Manage HR Magazine: Specials Magazine
Accurate payroll depends on several functions working in sync. Employee information must flow correctly from HR into salary calculations and statutory filings before being reconciled with financial records. Yet payroll is often under-resourced because it is viewed as an administrative expense rather than a contributor to revenue. Without sufficient capacity and expertise, gaps in this process can lead to payment errors, compliance issues and unnecessary costs. KBN & Partner bridges this gap by combining payroll administration with HR, accounting and CFO support. Based in Denmark, it works as an extension of each client’s internal team, adding the expertise and capacity needed to manage these interconnected functions. Its integrated approach helps clients pay employees accurately, meet regulatory obligations and maintain reliable financial information for reporting and decision-making. KBN & Partner examines these functions as one connected operation, tracing how information moves through the organisation. It identifies where data originates, who verifies and approves it and which teams and systems handle it. It then assigns ownership, aligns deadlines and establishes controls, ensuring information reaches the right people and systems in time for payroll processing, financial reconciliation and management reporting. “Because we are not limited to payroll and HR, we understand what accounting and management need and can develop processes that support the wider business,” says Klaus Bøje Nielsen, founder and partner. Klaus’s ability to work across these areas reflects the founders’ combined experience. Klaus brings more than 15 years of CFO expertise and across accounting, HR, IT and GDPR. The founders contribute together with 25+ years of experience in accounting, controlling, budgeting, public reporting, payroll and HR. Together, they align day-today administration with the broader financial requirements of a business.
Top Team Development Solutions in UK 2026
When teams underperform, managers struggle with difficult issues or communication breaks down, symptoms are often more visible than causes. Leaders may see limited collaboration, while employees experience unclear expectations, delayed information or limited opportunities to contribute. An apparent training need may instead reflect established working practices, inconsistent leadership or a lack of accountability. For 25 years, McManus HRD has worked with organisations to understand these challenges. Rather than beginning with a predetermined development programme, the consultancy explores what leaders want to achieve, listens to staff and examines the gap between intended and actual practice. This helps establish whether the response should involve development, process changes, coaching or a combination of approaches. “Clients often come to us with a clear view of the problem. Our role is to understand what is really getting in the way and what needs to change in everyday practice,” says Laurell A Hector, Managing Director.
Top 10 Chief People Officers in Europe - 2026
Wendy Tomlinson has over 25 years of experience in talent, learning and organisational development within the legal sector. Her expertise spans the full employee lifecycle, from talent acquisition and business partnering to cultural integration and sustainability. Understanding Culture through People Wendy joined Winston Taylor—formerly Taylor Wessing—in 2015 and quickly moved from leading talent development and advisory into a position on the executive board in 2018. She notes that being a responsible business and achieving commercial success are ultimately the same, simply expressed over different time horizons. Culture sits at the centre of business performance. Accountability for culture and responsible business must be built into goals across every level of leadership. People strategy must be business-minded and data-driven. Regular engagement surveys, talent metrics and board reporting provide the evidence to measure progress. Equally important is listening to people across the organisation and putting their ideas into practice. Leaders may not have all the answers. Often, it is junior colleagues who identify the areas that need attention, and people notice when their feedback leads to meaningful change. According to Wendy, genuine engagement cannot always be measured through surveys alone. During the merger with Winston & Strawn, a due diligence exercise helped the organisation better understand how its people experienced culture and values. The exercise reinforced many of the qualities leaders believed defined the culture. People consistently described an environment built on accessibility, humility and a ‘no ego’ leadership style, alongside a shared ambition to keep evolving. Culture can sometimes feel intangible, but people recognise it when they experience it. Wendy highlights that the exercise held up a mirror to the organisation and confirmed that both organisations shared many cultural characteristics, providing a strong found
HR Tech
Think Global, Act Local - International Payroll Platform Strengthens Governance & Efficiency At Henkel
Carsten Bertling, CVP Global Head of HR Digital Transformation, Henkel
Corporate Wellness
Elite Sports to Organizational Learning: An Approach to Capability, Performance and Connection
Ngozi Okeke(Onwumere), OLY, Director, Learning & Organizational Capability, AG1
Corporate Gifting
Clean Data, Clearer Workforce Decisions
Keith Coldon, Senior Manager, HRIS (Workday), Discovery Land Company
Corporate Wellness
Building Culture & Community Engagement through Purpose, Connection and Action
Mackenzie Mack, Director HR and Community Engagement, Callaway Golf
Digital HR
Elevating the Cornerstone of the Employee Experience
Nicole Sass, SHRM-SCP, Corporate Director, Payroll & Benefits, Coury Hospitality
IN MY OPINION
Corporate Training
Skills-First Hiring: Look beyond Credentials
Kathy Freitas, Director Talent Management, Elaine Construction
LAST WORD
Leadership Development
A Higher Standard of Professional Accountability
Laggi Diamandi, Group Head of Learning and Development, Unispace
IN FOCUS
Unlocking European Growth with Strategic Payroll Solutions
Professional payroll services improve compliance, efficiency, workforce management, and sustainable business performance across European organisations.
Team Development Solutions Reshape Europe's Evolving Workplaces
Organisations are placing greater attention on how teams communicate, collaborate and build capabilities as workplace responsibilities become more interconnected.
EDITORIAL
Connecting Payroll, People and Performance
Effective people management depends on more than recruitment and retention. Reliable payroll services, thoughtful leadership and meaningful employee engagement all contribute to how organisations support their workforce and build trust.
Leading this issue of Manage HR Europe is KBN & Partner ApS, recognised as Top Payroll Service Provider in Europe 2026. Payroll plays an integral role in the employer-employee relationship, linking workforce management with employees’ expectations of accuracy and reliability. The featured article explores the importance of dependable payroll services within the broader context of human resource management.
The issue features McManus HRD, recognised as Top Team Development Solutions in UK 2026. Team development plays an important role in strengthening collaboration, improving communication and helping employees work towards shared organisational goals. The profile explores the value of effective team development solutions in supporting workforce capabilities and building stronger, more cohesive teams.
The issue also recognises Wendy Tomlinson, Chief People Officer at Winston Taylor, among the Top 10 Chief People Officers in Europe 2026. Her recognition highlights the critical role of people leadership in shaping organisational priorities and employee experiences. The feature explores how senior HR leaders help align employee needs with organisational objectives.
Complementing these stories is Mackenzie Mack, Director of HR and Community Engagement at Callaway Golf. Her contribution offers another perspective on human resource management, focusing on the connection between employee engagement and community involvement. Together, these leadership perspectives broaden the discussion beyond workforce management alone.
Across these stories, a common theme emerges. Effective HR requires attention to both the systems that support employees and the leadership that shapes their working experiences. Payroll services, people strategy and community engagement all contribute to how organisations build trust and respond to workforce needs.
Explore this issue of Manage HR Europe to discover the perspectives and approaches shaping payroll services and people leadership across the profession.
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