In 1999, when the notion of launching a company specialising in payroll services first crossed my mind, the market wasn’t receptive to the idea.

Our inaugural client meeting took us to a renowned Turkish Textile company. There, I articulated the benefits of our payroll services, emphasising how they could streamline operations, mitigate legal risks, and allow the company to focus on its core activities. However, the response from the potential client was dismissive, almost derisive.

“Payroll functions were relegated to the realm of Financial Affairs, where employees were often regarded merely as expenditure items.”

During this era, the concept of Human Resources was virtually non-existent in Turkish corporate culture. Payroll functions were relegated to the realm of Financial Affairs, where employees were often regarded merely as expenditure items.

As Datassist endeavored to pioneer a service that was yet to be embraced by the market, the winds of change were beginning to stir. While the bursting of the IT bubble in the early 2000s had minimal impact on Turkey compared to global repercussions, the country was navigating through its own tumultuous waters. A period marked by political upheaval, famously dubbed “Black Wednesday,” saw Turkey plunging into a severe financial crisis. The rapid devaluation of the Turkish Lira within a single day led to a wave of bankruptcies among companies ill-prepared for the turmoil. It was amidst this economic maelstrom that a paradigm shift occurred, compelling companies to adopt more strategic and managerial perspectives. The once-prevalent mindset, where the size of a company equated to prestige, gave way to a new ethos emphasising efficiency, globalisation, and, notably, the recognition of employees as valuable assets. The erstwhile “personnel department” signage was replaced with the more encompassing “Human Resources,” signaling a fundamental shift in organisational culture.

“Clarifying our service offerings became a recurrent struggle, exacerbated by resistance from departmental managers apprehensive of relinquishing control. In essence, we found ourselves presenting our services to adversaries.”

For five years, we tirelessly advocated for payroll outsourcing, engaging with numerous prospective clients. However, the prevailing market sentiment favored traditional employment services. It wasn’t until the aftermath of the 2001 crisis, amidst a backdrop of downsizing and globalisation, that Turkish companies began to actively seek out payroll outsourcing solutions.

Fast forward to 2004, and a new challenge emerged. Despite offering specialised payroll services, misconceptions persisted among clients who expected us to cater to ancillary tasks like window cleaning. Clarifying our service offerings became a recurrent struggle, exacerbated by resistance from departmental managers apprehensive of relinquishing control. In essence, we found ourselves presenting our services to adversaries.

This period prompted a period of intense reflection and refinement. We delineated service offerings, established clear outsourcing expectations, disseminated knowledge through articles and seminars, and drew inspiration from international companies entering the Turkish market, setting standards and benchmarks for our industry.

The global financial crisis of 2008 posed yet another hurdle, as contracts signed with erstwhile partners were rendered moot by changing managerial landscapes. Yet, it was during the subsequent recovery phase that Turkey demonstrated resilience, buoyed by a robust banking system and a populace accustomed to adversity.

As foreign investments flowed into the country post-2011, the landscape for payroll services underwent a seismic shift. What was once perceived as trivial or inconsequential became a vital business function, spurring the emergence of numerous payroll outsourcing firms and fostering a burgeoning industry. The skepticism of yesteryears gave way to a demand for excellence and affordability in service provision.

Today, as we stand on the cusp of a new era, traditional “Human Resources” departments are evolving into entities focused on fostering organisational culture, employee well-being, and leveraging cutting-edge technologies like AI. The future promises radical transformations, and our industry must embrace these changes, adapting and innovating as we journey into uncharted territories.

May we navigate this evolving landscape with courage and conviction, charting a course toward a prosperous future.