What the latest Superannuation reforms mean for modern workplaces
It’s hard to believe how much the workplace has changed over the years.
When I first started in an office, we were using manual timesheets, clock cards, job applications sent by mail and faxed our payroll to the bank. Payslips were printed on a dot matrix printer – and yes, you had to sit there and watch it like a hawk in case it jammed, because there was no memory and you’d be starting the whole run again!
Superannuation wasn’t much different. We were writing physical cheques, preparing remittance advices by hand and sending everything off in the post. The company’s default fund was mandatory and super choice wasn’t part of the conversation.
It feels almost unimaginable now, in a world where most of us can check our pay, update our details, or lodge a timesheet from our phones in seconds.
Like many aspects of employment, superannuation has evolved significantly over time. And if you’ve been in the workforce as long as I have (I’m a 1982 model), you’ve seen a few of those changes firsthand.
Back then, the Superannuation Guarantee was just 6% (or even 5% for smaller employers) and there was no such thing as fund choice. Most of us starting work – especially in retail or hospitality – ended up in the default fund (for me, that was REST).
Then came one of the real game changers: Super Choice in 2005. Suddenly, employees had a say. No more being told where your retirement savings would go – we had options.
Of course, with progress came… paperwork.
As a Payroll Officer at the time, I remember Wednesdays being ‘Pay day’, followed by the monthly ritual of preparing multiple cheques and handwritten remittance advices for different funds. When super rollovers became more common, I made it my personal mission to get everyone consolidated into one fund – partly for their benefit and partly because my hands genuinely couldn’t take much more of the cramping from all the forms.
Looking back, I might have been a little too passionate about superannuation.
But that evolution – from manual, paper-heavy processes to digital, streamlined systems – brings us to the next major shift: Payday Super.
What is Payday Super?
From 1 July 2026, employers will be required to pay employees’ Superannuation Guarantee (SG) contributions at the same time they pay salary and wages, rather than quarterly.
This change is designed to align super with payroll cycles and provide greater transparency across the employment landscape.
For employees, it means contributions will be credited to their fund sooner, making it easier to track payments and giving greater confidence that everything is being paid correctly and on time.
What does it mean for employers?
For employers, Payday Super represents another important milestone in the ongoing modernisation of payroll and workforce management.
While there’s no denying it will require some organisations to review their systems, processes and cash flow, it’s not unlike the changes we’ve seen before. And like those changes, it will quickly become part of business as usual.
Organisations with strong payroll foundations and good governance practices are already well-positioned.
At Interchange Bench, compliance has always been fundamental to how we operate. Paying people correctly isn’t just about meeting obligations; it’s about trust. Our candidates rely on us to get the details right, including their superannuation.
Looking ahead
Having worked in recruitment and payroll across different eras, I’ve seen just how much our industry has adapted, moving from paper-based systems to fully digital environments.
Payday Super is simply the next step in that journey.
Yes, it may feel like another change to navigate (and possibly another adjustment for payroll teams), but ultimately it strengthens the system, improving visibility, accountability and outcomes for employees.
And thankfully, we’ve come a long way from handwriting cheques and stuffing envelopes.
Candice is highly customer focussed, with solid experience in a range of professional, office support and administration roles covering a broad variety of sectors. She compliments her recruitment industry experience with over 20 years experience in professional service roles. As General Manager of Interchange Bench, she manages the consulting team and provided resources on large recruitment projects, designed and facilitated assessments centres, screened and shortlisted a large volume of candidates, planned and overseen weekly and monthly rosters. View full profile…