to take, take away from this? I think the biggest thing with, with this level is that it begins when you stop asking, how do I get payroll done? Right now, you know, you've, you've crossed that, you know, you've gone into, and you're
[00:31:44] going to start asking, how do I build payroll to scale, protect business and develop people. And then figure out which one is that you want to do in there because it was a very different things and they will dictate what career path you want to go down. And I think now it opens up another opportunity in the age of AI and payroll. Yep. Right. That's a good point, man. That's a good point. Cause those are very, uh, three, very different things.
[00:32:13] It's building it to scale, protecting the business or developing people. Yeah. But if you already have a good set of team members, processors, you're just struggling protecting the business. Right. You know, any mix. Any mix. Yeah. Right. You're just going to figure it out. And then, and again, which one do you like? Because if you're looking to grow and go somewhere else that you can figure out, okay, I want to zero in on one of these things. So yeah, it's a great one. Let's close it up.
[00:32:41] As we close it out and get into this fun segment for the last five minutes here, the payroll journey is not always fast, but can be meaningful. Right. Each stage, even the waiting period can have a lesson for you. And as long as you, as long as you don't get stuck in believing that any individual stage that you're in, that you have to stay there, you'll be fine.
[00:33:08] So don't, don't, don't have that limiting belief about that. I think, Oh, this is the only thing that I, this is all I can do, especially if you're aspiring for more, if you just want to stay a entry level, mid level, and you're fine with that. It pays the bills and you're, you're happy and you're okay. That's fine. Do you, do you move? Like they say. So, um, just, just go from there. So we're going to close it out with a fun, fun segment called I should have known better.
[00:33:35] It's a couple of different examples for us to read from and see if you identify with any of these. I think there's, there's 10 of them. So I'll do the first and get them and, and, and mix it up. If you have something real from you, right. Throw it in there. So I should have known better. Okay. The segment called I should have known better payroll edition. Right. So I should have known better than to trust a handwritten time card with no totals. Yeah. Right. You should have pushed it back.
[00:34:04] Say, Hey, there's no totals on this. It's not signed. I understand you were trying to be nice. No puede. Yeah. Yeah. So I should have known better than to think to trust the system. Right. We mentioned that earlier. Right. So that's something that you just can't trust the system. I made that mistake and I got deemed for it early in my career. I got, you know, I written up because I assumed the system was correct. Right.
[00:34:32] I should have known better than to start year end cleanup in December. Oh, you, you, you want to get ahead of it as much as long. If you have, if you have, yes. And now we have less to do in December. Yep. Yep. Just don't wait until the end of the year to, okay, let's just fix everything from the beginning of the year. No, no, no. Yeah. I should have, I should have known better than to assume that a earning or deduction code was set up properly.
[00:35:00] And the last one before I, I pass it to my brother here, I should have known better than to assume that the C-suite understood what I was talking about in terms of payroll. Yep. There you go. Let's see. I should have known better. I should have known better than to believe someone who said this term can wait until next payroll. Never, never. I got a good one for you.
[00:35:29] I should have known better than to, to trust the manager saying, yes, I, I approved payroll without looking at payroll. Right. I don't know. It's okay. Just go ahead. I did. I looked at it. No, no, no. No, you need to see. My payroll never changes. Yeah. It's just never changes. It's great. Don't worry. Um, I should have known better than to hear the tax issue is probably minor. Oh gosh. No.
[00:35:55] I had a controller tell me one penny one way could be a million dollars the other way. Now, if you're in accounting, you get that. And it took, it took me a long time to get it too, but you should have known better. Right. Uh, I should have known better than to make the system change right before payroll close. No, no, no, no, no. My gosh. No. Oh my God. How many times have we experienced that bro? With somebody like from the admin side, just went in and did something and they didn't tell us. Yup. Yup.
[00:36:26] It's crazy. I should have known better than to believe the phrase this won't affect payroll. No. Oh my God. It's afraid. It almost guarantees that it will affect payroll. And the last one is I should have known better than to skip documenting the exception. Oh my gosh. Yeah. What? So I, I, I, I make people crazy with the whole documentation, documentation, documentation. So anyways, folks, let me end it off here.
[00:36:53] No matter where you are in this payroll journey, keep growing, keep learning and keep remembering that the profession matters. If you ever said it's probably, it'll probably be fine right before the payroll issue exploded. Well, welcome to, I should have known better. And yeah, that's dope. And again, I love that. You know, uh, some things I want to mention about the whole segment is every stage has value. Every stage teaches something different.
[00:37:22] Every stage teaches some different discipline and or judgment or self-awareness strategy and leadership and legacy. Right. And go out there. We, there's a ton of books. I'm going to get them back up here on my, on my wall soon. There's a ton of great payroll books out there right now. Nick day, Max van der Glees, blue scene, Bart van, the storm, Anita, let's think Haley Patterson. Yours truly. And my, my partner here. Walt.
[00:37:52] We wrote, rewrote a book, check that out, but it's more, that's more for non payroll people. So if you got somebody that is looking for a new career, that's what you want to share with them is ours. Um, and I'm probably missing somebody. I hope I miss them. Don't beat me up. Oh, Tammy and John is dropping payroll. Like a boss. Like a boss. Like a boss. That name is great. It's growing on me. And, um, you said, you said, Hey, Hey, Hey, Hey, Hey, Hey, Hey Patterson. Yep. Hey Patterson's book.
[00:38:19] And actually I, I need to get, we need to drill into it. Cause it's really from a consultant, you know, perspective and the value of payroll. Right. And it's, it's, you know, so yeah, I'm, I'm really excited about this year and as we develop and look out for the things that are coming folks. Welcome to payroll universe. We love you till the next time. Tell a friend, tell a friend, subscribe, share all the things folks. Peace. Peace.
[00:38:52] Nice.
Sponsors
