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.
Alongside and in harmony with its acquisitions policy, Royal Bank of Scotland has another strategic imperative - mass customisation - which involves providing employees with customised and personalised products and services at mass production prices and efficiency. Mass customisation is supported by customised pay arrangements for each brand and process, resulting in a total of over 40 different pay structures.
The reward policy in place obviates the need for a major harmonisation exercise each time and every time a company is acquired. Instead, it makes it possible to bring the reward packages of the employees that move into RBS in line with those of existing employees in a way that maintains current earnings and contains benefits spending. RBS has as its vision being "the best bank to work for" and the bank uses its total reward system - more specifically its flexible benefits policy - and its non-contributory final salary pension scheme to differentiate itself from other banks.
Includes RBS total reward statement documents.
For more details see our review, published in the 'News' section of e-reward.co.uk, 20 March 2004.