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.
The company's reward and performance management beliefs, policies and practices are built on the notion of providing attractive rewards within a well-managed, performance-based culture, underpinned by a set of robust and meaningful values and competencies.
Reward is based on a pay-for-performance philosophy - compensation and benefits packages seek to offer the greatest amount of reward and recognition to those who make the strongest contribution towards the success of the business. In terms of its pay stance, the company aims to hold a "leading position in the market" with base salaries pitched at the market median and total rewards - base salary plus bonus and long-term incentive - targeted at the upper quartile for the market for those employees at the mid-point of their salary band.
This report describes and illustrates, how the company's reward and performance management systems are evolving as it undergoes change. The e-reward case study examines the following policies and practices:
business values
compensation philosophy
performance management
devolving responsibility for reward
bonuses
total reward
lessons learnt.