In our most recent Payroll and Reward Insights Series session, hosted by Vickie Graham, Managing Director of Reward Strategy, with Mark Bremner, CEO of MBKB, the discussion explored how apprenticeships can support payroll and reward teams to build sustainable talent pipelines and develop future capability. 

Apprenticeships can provide a strategic solution to skills shortages

One of the central themes of the discussion was the role apprenticeships can play in addressing talent shortages within payroll teams. Rather than relying solely on external recruitment, apprenticeships enable organisations to develop talent internally, creating a pipeline of future payroll professionals who understand both the technical aspects of payroll and the organisation’s specific processes and systems.

Because apprenticeship programmes can be tailored to an employer’s environment, apprentices are not just learning payroll theory, they are developing skills within the context of the organisation itself. This makes them more effective contributors and supports longer-term retention. 

Apprenticeships are not just for early career professionals

A common misconception is that apprenticeships are primarily designed for school leavers. However, many programmes are used to support the development of experienced employees.

During the discussion, it was highlighted that the majority of apprenticeship participants are over the age of 23, demonstrating that the model is widely used for upskilling existing employees and supporting career progression. 

This makes apprenticeships particularly valuable for organisations looking to:

• develop internal talent
• support career transitions into payroll
• prepare employees for more senior or specialist roles

Flexibility is a key strength of apprenticeship programmes

The flexibility that modern apprenticeships provide was another key aspect Mark highlighted. Training programmes can be adapted to reflect the needs of both the individual and the organisation. This may include tailoring modules to focus on specific knowledge gaps or adjusting the sequence of training to address immediate organisational priorities.

For example, if a payroll team is facing a skills gap in pensions expertise, apprenticeship modules can be prioritised to support knowledge transfer and capability building in that area. 

This ability to tailor development means apprenticeships can support both immediate operational needs and longer-term workforce planning.

Off-the-job training is often misunderstood

A barrier frequently cited by employers is the perceived burden of “off-the-job training”. However, this does not necessarily mean releasing employees for full days of classroom training. In many cases, off-the-job learning can include activities such as:

• work shadowing
• project participation
• research into new legislation or payroll processes
• structured learning tasks within the role

Much of the required learning therefore occurs alongside day-to-day work, meaning the impact on productivity may be lower than employers initially expect. 

AI will change payroll roles, but not replace them

Technology and AI were also discussed as part of the broader workforce conversation. While AI tools can support payroll teams through functions such as reporting, data analysis and anomaly detection, the consensus was that payroll will remain a people-centred profession.

Payroll professionals are responsible for managing highly sensitive employee data and ensuring accurate pay. Because payroll is closely linked to employee trust and wellbeing, organisations will continue to rely on skilled professionals to oversee processes and handle complex situations.

As a result, the future payroll professional will likely need strong technical, analytical and interpersonal skills, all of which can be developed through structured apprenticeship programmes. 

Engagement and retention depend on how apprentices are treated

Another key message from the session was that apprenticeships deliver the most value when apprentices are treated as integral members of the team. Employers were encouraged to:

• offer competitive salaries rather than the minimum apprenticeship wage
• involve apprentices in team discussions and projects
• maintain regular engagement with training providers
• provide opportunities for feedback and development

Importantly, the apprenticeship should be viewed as a development pathway rather than a job title. The individual remains an employee, the apprenticeship simply describes the learning route they are undertaking. 

Apprenticeships can help expand the payroll talent pool

Another challenge for the profession is awareness. Many potential candidates simply do not realise payroll is a career option. By promoting payroll apprenticeships through careers events, education partnerships and broader job advertisements, organisations can introduce the profession to individuals who may initially be considering roles in administration, finance or HR.

Demonstrating clear career pathways, including progression to senior leadership roles, can also help attract new talent into the profession. 

The final PRIS takeaways

As payroll and reward teams navigate evolving technology and persistent skills shortages, apprenticeships provide a flexible and strategic way to build capability. By embedding apprenticeships into workforce planning and career development frameworks, organisations can develop the skills they need while strengthening engagement and retention across their payroll teams.

Encouragingly, by the end of the session all attendees indicated they would consider using apprenticeships within their teams, highlighting the growing recognition of their value within the payroll profession.

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