Buy one ticket on this class, and bring a colleague for free to this class | 2-3 Oct 2019 LONDON
This two-day course covers workplace wellbeing in an organisational and international context, providing delegates with the knowledge and understanding of environments in which they as practitioners can plan, implement and evaluate wellbeing programmes to support strategic operational goals.
Launched in partnership with The Wellbeing Leader, our course is structured on the lines of a voluntary code of practice, which sets core standards and competences based on survey feedback given by workplace wellbeing practitioners. Clear learning outcomes are defined along with a training syllabus, objectives and course content.
Bristol-Myers Squibb is a US-owned pharmaceuticals company with a full range of employment policies and practices. Staff expressed confusion over the reward package. Not only was there a lack of understanding over what they received, there was a perception that the organisation's pay and benefits did not compare well with what was being offered by the competition. A move to flexible working to support recruitment and retention was a catalyst to bringing all the policies together under a total reward banner.
In this case study, we see how Bristol-Myers Squibb moved to the concept of total reward as a means of communicating the value of its existing provision. It kept the traditional distinction between compensation and benefits, describing everything else as "the work experience". This includes recognition, work-life balance, culture, employee development and the working environment.
Bringing the policies together and communicating their value has worked well, according to Bristol-Myers Squibb. Introducing even more flexibility is the logical next step for the company.