Pros
-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
Cons
-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
