Senior Level Manager for Payroll Tax

The Payroll Tax Senior Manager is responsible for the oversight of all payroll tax processes Federal, State, and Local and will be responsible for Corporate Payroll Stock Accounting.

 

 

Key Responsibilities:

  • Manage the payroll tax team in delivering customer service, including responding to inquiries related to payroll from our client, properties, workers and various internal departments
  • Ensure payroll tax compliance, including tax deposits, filings, and reconciliations to the general ledger are accurate and completed in a timely manner
  • Monitor tax law changes and partner with client on interpretation and implementation.
  • Oversee all tax filings for Fed, State and Local jurisdictions, provides recommendation to the client based on tax changes and publications.
  • Responsible for all payroll tax and stock accounting for all US based properties and US corporate offices.
  • Collaborate in development, testing, and troubleshooting of all system changes with the client, IT, etc. as it relates to payroll tax
  • Implement continuous process improvement to include the adoption of best practices, and updating standard operating procedures accordingly
  • Engage with senior management and be the subject matter expert for payroll and payroll tax-related matters, expatriates, 1099 reporting matters, payroll general ledger mapping/reporting.
  • Ensure the proper controls and procedures are in place, documented and followed as well as working with internal audit in testing the effectiveness of the controls

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How a Superstar Affects Your Ratings

by Gavin Cassar

Subjectively evaluating people can have long-lasting effects.

Imagine yourself speed dating.

The first person sits across from you and the attraction is instant. You begin chatting and find the words come easily. In fact, they pour out. As the minutes melt away, you realise you’ve probably never felt this deeply connected to anyone before. But then, time is up, and you are suddenly staring into the face of a new stranger.

How much of a fair chance does this new person have to make a good impression on you? Alternatively, how would your perception of this second date change had your first interaction been a total dud? The quality of that first interaction influences the way we judge future, similar experiences.

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Empathy is an essential leadership skill — and there’s nothing soft about it

by  Prudy Gourguechon

I get tired of hearing about “soft skills,” even when it’s acknowledged they are important. No less a hard-muscled body than the U.S. Army, in its Army Field Manual on Leader Development (one of the best resource on leadership I’ve ever seen) insists repeatedly that empathy is essential for competent leadership.

 

Why? Empathy enables you to know if the people you’re trying to reach are actually reached. It allows you to predict the effect your decisions and actions will have on core audiences and strategize accordingly. Without empathy, you can’t build a team or nurture a new generation of leaders. You will not inspire followers or elicit loyalty. Empathy is essential in negotiations and sales: it allows you to know your target’s desires and what risks they are or aren’t willing to take.

Elsewhere I’ve proposed a short list of 5 essential cognitive capacities and personality traits that every leader who assumes great responsibility must have. Empathy is one of the core five. (The others are self-awareness, trust, critical thinking and discipline/self-control.)

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The Three Altitudes of Leadership

by Ian C. Woodward

Leaders must cultivate the seamless ability to mix forward-vision thinking, tactical execution and self-awareness – across the altitudes of leadership.

High altitudes hold a special place in the history of human achievement. We remember Sir Edmund Hillary and Nepalese sherpa, Tenzing Norgay as the first climbers to reach the summit of Mount Everest. Other altitude pioneers include Russian cosmonaut, Yuri Gagarin, the first human to fly in outer space, and Neil Armstrong, the first person on the moon. More recently, in 2012, Austrian Felix Baumgartner skydived from a capsule at 127,000 feet.

In the world of leadership, altitudes are significant, too. However, the concern is much less about how high a leader can go, than about how he or she can seamlessly move between three distinct altitudes of leadership thinking.

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Corporate Heaven: The ‘Authentizotic’ Organisation

by  Manfred Kets de Vries

How to create an organisation where people find meaning in, and are captivated by, their work.

The CEO of Wickrott Corporation was known as a suspicious control freak. Symptomatic of his leadership style were the numerous “internal consultants” hired to keep him informed of the goings-on in the organisation. Staff described their work environment as a cutthroat, Darwinian “soup”. Information was power; secrecy was the norm; transparency and teamwork were conspicuous by their absence. To add to the company’s paranoid culture, the CEO demanded pre-signed resignation letters from all of his senior executives so that he could fire them on the spot if he felt that they had transgressed. At meetings, he frequently subjected them to abusive, even profane tirades. During these humiliating sessions, he made it quite clear that the firm owed every bit of its success to him alone.

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