payroll - Payroll Specialist Proservice Hawaii Employee Review

Great teams, communicative and friendly

None I can think of

-Competitive compensation relative to similar roles -Parental leave exists and can be strong if tenure requirements are met, though the structure has limitations -Exposure to payroll operations and client-facing experience -Opportunity to develop skills in managing multiple priorities and client communication

-The company promotes a “ProHana” (work family) culture, but this is not consistently reflected in practice—especially for fully remote employees, who often feel disconnected and not treated as part of the organization -Parental leave is structured in a way that limits accessibility: --Full pay requires longer tenure --Partial pay for shorter-tenure employees --Many return early (6–8 weeks) due to financial constraints --Full paid leave eligibility is limited to every other year -Training does not match job expectations: --Formal training is limited or inconsistently accessible --Key areas (onboarding, terminations, benefits, retirement, workers’ comp, PTO, GL setup) are not fully covered --Employees are often expected to self-learn or escalate rather than understand processes -The role requires broad cross-department knowledge to meet “first call resolution” expectations, but without sufficient training to support that expectation -No clear, stable job description — performance is based on a “scorecard” with KPIs that: --Change frequently (often quarterly) --Sometimes extend beyond core job responsibilities --Can be applied inconsistently -Work is highly dependent on multiple departments, which slows turnaround time; however, Payroll is still held accountable for outcomes -Workloads are not balanced for coverage: --Employees manage full workloads --Expected to cover for others on PTO/sick leave --Makes it difficult to fully complete responsibilities -Client management expectations lack leadership support: --Employees are expected to handle difficult client conversations --Limited active involvement from management to reinforce boundaries --Support is often informal rather than action-oriented -Gaps in HR policy knowledge within the departments can create risk for employees who rely solely on internal guidance -Leadership structure is heavily layered, with many managers promoted internally without formal training, leading to inconsistency and micromanagement