We deliver brilliant reward courses and compensation & benefits conferences, just pick one! E-reward’s busiest ever schedule of reward training events is here (hosted in London & Dublin)!GLOBAL
The Global Remuneration Professional (GRP®) qualification combines the technical training necessary to design and administer global pay programmes with essential business acumen skills, helping you become
> Excel Skills for Reward Professionals: Intermediate Level > Excel Skills for Reward Professionals: Advanced Level> Pay Structuring E-reward has teamed up with some of the brightest names from
Forthcoming conferences and exhibitions showcasing good practice in employee reward E-reward has built up an unrivalled reputation since its launch in 1999 in providing in-depth research, superb conferences
E-reward's annual conference remains the highlight in our calendar and this year is no exception. The full programme for our 2nd-3rd November 2017 event will be available shortly. Click here to view the
E-reward Showcase events feature a full day's informative and interesting seminar programme delivered by a leading reward expert – absolutely free of charge to invited guests. These events are aimed
Imagine being able to suggest professional and reliable ideas and solutions appropriate to all the reward management issues that regularly crop up. Ideas and comment that really impress with their relevance
Published as part of our paid-for research report service – 'Reward Blueprints' – E-reward.co.uk has undertaken a series major in-depth, state-of-play surveys, examining key aspects of the UK reward
Published as part of our paid-for research report service – 'Reward Blueprints' – a series of refreshingly practical 'how to' toolkits, taking you through the steps that you should follow to plan and
One of the strongest reasons to subscribe to E-reward's research service – 'Reward Blueprints' – is our powerful case-study approach. These in-depth case studies give you an over-the-shoulder view
The digital library for our paid-for research report service – 'Reward Blueprints'. This extensive body of work comprises an impressive collection of case studies, surveys and toolkits on contemporary
As part of a paid-for annual subscription to 'Reward Blueprints', you'll receive a collection of case studies, surveys and toolkits plus free access our digital archive which contains every research report
THE FOLLOWING TERMS AND CONDITIONS APPLY TO THE DELIVERY OF RESEARCH PUBLICATIONS BY E-REWARD.CO.UK LTD (INCLUDING REWARD BLUEPRINTS; EXECUTIVE PAY REPORTS).These terms and conditions apply between the
We've got lots to interest everyone who has responsibility for reward management – and it's written in a practical, problem-solving way. It will give you news, insightful advice and commentary on all
When you've got a bit of time to spare, browse through our Top Tips – advice and guidance to leave you with interesting and workable new ideas.
A collection of practical factsheets on all aspects of reward.
E-reward bites is our regularly updated news service – a quick, concise e-newsletter to keep you right up-to-date with all the latest reward developments. Emailed to you on a weekly basis.
The A to Z of reward management terms: Here, for ready reference, E-reward offers you its at-a-glance guide to definitions of more than 150 compensation and benefits terms.
Your gateway to the best reward resources on the web. Try our structured and comprehensive set of links for the best that the internet has to offer the reward professional. Please note that E-reward.co.uk
Packed with short, readable commentary, to-the-point advice and quick tips, our quarterly journal – The Reward Quarter – is easy to dip in and out of. It's your shortcut to all that's relevant in
When you've got longer to spare, browse through our feature articles written by leading authorities on reward. A place for incisive comment and analysis from reward professionals on the most pressing
Register now for free of charge unlimited access to our online resources, plus e-newsletters and quarterly magazine. Registration is quick and easy and we never pass your details on to anyone else. Much
The E-reward Summit Executive Remuneration Database, launched in 2015, collects this vast tranche of information so that your organisation does not need to – saving you months of work. Summit contains
Our reports provide rigorous, accurate analysis of executive remuneration in both the private and public sectors. Each study is based on large sample sizes. Besides the aggregate figures, each report drills
Our experienced team of reward professionals have spent decades working with executive remuneration data. Steve Glenn, who leads the team, has extensive experience of sourcing and analysing pay information
Purchase bespoke executive pay data at competitive prices. Drill down to the specific data you require. Our staff and associates have decades of experience of collecting and analysing executive remuneration
'Summit' is E-reward's executive remuneration database – A comprehensive and accurate source of timely information on board-level remuneration data sourced from company reports.>>> View a short
THE FOLLOWING TERMS AND CONDITIONS APPLY TO THE DELIVERY OF RESEARCH PUBLICATIONS BY E-REWARD.CO.UK LTD (INCLUDING REWARD BLUEPRINTS; EXECUTIVE PAY REPORTS).These terms and conditions apply between the
E-reward.co.uk is a leading provider of reward management information through its web site, publications, research, conferences, training and executive pay database. We offer the latest insights
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Each morning we scan the media and trade press for all the latest reward management news. Everything you need to know right now about what's top of the reward agenda.
Welcome to E-reward's 10th Annual Conference 2016 Date: Thursday, 3rd Nov. 2016 & Friday, 4th Nov. 2016 Venue: Copthorne Tara Hotel, Scarsdale Place, Kensington, London W8 5SR (GPS W8 5SY) >>
Employees don't see link between pay and performance https://t.co/exFYDquA1p— E-reward.co.uk (@ereward) October 19, 2017
What's the difference between #genderpay reporting and equal pay? Find out here: https://t.co/W1ueWdBJvL pic.twitter.com/FMZF6WBDG2— Acas (@acasorguk) October 19, 2017
Latest #pay figures show workers facing Christmas squeeze, says @CIPD pic.twitter.com/U9bx7fLusQ— CIPD Policy (@CIPDpolicy) October 18, 2017
Gender pay gaps. Ultimately employers are going to have to pay up https://t.co/SoR818PUMW— Duncan Brown (@duncanbHR) October 18, 2017
Earnings including bonuses up 2.2% on the year in cash terms but down 0.3% after taking inflation into account https://t.co/wJMN1YkU6G— ONS (@ONS) October 18, 2017
Digital natives are 50% more eager to get feedback at work than any other employee group https://t.co/I915hMFB4I #digitaltalent #beyonddata— Willis Towers Watson (@WTWhr) October 17, 2017
Who's afraid of the big bad bonus gap? Not Innecto's Roy Curnick, that's for sure. Read his blog here https://t.co/S3WK2BZnuL pic.twitter.com/ndp1wyAJkh— Innecto Reward (@InnectoReward)
Read why I'm hoping for an inaccurate definition of pay ratios https://t.co/oVZlPWP6es— Tom Gosling (@GoslingTj) October 16, 2017
Bonuses are the enemy of progress https://t.co/LE7qGVdfag— E-reward.co.uk (@ereward) October 16, 2017
Create or update your reward strategy using our new quick guide & checklists #RewardintheNHS #NHS https://t.co/c7lL6znXcI pic.twitter.com/p1yHIsIb2u— Gordon Benson (@NHSE_Gordon) October 13,
An employee earning the UK average salary of £27,600 could obtain the equivalent of a 13% pay rise if they were to ‘realise some of the employee benefits most relevant to them’, according to employee
Nearly a quarter of UK workers (23%) say they would not take a day off sick unless they were hospitalised or had no other choice, according to research by insurer Canada Life Group Insurance. Nine in ten
Relaunching a revamped benefits platform is an effective way to enhance employees’ engagement, according to provider RewardGateway in a new publication, 26 New Ways to Boost your Benefits Strategy. A
High demand for skilled IT professionals means starting salaries in technology are set to increase significantly, outpacing rises in other professional occupations, according to the Robert Half 2018 Salary
The median basic pay award for the three months to the end of August 2017 stood at 2%, almost half the level of the rise in the retail prices index (RPI) for the year to August, according to pay analyst,
NHS Employers, has launched a guide to staff retention based on a collaborative initiative over the past year involving 92 health service employers. Finding innovative ways to retain NHS staff is particularly
Sports betting and gaming group, GVC, has introduced a new employee engagement platform for its 2,500 global staff following a series of corporate acquisitions. Using AvinityAlive, GVC has generated employee
Male HR managers receive an average £4,469 a year more than their female peers, a gender pay gap of 10%, according to research by the Chartered Management Institute and XpertHR. The average salary of
Let’s Connect, a provider of home technology salary sacrifice schemes, is partnering with Academia Technology Group to provide its MyTech salary sacrifice scheme to the latter’s clients, including
Only 20% of medium to large employers measure the return on investment (ROI) of their employee benefits programme, according to data from Aon Employee Benefits. Further, while 80% of employers state that
A new joint venture has been launched between Nuffield Health and VitalityHealth to provide large employers with a health and engagement solution for the whole workforce. The offering combines VitalityHealth’s
Greensill Capital, an independent financial services firm, has launched an online benefits portal for its UK employees. Greensill Rewards aims to engage employees with all their new benefits in one place.
UK companies are going against best practice by failing to sufficiently differentiate the pay of top performers, according to research from Willis Towers Watson. The latest global workforce survey from
Compensation software provider, beqom, has been selected to provide total compensation management to luxury car company, Daimler AG. The beqom unified platform helps employers ‘automate and manage all
HR professionals need to have a perspective on crowdsourced pay data as employees gain increasing access to online salary data submitted directly by workers globally, according to an insight from consultant
There is so much data on executive pay available that it is possible to find a statistic ‘that proves almost anything’, according to a blog by Tom Gosling, partner at PwC. However, much of the executive
Half of US employers state that their biggest challenge in complying with forthcoming new rules on pay ratio disclosure is predicting how employees will react, according to a poll by Willis Towers Watson.
Employee wellbeing has been at the top of the HR agenda for some years but the results of recent research by Reward Gateway shows that employees still are not getting what they need from their current
So 130 employers have now published their gender pay reports on the government web site [13 Oct 2017]. What have we learnt so far? Three recent blogs examine the quality of the narratives published in
Revealed: The gender pay gap at the Scottish Parliament | Scotsman: https://t.co/3GMmC7xvuc— E-reward.co.uk (@ereward) October 7, 2017
Men, women and work: The gender pay gap | The Economist: https://t.co/C5YHF2GSAz via @TheEconomist— E-reward.co.uk (@ereward) October 6, 2017
National living wage has caused biggest fall in low pay since 70s, says thinktank https://t.co/6fTjovDexS— Guardian Business (@BusinessDesk) October 11, 2017
Pay cap on NHS staff to be lifted, Jeremy Hunt tells Commons | Guardian: https://t.co/r91k5u2Xep— E-reward.co.uk (@ereward) October 11, 2017
The Rise of Behavioral Economics and Its Influence on Organizations https://t.co/wlDcUYLp1J— Harvard Biz Review (@HarvardBiz) October 10, 2017
EY announces UK pay gap ahead of Government regulations | EY: https://t.co/NwQrLUBL9H via @EYNews— E-reward.co.uk (@ereward) October 10, 2017
Forcing companies to publish executive pay ratios might not reduce inequality, poll finds https://t.co/6JoeOkzQqS— E-reward.co.uk (@ereward) October 10, 2017
Asda equal pay claims: What are the implications for similar employers? https://t.co/XYtGji1GeQ #HR #HRnews pic.twitter.com/xQzb2wrP0O— PersonnelToday (@personneltoday) October 10, 2017
A new report suggests a fundamental idea behind CEO pay could be 'broken' | Washington Post: https://t.co/SaTTY462MI— E-reward.co.uk (@ereward) October 12, 2017
Met Office to close gender pay gap after 77 women launch legal action | DevonLive: https://t.co/vkCdQGhDWb— E-reward.co.uk (@ereward) October 7, 2017
Most companies yet to report their gender pay gap | BBC News: https://t.co/miwZK0ig0H— E-reward.co.uk (@ereward) October 7, 2017
Clifford Chance raises NQ pay by more than £2,000 | Legal Week: https://t.co/Nsd3ijPssJ via @LegalWeek— E-reward.co.uk (@ereward) October 7, 2017
Allen & Overy boosts associate pay to £81,000 | Legal Week: https://t.co/Zt4qkmGQZD via @LegalWeek— E-reward.co.uk (@ereward) October 7, 2017
Teacher shortages may lead to pay rise above 1% cap, Truss hints | Guardian: https://t.co/Q0jq2qsKah— E-reward.co.uk (@ereward) October 7, 2017
Have you got the keys to start your #companycar policy around the world? https://t.co/AULeg9kJlW #BeyondData— Willis Towers Watson (@WTWhr) October 5, 2017
BBC publishes independent audit of pay; gender pay gap report; full management response to the outcome of both:https://t.co/L0oBALABHb— E-reward.co.uk (@ereward) October 4, 2017
Theresa May's executive pay reforms attacked as too weak by City grandee Sir Gerry Grimstone https://t.co/U79guRThWB via @telebusiness— E-reward.co.uk (@ereward) October 3, 2017
Public sector pay policy? https://t.co/R9Pz8hjdMI— Duncan Brown (@duncanbHR) October 3, 2017
To increase employee motivation, positive rewards will encourage better behaviorshttps://t.co/Zc1qSHAWBL— Harvard Biz Review (@HarvardBiz) October 2, 2017
Rise of part-time work to blame for stunted pay growth, says IMF | Telegraph: https://t.co/I680DYtNDz via @telebusiness— E-reward.co.uk (@ereward) October 7, 2017
Global Remuneration Professional GRP® – The world's most recognised reward qualification The 10 GRP modules (two-day reward course followed by exam on morning of day 3), hosted by E-reward in London
Attract, motivate, engage and retain employees with an effective rewards programme An ideal starting point, this basic-level course will teach you what is required to formulate a rewards programme that
Understand HR statistics This course focuses on general quantitative concepts, basic statistical tools, the mathematics of total compensation design and administration, mathematical modelling and
Make sure employees 'Get it' This module gives you an introduction to strategic communication, focusing on total rewards communication. It begins by establishing the purpose and value of strategic communication
Matching the right methods to your organisation This course examines the methods and processes that support job analysis, job documentation and job evaluation in order to attract and retain effective
Learn how to design a fair and competitive plan This course provides an in-depth discussion of the principles, design, implementation and evaluation of an employee base pay programme. Exercises will
Designing for results This intermediate-level course presents the fundamentals of variable pay. The course focuses on compensation strategy and variable pay, definitions and the design and implementation
Avoiding analysis paralysis This course will provide a consistent and effective methodology for market-pricing benchmark jobs within an organisation. Participants will have an opportunity to develop
Total remuneration within global organisations This course offers an overview of total rewards and their role within global organisations. Topics include the development of effective compensation, benefits
Know how your business works and recognise the relationship between the compensation plan and the bottom line In this competitive, global economy reward professionals are expected to go beyond the technical
Learn the language all rewards professionals should know This course presents an introduction to International Financial Reporting Standards (IFRS). It will provide you with all the understanding you
Attract, motivate, engage and retain employees with an effective rewards programme An ideal starting point, this basic-level course will teach you what is required to formulate a rewards programme that
Know how your business works and recognise the relationship between the compensation plan and the bottom line In this competitive, global economy reward professionals are expected to go beyond the technical
Designing for results This intermediate-level course presents the fundamentals of variable pay. The course focuses on compensation strategy and variable pay, definitions and the design and implementation
Make sure employees 'Get it' This module gives you an introduction to strategic communication, focusing on total rewards communication. It begins by establishing the purpose and value of strategic communication
Two-day class instructed by the world's foremost Excel for compensation expert – Dianne Auld Date: 19th & 20th April 2018. Location: London. Duration: Two days, 9am to 5pm. Format: Classroom
Two-day class instructed by the world's foremost Excel for compensation expert – Dianne Auld Date: 26th & 27th April 2018. Location: London. Duration: Two days, 9am to 5pm. Format: Classroom
Two-day class instructed by leading compensation expert – Dianne Auld Date: 23rd & 24th April 2018. Location: London. Duration: Two days, 9am to 4.30pm. Format: Classroom course, maximum of 20
The Reward Management Update 2016. Our 10th Annual E-reward Conference Date: Thursday, 3rd November 2016 & Friday, 4th November 2016 Duration: Two days Venue: Kensington, LondonFees: JUST £300
The 11th Annual E-reward Conference Date: Thursday, 2nd November & Friday, 3rd November 2017. Duration: Two days. Venue: Amba Marble Arch, Bryanston Street, Marylebone, London W1H 7EH Fees:
Tackling software selection with confidence. Featuring a Rewards Toolbox. Complimentary places reserved for senior reward practitioners (in-house only) This unmissable event will go much further than our
Complimentary places reserved for (in-house) senior reward, sales and finance managers. The UK's biggest sales compensation conference led by SalesGlobe's Mark Donnolo and Michelle Seger, bringing together
It seems that every week there is a new report on executive remuneration but on closer inspection most focus solely on just a small section of the UK board level population, commonly chief executives in
Buoyant incentive payments boost directors’ remuneration in FTSE 350 at a time of intense scrutiny. Median single figure total remuneration for FTSE 100 and mid-250 principal directors stands at
NHS hospital trusts are rarely out of the news so it's vital for them to recruit and retain their most talented board-level decision-makers. Remuneration plays an important part in this equation and
In addition to purchasing the report Worldwide Executive Compensation 2015: Survey of FT Global 200 Companies, we are also making available the raw data (in Excel format) that informs our findings. This
Principal directors in the world’s largest global corporations received median remuneration of £5.9 million in 2014.E-reward analysed information on 1,339 directors and NEDs across 182 companies in
The E-reward.co.uk analysis is based on information from the latest available remuneration reports stored on our executive pay database. It draws on data from 71 FTSE 100 companies and 149 from the
NHS hospital trusts are coming under increasing scrutiny so it's vital for them to recruitment and retain their most talented board-level decision-makers. Remuneration plays an important part in this equation
The NHS is going through a period of unparalleled change, most notably, with the introduction of the clinical commissioning groups. The initial pay guidance levels provided to CCG remuneration committees
*** REPORT SOLD OUT ***Far-reaching government reforms in executive pay – affecting the way that companies must report their directors' remuneration and how shareholders vote on it – came into effect
All organisations aspire to motivate and find ways to encourage employees to perform to the best of their abilities. On the face of it, this might seem a relatively straightforward task but on closer inspection
With the UK economy going through one of its worst downturns for decades and little hope for a swift recovery, just what is the mood of those working in reward and what are their views regarding the future
This report presents the results of a survey of 173 employers carried out by e-reward in partnership with the Institute for Employment Studies examining current practice and opinions relating to the evaluation
This report presents the results of e-reward’s survey into current performance pay policies and practices. It’s a subject of abiding interest. The debate on what works, how well it works and
Much has been written recently about the changing focus of the HR profession and its quest for a more strategic role, but very little is known about whether changes have impacted on all aspects of HR practice
Conducted in Autumn 2007, the survey produced up-to-date and revealing information from senior HR and reward practitioners in 98 organisations – in both private and public sectors – on what
The purpose of this survey is to establish in general the state of play on job evaluation in the UK today. Conducted in late 2006 and early 2007, the survey produced up-to-date and revealing information
Our research project provides a unique insight into the lessons that HR and reward specialists feel their organisations have learnt in the course of introducing and running bonuses schemes. As in all our
The quantitative and qualitative information generated by the survey provide a wealth of insights into contemporary practices and trends in how UK organisations are addressing the issues that performance
This e-reward survey produced up-to-date and revealing information from senior HR and reward practitioners in 166 organisations - in both private and public sectors - on what is happening to grade and
Contingent pay is one of the most common people management techniques but there is something of a dearth of high-quality, timely information on the subject. To fill the information gap, e-reward.co.uk
What emerges from our 2003 survey is that job evaluation is very much flourishing in spite of the case made against it by some commentators. This ambitious project produced up-to-date and revealing information
This two-part report examines latest company car surveys, together with two case studies, to provide a picture of current policy and practice in company car management. The first part of our study was
Pay in the financial services sector continues to provide ample material for the media, with high-profile bank executives seemingly queuing up to waive their bonuses, whether out of a sense of honour or
Executive remuneration has been in the headlines as never before in the last few months. The so-called “shareholder Spring” has seen executive pay proposals rejected or subjected to significant
Survey after survey has shown that employees rarely appreciate the value of the benefits their employers provide, even though they probably comprise at least 25% of the average organisation’s pay
E-reward commissioned Andrew Menhennet, Director of AM Reward Consulting, an independent reward consultancy, to update his 2009 e-reward report summarising the current position in the ongoing development
Attitude surveys are being increasingly used by organisations to measure engagement and obtain the view of employees about particular HR policies and practices, including reward. This toolkit provides
Total rewards is an approach to reward management which emphasises the need to consider all aspects of the work experience of value to employees, not just a few such as pay and employee benefits. It aims
The purpose of this toolkit is to provide practical guidance on the use of evidence-based reward management approaches as a means of improving the effectiveness of reward practices and providing guidance
The second part of our research into company cars is designed to provide guidance in the form of a checklist of issues to consider when designing a car policy. This was considered preferable to a “model”
Company cars remain one of the most desirable employee benefits provided in the UK. Primarily, it is the all-round convenience they offer which makes them so attractive, but the image and status they convey
Reward strategy is a business-focused description of what the organisation wants to do about reward in the next few years and how it intends to do it. The purpose of the reward strategy toolkit is to provide
The purpose of this e-reward bonus scheme toolkit is to provide practical guidance to any organisation which wants to develop and introduce new bonus schemes, review existing schemes, maintain their effectiveness
This e-reward toolkit is about how organisations use job evaluation to determine and manage equitable grade structures and therefore provide the basis for deciding on pay levels taking into account external
There are many reasons for using external pay data. These include creating or validating a grade structure or set of pay ranges, checking out the external market before recruiting into a new position,
The purpose of this e-reward performance management toolkit is to provide practical advice and guidance to anyone in an organisation which wants to review existing performance management systems and processes
Drawing on the views of 12 leading organisations specialising in the provision of total reward statements, as well as in-house research carried out by e-reward, we examine why interest in total reward
This e-reward.co.uk toolkit offers a practical description of what you need to do in order to develop and implement competence-related pay in your own organisation. It describes a systematic and comprehensive
This issue is published in two sections: commentary (29-pages; 10,000 words); toolkit (37-pages 13,600 words).Commentary We examine some of the key issues arising from our initial analysis as highlighted
This guide starts with a definition of team pay, followed by a description of the purpose and features of team reward strategies. A good deal of space is devoted to enumerating the pros and cons of team
Ignoring pay discrimination in reward systems is bad for business. Pay systems that short-change women employees risk costly equal pay claims. This report helps you understand equal pay law and looks
Over the past three years, Gemserv has carried out two major reviews of its reward strategy. In 2014, the company overhauled its approach to employee benefits, rebranding them and adopting a total reward
Following the transformation of PagesJaunes from a print-based company to a mainly digital and online-based advertising business, in 2014 the organisation introduced a new compensation scheme to incentivise
Telecoms giant Three UK is part way through a long-term plan to digitalise its terms and conditions package, including the full range of employee benefits. Our case study examines the challenges it faces
Property services company, Countrywide, has developed a two-phase approach to developing and implementing a cost-effective benefits strategy over the past two years, including the introduction of a new
CooperVision is a US-headquartered, high growth manufacturer and seller of contact lenses and lens care solutions products. It has grown quickly in Europe, as well as Africa and Central Eurasia, through
IBM has decided to reinvent its approach to performance management. The previous, long-standing programme – with its traditional model of annual, top-down goals and a single numeric rating at year-end
In 2013, Microsoft took a big step. It removed its previous system of performance management – which used a process known as 'stack ranking' to divide employees into five performance categories along
Employee engagement technology company, Reward Gateway has expanded rapidly over the past ten years. Founded in the UK in 2006, the company now employs over 300 people across Europe, the United States,
In 2014, global fashion business Gap Inc. launched a new performance management process – Grow. Perform. Succeed. (GPS) – for its headquarters' employees worldwide. It’s now in the process of developing
A peer-to-peer recognition programme called Champions at global company Siemens has paid out the equivalent of £3.8 million in awards to employees since its launch in May 2009. It’s designed to
Capital One has a clear and well-developed approach to total reward. It’s about making connections between all the different elements of reward and capturing what is unique about working at Capital One.
Professional services firm, Arup, is in the process of introducing a total reward model across its European, Middle Eastern and African operations; a region of around 5,000 people ('members'), the majority
British Sugar adopts a broad view of total reward: pay; benefits; learning and development; and organisational culture. It's new total reward approach was developed against backdrop of large-scale organisational
Newly-merged global manufacturer, CNH Industrial, introduced a cloud-based compensation solution to help its HR business partners around the world manage short-term incentive payments in spring 2015 and
This report, written and researched by E-reward.co.uk, is the second instalment of a two-part study looking at the current state of the company car market in the UK. Part 1, published in Reward Blueprints
Rainbow Trust, a charity that supports the families of children with life threatening or terminal illness, introduced performance management in 2010/11 as part of a strategic plan to produce a step-change
In this report, written and researched by e-reward, we look at how two very different organisations – Bibby Financial Services and De Montfort University – have overhauled their benefits schemes.Case
This report, written and researched by e-reward, is the first installment of a two-part research study designed for those new to, or seeking a wider perspective, on performance management. It comprises
This report, written and researched by e-reward, is the second and concluding part of a research study designed for those new to, or seeking a wider perspective, on employee share plans. It comprises three
A sale to private equity owners following the nationalisation of its parent, Royal Bank of Scotland (RBS), was the catalyst for a programme of reward and compensation change at WorldPay, a global leader
Utilities company Scottish and Southern Energy (SSE) is on a 'continuous path' to better align executive reward with its strategic vision as an energy provider for the long-term. SSE remuneration policy
Consumers’ organisation, Which?, has introduced job families and simplified pay bands as part of its strategy to attract and retain new groups of employees and to provide better and more transparent
Specsavers was founded in 1984 by Doug and Mary Perkins, who started the business in their spare bedroom on a table-tennis table. The couple had moved to Guernsey after selling a small chain of West Country
Hitachi Europe (HEU), based in Maidenhead, is pioneering a shared-service approach to the provision of employee benefits among its 22 UK-based companies, driven by its compensation and benefits team. The
An employee value proposition describes what an organisation stands for, requires and offers as an employer in return for the skills, capabilities and experiences an employee brings to the organisation.
Restaurant group, McDonald’s, has developed a three-pronged employee value proposition (EVP) that provides a “filter” for all its employee engagement activities, including a recent redesign of its
Entertainment organisation, Virgin Media, is emerging from a period of major organisational restructuring, dating back to its formation out of a merger in 2006 of Telewest and ntl and then the acquisition
Pharmaceutical services organisation, Quintiles, has rolled out total reward statements (TRS) to its operations in a dozen countries in Europe, Africa and the Middle East over the past two years, using
A European merger at professional services firm KPMG prompted an examination of reward practices across the businesses coming together in a new partnership, KPMG ELLP. The process has taken four years
The Met Office is one of only a few central government organisations to move away from traditional civil service pay and grading structures based on job descriptions and time-served annual pay increments
We examine the experiences of six diverse organisations and discover how they are wrestling with issues concerning the review, measurement and evaluation of reward systems. The case studies all share a
In this case study we examine how the Department for Communities and Local Government (CLG), a relatively new organisation, set up in May 2006, has dealt with the legacy issues arising from the transfer
In a move described as “one of the largest financial services rebranding exercises to take place in the UK in the last ten years”, Aviva has recently implemented a major strategy to bring together
The increasing complexity of modern remuneration arrangements brings with it new challenges in developing communication systems of sufficient sophistication - yet also clarity - to ensure effective employee
In this case study, written and researched by e-reward, we examine how Tesco’s approach to reward has evolved over the last decade, from the principles agreed by the board ten years ago to arrangements
E-reward has undertaken an in-depth, case-history research project, covering five very different organisations, on every aspect of performance management to find out more about its application in today's
Ladbrokes operates in a market characterised by increasingly tough trading conditions. To maintain its number one position, the company has focused closely on how to deliver a high performance culture
Performance management is a systematic process for improving organisational performance by developing the performance of individuals and teams. It is a means of getting better results from the organisation,
In this case study, written and researched by e-reward, we examine why recognition is seen as such an integral part of reward and employee engagement for one of the UK’s leading electrical retailers,
HR and reward functions have faced the prospect of major transformations in recent years that involved taking on a more strategic role in support of the business. The second and final phase of our study
This two-part study by e-reward aims to provide you with invaluable decision-making information on all aspects of developing and implementing job evaluation schemes. Part 1, our survey, was published in
This report draws on case-study interviews carried out by e-reward and examines the approaches adopted by nine organisations to the introduction and management of flexible benefits, voluntary benefits
In 2005, Orange was facing increased competition and organisational challenges as mobile telephony, broadband and TV started to "converge". But the rapid expansion of the company, which had led
In many senses, Nottingham is ahead of the higher education sector, both with respect to developing a response to the emerging national pay arrangements and in deciding to introduce job families and a
Once burdened with an archaic pay structure, the British Library can now give anyone a run for their money with its new, modern approach to total reward. Unlike many other parts of the public sector, the
Camelot operates the National Lottery. It is a private company employing 950 employees in offices throughout the UK. After nearly not winning the second licence for the lottery, Camelot told e-reward that
Bonus schemes are one of the most common reward management practices, but there is something of a dearth of high-quality, practical information on the subject. To fill this information gap, e-reward.co.uk
Elan Computing is one of the largest information technology and telecommunications recruitment companies in the world. Its current annual turnover is £500 million. Elan believed that its benefits
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
BT, one of Europe's leading providers of telecommunications services, is currently in the midst of a radical transformation of its business in a fiercely competitive and highly regulated market. Without
This study comprises seven case studies as well as an overview of some of the key issues. Via a series of case histories, we learn first-hand from the practical experience of seven organisations with
Many organisations adopt entirely new pay arrangements when faced with the pressing need to harmonise pay and benefits for staff who were previously employed by firms which have been acquired or been part
In this case study, we see how a company which has inherited legacy terms and conditions has used total reward as a means of harmonising pay and flexing benefits, with the full co-operation and participation
In Airbus UK, the principle of performance pay had long been argued over, and resisted by the unions. But a partnership approach to the issue, whereby unions and management work together to resolve organisational
This two-part report aims to provide you with invaluable decision-making information on all aspects of developing and implementing a total reward statement. Part 1 comprises nine case studies as well
This case study examines how a traditional, devolved organisation has used its approach to reward to move from a long-term strategic focus to one which is more flexible and responsive to short-term challenges.
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
COLT is a telecoms company, employing 4,000 people worldwide; 1,200 in the UK. Established in 1993, its employment model was similar to that of many telecom and dot-com organisations which came and went
To support culture change needed for demutualisation in 2001, financial services group Friends Provident introduced five broad career bands with generic skills and competency levels. Our case study investigates
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
Like all large organisations whose success depends on the quality of their staff, Lloyds TSB's approach to pay has changed over the years. Managing pay effectively means striking a balance between remaining
Diageo is widely recognised as one of the world's leading consumer goods businesses. Our case study illustrates that reward strategy formulation is very much an evolutionary process. Reward strategy at
When Glaxo Wellcome and SmithKline Beecham merged to form GlaxoSmithKline in 2000, the organisation adopted a new approach to reward. This stresses pay for performance and increases the proportion of pay
We examine via a series of in-depth case histories and a brief questionnaire the approaches adopted by leading organisations to the integration of reward strategies with business and HR strategies. Reward
We learn first hand from the practical experience of a pioneering organisation in the total reward field, Lands' End. This case history offers a unique insight into how this Rutland-based catalogue clothing
In February 2001 B&Q, the UK's leading home improvement retailer, embarked on a root and branch shake up of its reward strategy and policies. The pretext for switching from a fairly traditional pay
Xansa, the IT and business services company, is constantly acquiring, through TUPE transfers, new employees on terms and conditions which differ substantially from those of its own workforce. This presents
Tesco is expanding rapidly, it is opening more stores, using different store formats, and operating overseas. The retailer found that its 22-grade pay structure and job evaluation processes were inflexible
PricewaterhouseCoopers considers itself engaged in the "war for talent". It recruits hundreds of graduates each year, and seeks to attract the best. The average age of the firm's employees is
When Norwich Union Insurance merged with CGU, it was faced with a stark choice: whether to harmonise or to opt for a completely new reward approach. Not wanting to keep employees in suspense while it went
The Nationwide Building Society is a "values driven organisation", which identifies "employee importance" as one of its core values. A need for increased employee flexibility, improved
What is reward management? Reward management is concerned with the formulation and implementation of strategies and policies the purposes of which are to reward people fairly, equitably and
What is total reward?The total reward concept emphasises the importance of considering all aspects of reward as an integrated and coherent whole. Each of the elements of total reward are linked together,
What are reward policies?Reward policies set guidelines for decision-making and action. They indicate what the organisation and its management are expected to do about managing reward and how they will
What is engagement?Engagement indicates the extent to which people are committed to their work. People are engaged with their jobs when they are interested in their work and enthusiastic about what they
What is a psychological contract?A psychological contract is a reciprocal relationship between employees and their employers which is expressed as a set of beliefs about what they expect of one another.
What is role analysis?Role analysis is the process of establishing the key facts about a role in terms of its overall purpose, key result areas and knowledge and skill requirements. The analysis may deal
What is a graded pay structure? A graded structure consists of a sequence of job grades to which pay ranges are attached and into which jobs of broadly equivalent value are placed. There are two types:
What is a broad-banded pay structure?Broad-banded structures have four or five wide "bands" as distinct from the narrower grades in a graded structure.What are the characteristics of the original concept
What is a job/career family? A job or career family consists of jobs in a function or occupation such as marketing, operations or finance which are related through the activities carried out and the basic
What is performance management?Performance management is a strategic and integrated process which delivers sustained success to organisations by improving the performance of the people who work in them
What is performance-related pay?Performance-related pay (PRP) enables individuals to receive financial rewards in the form of increases to basic pay or cash bonuses which are linked to an assessment of
What is competence-related pay? Competence-related pay enables people to receive financial rewards in the shape of increases to their base pay by reference to the level of competence they demonstrate in
What is variable pay?Variable pay consists of cash bonuses that are awarded for performance or special achievements and are not consolidated in basic pay. It is sometimes called "pay at risk" or "re-earnable
What is team pay?Team pay links payments to members of a formally established team to the performance of that team. The rewards are shared among the members of the team in accordance with a published formula
What is gainsharing?Gainsharing is a formula-based company or factory-wide bonus plan which provides for employees to share in the financial gains made by a company as a result of its improved performance.
What policies should be adopted for expatriates?As businesses expand globally, they tend to send an increasing number of staff abroad as expatriates. The assignment may be a short-term attachment to provide
What are non-financial rewards?Non-financial rewards are those other than pay and benefits which reward people by: giving them opportunities to achieve and acquire more autonomy, responsibility,
What is a recognition scheme?A recognition scheme provides for non-cash awards which recognises accomplishments. It can be formal and organisation wide, providing scope to recognise achievements by gifts
What are flexible benefits?Flexible benefit schemes give employees a choice within limits of the type or scale of benefits offered to them by their employers.What is the business case for flexible benefits?
What is strategic reward?Strategic reward deals with the development and implementation of reward strategies and the philosophies and guiding principles that underpin them. It provides answers to two basic
What payment and incentive arrangements can be used for sales staff?Here we summarise the different schemes, their advantages and disadvantages and when they may be appropriate.1. Salary only Straight
Why use consultants? So, why do many organisations use reward consultants? There are six main reasons:1. They bring expertise in solving problems and in project management.2. From their experience,
What is contingent pay?Contingent pay is any form of financial reward which is added to the base rate or paid as a cash bonus and is related to (contingent upon) performance, competence, contribution,
What is a market rate survey?A market rate survey obtains from various sources data on comparative rates of pay and benefits provision for comparable jobs in similar organisations.What is a market rate?People
What is motivation?A motive is a reason for doing something. Motivation theory is concerned with the factors that influence people to behave in certain ways. People are motivated when they expect that
What is job evaluation?Job evaluation is a systematic process for defining the relative worth or size of jobs within an organisation in order to establish internal relativities. It provides the basis for
What is a grade structure?A grade structure consists of a sequence or hierarchy of grades, bands or levels into which groups of jobs which are broadly comparable in size are placed. There may be a single
What is contribution-related pay?Contribution-related pay is a process for making contingent pay decisions based on assessments of both the outcomes of the work carried out by individuals and their inputs
By Dr Duncan Brown, Head of HR Consultancy, Institute for Employment Studies ‘This is the beginning of it being redressed.’ The response of its £2 million a year plus top-earner Chris Evans to the
By Laura Rossi Manganotti, Western UnionCompanies are finding it increasingly important to recognise the diverse needs of their workforce and to review their benefit offerings to meet the perception of
By Adam Elston and Steve Glenn, E-reward With the snap election approaching, the issue of executive pay ratios has yet again emerged with Labour announcing that in government it would introduce a maximum
By Trevor Rutter, Like Minds The Lifetime ISA is finally with us, and all the indications are that demand for them will be high. Although only a few providers are now offering the new product, national
By Juan Novoa, QCG Would you be able to talk about your experience in a country when all you have done is see (a small part of) it through a plane window? Unlikely, right? And yet, it seems like this
By Mark Donnolo, SalesGlobeWhether changing the sales compensation plan or making a change further upstream in the Revenue Roadmap, a change management plan with a heavy focus on communication will increase
By Steve Glenn, E-reward Last week, a number of the UK’s largest FTSE 100 companies were the first to publish annual reports with financial year-ends dated December 2016. This information has now been
By Amanda Fennell, XactlyUntil recently, it was rare to find situations of three generations working together – but with rising retirement age and life expectancy, the makeup of today’s workforce has
E-reward’s Adam Elston and Steve Glenn take a closer look at how remuneration committees have exercised discretion in the last year.For most people discretion, as Shakespeare put it, is the better part
By Steve Glenn, E-rewardGender diversity in UK boardrooms has come into sharp focus in recent years yet much of the evidence available only presents data on the overall proportion of women on boards. This
By Adam Elston and Steve Glenn, E-rewardPotential pay scenarios have been a relatively overlooked, yet informative outcome of the reporting regulations introduced in 2013. E-reward discusses what they
By Steve Glenn, E-rewardPublishing pay ratios – the chief executive's pay relative to the average employee – is one of the reforms to boardroom pay recommended in recent weeks by the UK’s new Prime
By Jerry EdmondsonUnderstanding how and why people behave the way they do can give you an advantage in all walks of life, especially in the workplace. Behavioural science offers insights into human psychology
By Debra CoreyRecognition is an important part of a reward strategy, but all too often it is overlooked. It is not just a nice thing to do – it is a proven and powerful tool which can work with other
By Debra Corey A recent survey by Harvard Business Review found that 71% of business executives know that employee engagement is very important in achieving business success, but only 24% believe their
By Steve GlennThe boardroom pay landscape in the world’s largest global corporations is examined in a landmark survey by E-reward.co.uk. Focusing on the top 200 companies from the annual Financial Times
By Vicki BadhamThe findings from QCG’s latest research into reward trends and practices have revealed only modest changes in reward practices from the last time that the research was run in early 2014.
By Declan ByrneIt is the time of year when many businesses may be starting to turn their thoughts to Christmas and how best to reward staff and thank them for their efforts. Recognising hard work and a
By Iain McMathA highly motivated workforce, increased profitability and excellence from all employees should be at the core of every company’s business strategy. But to obtain these results, companies
By Gail CohenAs summer draws to a close and the evenings start getting shorter, keeping employees motivated can be a major challenge. As such, businesses both large and small would do well to incorporate
By Tom Flanagan and John NicholsYou have a statutory right to paid holidays, topped up with an additional contractual right. You take time off, safe in the knowledge that you will be paid as usual for
By Iain McMathModern businesses know that it’s vital to reward and recognise their staff, yet many are still struggling to do so effectively. To find out why, Sodexo Benefits and Rewards Services recently
By Vicki Badham and Anna Mayhew Some 30 years after the concept took hold, the debates on performance-related pay (PRP) continue, with advocates citing it as a meritocratic tool and opponents questioning
By Natalie Vescia How best to communicate rewards and benefits to employees has always been a challenging topic for those charged with the responsibility. After all there is much talk of baby boomers
By Andrew MenhennetSmaller banks and building societies across Europe face the prospect of implementing a strict bonus deferral regime from January 2016 under proposed new guidelines on pay from the European
By Andrew MenhennetReflections on the latest High Pay Centre event, in which the views of a diverse range of speakers were presented to an audience on London University business student. The High Pay Centre’s
By Rebecca CalladineIt’s no surprise that January heralds the time for people to reflect on their lifestyle, after the excesses of Christmas have died down. For many, this might mean joining a gym
By Victoria Milford My two-year old will do just about anything for an ice cream . . . As incentive programmes go, it’s a pretty good one as the key is that it’s something that the recipient
By Vicki BadhamQCG’s latest research into reward strategies and practices focuses on conducting a review of the market and specifically checking whether the reward landscape is changing in any way to
By Malcolm Hurlston CBEIn the quarter century since the Employee Share Ownership Centre brought the Esop to Britain, the number, size and sophistication of employee share plans has grown spectacularly:
By David SmithThe cost of living in the UK has outpaced pay increases since around 2009. Now, I’m no economist but the headline facts are clear, whether we look at CPI or RPI measures of inflation,
By Derek IrvineVarious studies have shown that in order to motivate a workforce, some form of reward and recognition for employee behaviour is required. However, many organisations are still failing to
By Jon ClarkA common challenge facing reward professionals when reviewing incentive plan design for sales staff is managing the relationship with the sales force and leadership. The design and maintenance
By Steve WatsonJust a two-minute slot on the Today radio programme on 12 December 2013, coupled with some meaty press headlines might be simply the best case study ever! But my guess is that you won’t
By Vicki BadhamQCG’s latest research into benefit practices and trends highlights how change is very much in the air in the benefits arena. Indeed, 85% of the research participants indicated that
By David SmithI recently took a trip back to my home town to see my family. I grew up about seven miles east of Manchester in the borough of Tameside. The industrial revolution had a significant impact
By Nick ThropEver swapped the supermarket for your local fruit and veg market? It’s quite an experience. For one thing, you need to build up those arm muscles – who would have known veg are
By Debra CoreyReprinted with permission from WorldatWork. © 2012 WorldatWork. The definition of “communication” addresses the exchange of information from one sender to another via a
By Alan GibbonsReprinted with permission from WorldatWork. © 2013 WorldatWork. Pay strategists are a predictable lot – we never stop thinking about the future, but this week I discovered that
By Matthew GregsonSince the start of the millennium there has been a marked change in the adoption of flexible benefits, or “flex”, which has moved away from being a scheme used exclusively
By Jonathan TrevorReprinted with permission from WorldatWork. Originally published in WorldatWork Journal, First Quarter 2013. For more details see “Want to know more?” at the end of this article. ©
By Anne C. RuddyReprinted with permission from WorldatWork. © 2013 WorldatWork. “Past performance is no guarantee of future results.” Nearly every investment prospectus contains this
By Steve Watson Announced in the Chancellor’s spending review: 26 June 2013 Public sector to lose automatic pay progression. This excludes the armed forces but the pressure will be on the big ones
By Steve WatsonThe Today programme on Radio 4 is often good for stimulating some controversy. This morning's edition, 29 April 2013, featured an item about the departure of the chief executive of BBC Worldwide
By David SmithThere are more jugglers, plate-spinners, fire-eaters, and tightrope-walkers in the reward profession than there are in most circuses! With all eyes on you, there’s never been such a
By David SmithReward communications are ranked as the number one risk for professionals working in the area, according to a recent survey by the Chartered Institute of Personnel and Development. To be
By Duncan BrownLooking back on 2012, it was a really strong Olympic-style finish for HR and reward professionals. We had both Peter Cheese, Chief Executive of the Chartered Institute of Personnel and Development,
By Nick ThropIt’s no coincidence that, of the top ten concerns of reward professionals identified in a recent survey by the Chartered Institute of Personnel and Development, six were specifically
By Vicki Badham More than ever before, the two current top priorities of reward professionals are to ensure that reward practices in their organisation are aligned with the business strategy and that these
By Gavin BrownOur economy is more volatile than it has perhaps ever been and as a result, businesses have to adapt and become more creative with the way we manage one of our biggest costs - our people.
By Iain SmithIT reward may not currently be at the top of many priority lists for the IT human resources professional, but there are several aspects of IT reward - strategic and tactical - that must be
By Vicki BadhamOne of the main questions that we are being asked by our clients at the moment is how are other organisations approaching rewards in such a continued unsettled economic climate? To help
By Evan Davidge and Kevin McBride Faced by a perfect storm of static budgets and increased payroll costs, employers are being challenged to do more with less. So how can employers maintain or improve
By Ann Cummins Senior pay in the public sector has been the subject of intense media and public debate – take, for example, Public sector gravy train must stop here, Daily Mail 2 June 2010. The
By Duncan Brown So, as the senior HR policy-wonk adviser to this radical new coalition government, it’s quite obvious to me that our ambitious agenda of “freedom, fairness and responsibility”
By Colin Evans In the wake of the financial crisis, return on investment, cost control, risk and engagement have emerged as the key concerns driving change in reward. Hay Group’s global study of
By Peter Smith The Chancellor used the recent Budget to call for a public sector pay freeze. But in reality, pay in many public sector organisations is outside government control. What is needed is a
By Michael Armstrong This is an edited extract from a new 45-page toolkit published by e-reward.co.uk in association with the Institute for Employment Studies. High-performing organisations manage
By the e-reward team This is an edited extract from a new 51-page survey report published by e-reward.co.uk in association with the Institute for Employment Studies. Reward professionals have never
By Andrew MenhennetIt must have been a rocky ride in the seat of pay regulation in the financial sector. It has taken on a life of its own over the last 12 months and the picture is still unfolding. But
By Michael ArmstrongPerformance management is a system consisting of interlocking elements deliberately designed to achieve a purpose, that of achieving high performance. Within that system, performance
By Colin EvansNow is the time to review your reward strategies. Up until now, rapid cost-cutting initiatives, driven by the recession, have left little time for organisations to focus on reviewing their
By the e-reward teamThis is an edited extract from a new 63-page survey report published by e-reward.co.uk. Difficult days in the economy have driven many employers to restructure their performance
By Richard Morgan At a time when many employees may fear for their jobs and it is becoming more difficult to make ends meet, there are opportunities for employers to help – and to improve employee
By Michael ArmstrongThe Chartered Institute of Personnel and Development has published its new HR “Profession Map”: www.cipd.co.uk/hr-profession-map/default.htm. The map will replace the existing
By Sarah LardnerEmployers are making tough decisions in order to cut costs. But there are creative ways to avoid it or to soften the blow. Cost is at the forefront of employers’ minds at the moment.
By Andrew WorthOver the last decade there has been a growing recognition of the importance of businesses having an effective reward strategy that ties into the overall business strategy. But in order to
By Michael ArmstrongThe pay of people at the top is out of control. Since 1990 the remuneration of the chief executives of FTSE 100 companies has increased from 17 times to 75 times that of the average
By Michael ArmstrongThe credit crunch has fuelled a backlash against the “bonus culture” by academics, politicians and media commentators. There has been an avalanche of calls to “abolish
By Duncan BrownOver Christmas, five Anglican bishops attacked the last ten years of Labour government for being morally corrupt and increasing the gap between rich and poor. So what, you might say, their
By John SylvesterAs the economic slowdown continues, a large number of sectors are seeing job losses, and companies are now forced to be ever more discerning about who stays. This is leaves a psychological
By Carmel BellThere’s no doubt that we are living in turbulent economic times. The cost of living rose sharply in 2008, driven by increases to fuel and food. While inflation recently peaked around
By Richard MorganThere’s never been a better time to look at your benefits strategy. Ease the burden of recession by ensuring your benefits programme engages employees whilst remains financially
By Duncan Brown Reward professionals today concentrate heavily on reward scheme designs, their latest incentive or flexible benefits plan. But we could impact on employee motivation and engagement far
By Barry RodinUp to the middle of 2008 the increasing importance of international mobility in supporting global business expansion showed no sign of abating. Over 60% of participants in the ECA’s
By Andrew MenhennetFinance sector bonuses are in the political spotlight in a way they’ve never been before. The Financial Services Authority expects firms to be “moving towards good practice”
By Alex LauTalent management is looking like an insurmountable challenge for the increasing number of foreign companies in China. Many confess they are currently struggling to meet targets of reward effectiveness
By Matt Waller Voluntary benefits are the second most popular flexible arrangement available to employers, according to the CIPD’s 2008 annual reward survey. But do they really earn their place? Voluntary
By Helen CraikAre you sitting on the fence about flexible benefits? Perhaps you don’t feel ready for them or your benefits portfolio just isn’t “flex friendly”. What about total
By Deborah ReesHow is your organisation winning the war for talent? More opportunities, more mentoring, more recognition? The premise of “growing your own” is attractive – but how effective
By Justine WoolfRecognition is one of those areas of reward that we all think is quite easy to do. Put in place a formal company scheme, give it a cheesy name and Bob’s your uncle – we have
By Doug Jensen, Tom McMullen and Mel StarkWhile organisations often spend big on reward programmes, many of them don’t deliver value for money. A study by Hay Group has identified a number of key
By Mike MorganThe credit crunch, it seems, is omnipresent; it’s everywhere we look, it occupies our thoughts and threatens to infringe on every aspect of our lives. Employers are beginning to see
By Andrew MenhennetHardly a week goes by without a City representative weighing in with a view on the folly of current bonus structures in the banking industry and fingering financial sector compensation
E-reward interview with Sally WinterIn this interview with e-reward, Sally Winter, You at Work's head of communication, explains how a large dose of understanding your employees mixed with some creative
By Matt WallerFrom public sector pay disputes to the 2012 Olympic strain on the construction industry – some sectors are facing significant challenges this year. A well-planned and executed benefits
By Tom MarksThis article was originally written immediately following the recent Société Générale trading scandal in January 2008. Since then, there have been further incidents,
By Dorian HanningtonDepending on who you ask, flexible benefits were born in the UK anything up to 17 years ago. At last it’s ready to come of age, but the question for many businesses is how to
By the e-reward teamHow well do you really know yourself? Our new survey of the reward profession, the UK Reward Census 2007, is a fascinating read that prompted a lot of debate in the e-reward office.
By Michael Armstrong and Ann CumminsMichael Armstrong led e-reward's recent investigation into job evaluation. He’s drawn on this research data to produce a new book, co-authored by Ann Cummins.
By Paul ThompsonThink total reward statements are a luxury reserved for the global players? Think again. These statements can work in almost all circumstances, according to their supporters, as well as
By Michael Armstrong and Duncan BrownThe “new realism” is an approach to strategic reward which recognises that there are no facile solutions to reward issues, that context is all-important,
By Michael ArmstrongHR and reward people generally believe that performance management is a good thing as a means of improving performance, developing and rewarding people and aligning individual and corporate
By Michael ArmstrongBroadbanding has been the big idea in reward management for some time. Many organisations have jumped on the bandwagon without fully appreciating what they were getting into. All too
By Helen MurlisTalking recently to a City figure who sits on a number of remuneration committees, I asked about the motivational value of the current annual incentive scheme for executives in the particular
By Michael Armstrong and Paul Thompson An overload of administration and a continuing tendency to confuse have left their scars but job evaluation continues to evolve. The realities of job evaluation
By Helen CraikWhen it comes to employee discounts, it’s hard to think of any disadvantages to employers or employees. Employee discounts are relevant again, attractive, cheap and easy. What’s
By Paul Thompson Consultants and researchers have developed a plethora of total reward models. One of the most widely-used models, which was formulated by the US reward association WorldatWork in 2000,
By Michael Armstrong Reprinted with permission from Incomes Data Services. Originally published in IDS Executive Compensation Review 290, April 2005. For subscription details see the end of this article. Copyright
By Michael Armstrong Reprinted with permission from Incomes Data Services. Originally published in IDS Executive Compensation Review 280, June 2004. For subscription details see the end of this article. Copyright
Elements of pay in the form of a separate sum of money for such aspects of employment as overtime, shift working, call-outs and living in London or other large cities. Location allowances are sometimes
A method of job evaluation which is based on the analysis and scoring of "factors". The most common scheme is point-factor rating but the Hay Guide Chart Profile method of job evaluation is a well-known
A term used in broadbanded pay structures to describe the rate for a fully-competent person in a role which is aligned to market rates for that role in accordance with the organisation's pay stance.
Cash bonus payments (variable pay) which are dependent on results and are therefore "at risk" of not being re-earned. The proportion of pay at risk may be considerable, especially for directors and senior
This concept is concerned with how people interpret and explain their performance. It suggests that if employees can attribute their achievement or lack of achievement to something over which they have
This approach brings together a mix of financial yardsticks and non-financial indicators to provide a single integrated measure of business performance that focuses on key indicators. Developed by David
The design of a broad band in terms of the use of anchor rates and zones.
The rate for the job as affected by the internal and external employment markets. An employee's base rate may in some circumstances also consist of consolidated payments from performance pay and rewards
The personal characteristics that individuals bring to their work roles. Also known as personal competencies.
Behavioural psychologists such as Skinner emphasise that behaviour is learnt from experience - specific types of behaviour are strengthened or weakened by the consequences of the behaviour. They emphasise
Jobs identified as representative of the range of jobs to be considered in a job evaluation exercise. They serve initially as the basis for the design or modification of a job evaluation scheme, and then
The collection and analysis of comparative information on the reward practices of other organisations as a means of assessing areas for change and improvement.
The collection and analysis of market rate data.
The more conventional approach to broadbanding which simply collapses a number of salary bands into fewer grades or bands (typically seven or eight, with range spreads of 50%) but retains many of the traditional
The compression of a hierarchy of pay grades or salary ranges into a small number (typically four or five) of wide bands. Each of the bands will therefore span the pay opportunities previously covered
See flexible benefits.
A term used most frequently in the US for bands in a broadbanded structure with a limited number of bands (typically five or less, with range spreads averaging 150%). The term expresses the philosophy
A US term for pay which progresses in a broad band as an individuals career develops.
As the term suggests, a clean cash package relies simply on a basic salary without the full range of employee benefits typically offered by organisations to provide personal security and satisfy personal
Cognitive theory emphasises the psychological processes or forces which affect motivation, as well as basic needs. Also known as process theory, it is concerned with employees perception of their working
A special form of incentive in which sales representatives are paid on the basis of a percentage of the sales value they generate.
Short for "comparative ratio", a measure of the relationship in a graded pay structure between an individuals actual pay rate and policy rate of pay, expressed as a percentage. The policy value
The areas of work in which people are competent - that is, are capable of meeting the standards required because they have right levels of skill, knowledge and experience; hence competences. Sometimes
Brings together the processes of functional analysis - used to determine work-based competences - and behavioural analysis - used to establish the behavioural dimensions that affect job performance.
The dimensions of behaviour lying behind competent performance; hence competencies.
The base pay which incorporates (consolidates) any additional payments or allowances and is the basis for calculating pension rights, sick pay and so on.
A theory that states that to be effective reward policies and practices should be appropriate to the organisations unique characteristics, including its culture, technology and environmental conditions.
Pay which is related to, or dependent on, performance, competence, contribution, skill or service in the job.
A process for making pay decisions which are based on assessments of both the outcomes of the work carried out by individuals as well as the levels of skill and competence which have influenced these outcomes.
Pay which varies according to performance, competence, contribution, skill or service in the job.
A motivational concept based on reinforcement theory, which suggests that people are primarily motivated by economic rewards. According to this view, rewards and penalties should be tied directly to effective
Also known as indirect pay. Schemes or arrangements for providing personal security, financial assistance, or company cars and for satisfying personal needs. They include pensions, sick pay and insurance
A motivation theory that is concerned with peoples perceptions of how they are being treated in relation to others. It involves feelings and perceptions, and is always a comparative process. Thus satisfaction
This core cognitive theory predicts that employees will be more motivated when they expect that their actions, or how they behave, will produce a worthwhile reward.
What is done to, or for people, to motivate them to act in a specific way. It arises when management provides such rewards as increased pay, praise, or promotion. The opposite is intrinsic motivation,
Work-related rewards - such as pay, recognition and career opportunities - that are offered to motivate people to act in a specific way, as opposed to intrinsic rewards, which are associated with the "quality
A form of analytical job evaluation which starts by evaluating benchmark jobs against a range of what are regarded as universal factors. This is converted directly into monetary value.
See Job evaluation factors.
A somewhat derogatory term used for structures which are described as being broadbanded, but because of the number of grades (say ten or more), the width of the pay ranges (40% to 50%), and the ways in
Schemes which offer future payments to motivate people to achieve their objectives, improve their performance or enhance their competence or skills by focusing on specific targets and priorities. Although
Schemes that are designed to increase employee involvement in the business, whilst at the same time giving them a direct interest in the financial performance of the company in which they work. The underlying
Schemes which provide financial recognition to people for their achievements in the shape of attaining or exceeding their performance targets or reaching certain levels of competence or skill. Financial
A formal benefits programme whereby employees have a measure of choice over the benefits they receive in order to tailor the package to best suit their individual circumstances. Employees have the opportunity
A formula-based company or factory-wide bonus plan which provides for employees to share in the financial gains made by a company as a result of its improved performance. The formula determines the share
Competencies can be universally generic, applying to all people in an occupation, such as management, irrespective of the organisation they belong to, or their particular role. They can also be organisationally
Descriptions of typical roles performed by a number of job holders which are essentially similar, with only minor differences. They specify overall role requirements in terms of the common characteristics
A concept developed by Latham and Locke in the 1970s which states that motivation and performance are higher when individuals participate in setting specific goals, when the goals are difficult but accepted,
An area in a hierarchical graded pay structure in which jobs of similar size, or value, are placed, usually by some form job evaluation. Grades may be defined in job evaluation points terms, or by a description
The phenomenon of jobs being upgraded without a justified increase in job value or size. In theory, this is controlled by job evaluation. But, in practice, this does not always happen because of the fact
The range of job evaluation points defining a grade. Sometimes used to describe the pay range.
One of the most influential theories of motivation, the hierarchy model was developed by American psychologist Abraham Maslow in the 1950s. He argued that human needs can be categorised according to a
Also known as "build-up" or "balance sheet", this is a method of paying expatriates and providing them with benefits which ensures that the value of their total remuneration is the same as in their home
A method of providing expatriates with salaries and benefits, such as company cars and holidays, which are in line with those given to nationals of the host country in similar jobs. Also known as the market
See motivation/hygiene theory.
Payments linked with the achievement of previously-set targets which are designed to motivate people to achieve higher levels of performance. The targets are usually quantified in such terms as output
In its crudest form, the theory states that people work only for money. Money is an instrument for gaining desired outcomes and its "force" depends on two factors: firstly the strength of need;
Reflect the relative value of jobs and people within the organisation's internal labour market. They are assessed by job evaluation which considers the relative value or size of jobs and sometimes generic
A form of employee motivation derived from the content of the job, as opposed to job consequences. It can be described as the process of motivation by the work itself in so far as it satisfies peoples
Rewards that are naturally associated with the job itself, such as the opportunity to perform meaningful work and personal satisfaction in a job well done. Intrinsic rewards, which are concerned with the
A group of finite tasks to be performed (pieces of work) and duties to be fulfilled in order to achieve an end result. It is assumed that these duties remain the same whoever carries out the job. There
The process of collecting, analysing and setting out information about the content of jobs in order to provide the basis for a job description and data for recruitment, training, job evaluation and performance
A form of non-analytical job evaluation which involves comparing jobs descriptions with grade definitions, so that they can be slotted into the appropriate grades.
A definition of the overall objectives of a job, where it fits in the organisational structure and the key result areas or principal accountabilities of job holders, or the main tasks they have to carry
A systematic process for establishing the relative worth of jobs within an organisation. The two main categories are: non-analytical and analytical.
The main characteristics or elements which are common to the range of jobs being evaluated in an analytical job evaluation scheme, but are present in differing degrees in different jobs. They are used
A group or cluster of jobs with common characteristics. Although the level of responsibility, skill or competence required to undertake the work may differ, the essential nature of the activities carried
The term used by Hay Group for their approach to developing job family structures.
A pay structure which contains separate pay structures for each of the job families which may be graded in terms of levels of skill or competence. Each level may have its own finite pay range, as in a
Placing a job in a pay range or a broad band by making a whole job comparison in order to match its characteristics (for example, responsibilities and competence requirements) with other benchmark jobs,
A form of non-analytical job evaluation which involves comparing whole jobs with one another and arranging them in rank order of their perceived value to the organisation.
An indication of the relative value of a job in terms of, for example, the level of responsibility as established by analytical job evaluation.
An entirely informal approach which can hardly be dignified by calling it job evaluation. Also known as internal benchmarking, it simply means comparing the job under review with any internal benchmark
Payment systems which focus on payment according to the perceived or measured value of the job irrespective of the competence, skill or contribution of the person carrying it out.
A concept originally formulated by American management theorist Ed Lawler that suggests that no reward - whether it be a pay increases, promotion or recognition - can act as a motivator unless there is
The value in a distribution of pay, as established by a market rate survey or internal analysis, which three-quarters of the values exceed or a quarter of the values are lower than.
The collection of information on pay (market rates) and employee benefit provisions for equivalent jobs in other organisations in order to provide guidance on levels of pay and benefits within the organisation
See job matching.
The mid-point in a distribution of rates - that is, the percentage at which half the rates are the same or a higher value, and half are at the same or a lower value. Used in analysing market rates.
A method of relating salary rises or non-consolidated bonus payments to an assessment of the merit of individuals - their level of performance - often summed up in an appraisal rating. More usually known
The rate of pay in the middle of a pay range which may constitute the reference point and corresponds with a 100% compa-ratio.
Motivation takes place when people expect that a course of action is likely to lead to the attainment of a goal - a valued reward that satisfies their particular needs. It is a goal-directed behaviour.
Frederick Herzberg developed his two factor model of motivation in the 1950s. He argued that the factors giving rise to job satisfaction (and, therefore, motivation) are distinct and separate from those
The basis of this theory is that all behaviour is motivated by a desire to fulfil unsatisfied needs. These unsatisfied need create tension and disequilibrium. To restore the balance, a goal is identified
A term originally coined by American management theorist Ed Lawler, but popularised by US pay gurus Jay Schuster and Patricia Zingheim. It describes a strategic approach to reward with an emphasis on variable
A job evaluation method which establishes the relative value or size of jobs by making whole-job comparison - that is, not analysing them in terms of the different characteristics or factors which influence
Any rewards not involving the payment of salaries, wages or cash which focus on the need people have to varying degrees for achievement, recognition, responsibility, influence and personal growth. See
A form of non-analytical job evaluation in which all jobs are compared in turn with all the others being evaluated to produce a rank order.
A type of pay structure associated with the development of job family structures and competence-based evaluation. Pay curves provide different pay progression tracks along which individuals in a job family
The range of pay assigned to a grade, as determined by reference to market rates, bearing in mind policies on internal relativities and differentials. Ranges may be described in terms of the percentage
The spread of pay between the lower and upper limits of a pay range or broad band.
A series of incremental points extending from the lowest- to the highest-paid job covered by a pay structure. Pay scales or ranges for different job grades may then be superimposed on the pay spine. Pay
The policy on the relationship desired between the levels of pay within the organisation and market rates. It may be expressed in such terms as matching median or upper quartile rates.
A method of defining and describing the different levels of pay for jobs, or groups of jobs, by reference to either their relative internal value - through a job evaluation exercise - or their external
A systematic approach to improving and developing the performance and competence of individuals and teams in order to increase overall organisational effectiveness.
A contingent pay scheme which provides individuals with financial rewards in the form of increases to basic pay or cash bonuses which are linked to an assessment of performance, usually in relation to
Pay which is related to the competence, skill or contribution of the person carrying out a role, rather than the assumed value of the job as determined by job evaluation.
The most commonly-used form of analytical job evaluation under which jobs are assessed in terms of the degree to which several specifically-defined factors are present in the job being evaluated. A factor-by-factor
See cognitive theory.
These schemes provide eligible employees with cash from a "pool" on the basis of the profits earned by the company. Payment is made by reference to a formula, which may or may not be published,
The set of reciprocal but unwritten expectations which exist between individual employees and their employers. It expresses the combination of beliefs held by an individual the employer about what they
A non-cash award to acknowledge a high-level of employee contribution after the fact, which is not based on predetermined goals or performance levels. It can range from the "low-key" individual
The rate of pay in a salary range which will be aligned to market rates in accordance with the organisations pay policy and represents the rate for a fully-competent person in the job. It typically coincides
Reinforcement theory suggests that the successful achievement of goals and rewards acts as a positive incentive and reinforces the likelihood that the successful behaviour will be repeated the next time
The development, implementation, maintenance, communication and evaluation of reward processes. These processes deal with the assessment of relative job values; the design and management of pay structures;
The broad values and beliefs that an organisation holds about rewards. It specifies the assumptions which underpin the reward system and determine its form. It will shape the way strategies and policies
Definitions of how reward processes should be designed and managed within the context of the reward philosophy. They provide guidelines for line managers and HR/pay specialists on how particular and recurring
A description of what the organisation wants to do about reward over the next two or three years. It defines the intentions of the organisation on how its reward policies and processes should be developed
Financial payments or forms of non-financial recognition which are made for accomplishments in the form of meeting or exceeding targets, reaching a higher level of skill or competence or a special achievement.
The part played by people in meeting their objectives by working competently and flexibly within the context of the organisation's objectives, structure and processes. By definition, a role may be flexible
A description of the part to be played by individuals in fulfilling their job requirements. It concentrates on the purpose of the role in the form of outputs (accountabilities), and expands on the information
Competencies which are related to specified individual roles.
A tax-favourable share scheme, also known as savings related share options. The Inland Revenue-approved SAYE scheme allows employees to enter into a three- or five-year savings contract to save a fixed
An approach to motivation that is concerned with belief in ones ability to accomplish a task or achieve a goal. Individuals with high self-efficacy are able to see a link between their own effort and performance
A contingent pay scheme which provides employees with a direct link between their pay progression and the skills they have acquired and can use effectively.
See job slotting.
A rate for a job which does not allow any scope for the progression of base pay although bonuses or other forms of incentive payment may be provided on top of the base rate.
A term coined by American management theorist Ed Lawler for payment systems which are aligned to the strategic agenda of the organisation and designed accordingly.
The rate of pay in a pay range which is regarded as appropriate for jobs in the range by reference to market rate relativities. Also known as reference point.
Team-based rewards are payments or non-financial incentives to individual employees working within a formally-established team. Payments are linked to measured short- or long-term team performance against
The basic competencies required to undertake the job which do not differentiate between high and low performers. Performance competencies, by contrast, do make this distinction.
Usually, the rate for an hourly-paid manual worker.
Any payment method in which base pay is expressed as an annual, weekly or hourly rate.
The sum of base pay and any additional payments.
The value of all cash payments (total earnings) and benefits received by employees.
An idea which is common in the USA and gaining ground over here. This envisages financial reward (base salary, incentives and share schemes) as just one element of the compensation package, together with
The value in a distribution of pay, as established by a market rate survey or internal analysis, which a quarter of the values exceed, or three-quarters of the values are lower than.
At-risk payments in the form of cash sums or lump-sum bonuses which are not consolidated in base pay. The payments will usually be based on an assessment of performance or contribution.
Evaluating the relative worth or size of jobs by comparing whole jobs with one another - that is, not analysing the different factors and characteristics as in an analytical job evaluation scheme.
A term used in broadbanded pay structures to provide an indication of the extent to which the pay of individuals in a particular role or cluster of roles can vary around a datum point or anchor rate. Zones
1. Be absolutely clear about the direction of travel - it does not need to be complex, but must be meaningful.2. Focus on the return on investment - the organisation may not have much cash to invest, but
There are four main routes to better communication, according to Brown:1. Get a reward communications strategy. Those with a strategy have higher rates of employee understanding and financial performance
1. Plan communications ahead: define your long-term vision and objectives.2. Communicating is about saving, not spending, money: communications are part of a fundamental approach to improving performance. 3.
The best programme structures:1. Reflect the company’s business model and work culture. 2. Take into account the impact different employee groups have on performance. 3. Are tailored to employee preferences
Moving to a fully engaging and totally rewarding approach isn’t rocket science, but it’s tough to deliver: 1. It’s about employee attitudes (involvement, respect, trust, growth) not just HR and reward
1. Encourage the CEO, directors and managers to communicate on how engagement is a key driver of organisational success, why they are running surveys and what they will do with the results.2. Use a variety
In thinking about engagement it makes far more sense to: Measure and manage the beliefs about your underlying performance logic and how you that has been associated with the strategy.
1. Set and agree demanding goals.2. Provide feedback on performance. 3. Create expectations that certain behaviours and outputs will produce worthwhile rewards. 4. Design jobs around capabilities of
When you delegate you should ensure that the team or individuals understand:1. Why the work needs to be done.2. What they are expected to do.3. The targets or standards they have to achieve.4. The date
Effective listeners:1. Concentrate on the speaker, following not only the words but also the body language.2. Respond to points made by the speaker.3. Comment on the points, without interrupting the flow,
The aim of evidence-based reward management is to improve the reward strategy formulation and implementation process, to ensure that rewards more effectively support the achievement of organisation goals
Adopting an evidence-based reward management approach is always advisable, but it is necessary to first identify the specific needs for a reward review to provide guidance on how to proceed. If you decide
1. Define aims and scope of your reward review, taking into account the views of all relevant stakeholders.2. Research and gather both quantitative and qualitative information and evidence on existing
1. Set reward goals and success criteria, linked to the business and HR strategy and vision.2. Decide what improvement you want and where it is essential.3. Decide whether reward measurement needs to be
Reward evaluation uses information obtained from the review and measurement process to assess how effective reward policies and practices have been in achieving their defined objectives. 1. Find out how
1. The method should recognise and reward the behaviour desired by the organisation. It should ensure that pay is related to factors that are important to the organisation.2. Measures should be readily
1. Gainsharing is not simply about creating financial rewards - although that’s clearly a key feature. Rather, its strength as a means of improving performance lies equally in its other main principles:
According to Caburn Hope, there are the six things you need to consider to boost employee engagement levels, and drive up productivity and performance:1. Define the journey you want your employee communications
1. Set up survey team.2. Define objectives and scope.3. Decide the extent to which the survey will be planned and administered in-house; or with external support for some aspects of the survey; or completely
1. The scheme must be appropriate to the type of work carried out and people employed on it - it works best in jobs where pressure is on achieving financial and/or output targets and for people who are
1. It’s advisable to seek specialist fleet and financial help when considering the most appropriate acquisition method. Each method has different tax implications that need to be examined carefully.2.
1. The aims of the bonus scheme should be clearly defined and the bonus should be awarded for significant and readily identifiable results which are within the control of the individual(s) concerned.2.
1. Teams should standalone as performing units for which clear targets and standards can be agreed.2. Teams should have a reasonable degree of autonomy – team pay is likely to be most effective in self-managed
1. Managing change is about overcoming resistance to change but more positively, it’s concerned with gaining understanding and acceptance of change by the thorough and systematic use of involvement,
1. The scheme should have been carefully constructed to ensure that its analytical framework is sound and appropriate in terms of all the jobs it has to cater for. It should also have been tested and trialled
1. Key performance indicators should be related to the strategic goals and measures which are organisationally significant and drive business performance. 2. They need to be relevant to and derived from
1. Set up effective intelligence gathering systems for reward risk. Use a range of sources to identify the risk that could damage your reward strategy by working with colleagues in finance, legal, compliance
1. Analyse the existing performance culture of the organisation and develop an engagement model which describes what brings people to work, what keeps them with the organisation and what motivates them
1. Consider scope for single status or harmonisation.2. Ensure that rates of pay for jobs and people are linked to the level of skill or the degree of multiskilling required.3. If planning to introduce
1. Involve stakeholders (top management, line managers and staff in drawing up guiding principles on the design and operation of the structure.2. Analyse the options available and select one that meets
1. Analyse the business in terms of what is being sold or what customer services are provided to establish what types of people are required. 2. Select the approach to reward which is most likely to motivate
1. Adopt total reward policies emphasising scope for achievement, recognition and growth.2. Consider segmenting the reward package for specified groups of knowledge workers.3. Introduce competency-based
1. Devolve as much responsibility for reward decisions to line managers as possible, subject to the need to ensure that reward policy guidelines are followed and reward decisions are fair and reasonably
1. Ensure that objectives are set for each key element of the reward system. 2. Identify evaluation criteria. 3. Select an evaluation methodology - data analysis, surveys etc. 4. Collect and analyse data.
1. Agree budget. 2. Prepare and issue guidelines on the size, range and distribution of awards and on methods of conducting the review. 3. Provide advice and support. 4. Review proposals against budget
1. Be clear on what has to be achieved and why. 2. Ensure that what you do fits the strategy, culture and circumstances of the organisation. 3. Don't follow fashion, do your own thing. 4. Keep it simple
1. Define business need for flexible benefits. 2. Obtain views of employees about their benefits and the degree to which they would like them to be flexed. 3. Decide on essential elements of the scheme
1. Review the benefit package regularly to establish that the benefits provided are desirable and cost-effective, that they are appreciated and that they are administered efficiently. 2. Survey employees
1. Review the work environment and analyse current reward policies and practices.2. Research different approaches (models) and benchmark total reward practices elsewhere, especially those to do with selecting
1. Labour market theory explains how pay levels are determined in external and internal labour markets.2. Classical economic theory focuses attention on external pressures and the perceived need for "competitive
1. Keep it simple – minimise paperwork and avoid bureaucracy.2. Involve managers, other employees and employee representatives in the choice of scheme and its design and operation.3. Use an analytical
1. Conduct an equal pay review.2. Develop and apply a non-discriminatory analytical job evaluation scheme.3. Ensure that the grade and pay structure is non-discriminatory.4. Ensure that pay system policies
1. Select benchmark jobs for which external market data is available.2. Identify all the sources of market rate information available, including pay clubs, published data, consultancies and agencies and
1. Define the type of negative behaviour which is being exhibited. Make notes of examples.2. Discuss the behaviour with the individual as soon as possible, aiming to get agreement about what it is and
1. Develop the use of non-financial rewards as part of a total rewards policy.2. Introduce employment practices designed to ensure the fair and ethical treatment of employees.3. Involve employees as stakeholders
1. Define objectives and success criteria.2. Check on readiness for contingent pay – stakeholders’ views, effective performance management, competent line managers.3. Identify alternatives: performance,
1. Base the scheme on realistic, significant and measurable key performance indicators.2. Do not create a moral hazard, i.e. an incentive to act inappropriately in pursuit of a high bonus.3. Do not encourage
1. Be clear about the objectives of team pay.2. Ensure that there are clearly defined teams in the organisation for which the results achieved by the joint efforts of team members can be measured.3. Involve
1. Produce a case for the scheme – this could be a business case but it could also be a case based on the moral obligation of an employer to share their prosperity with employees.2. Ensure that you get
1. Whatever scheme you choose, make sure you can apply it fairly and consistently. Apply it to those who really deserve it and remember to look for a “well done” or a “thank you” for everyone.2.
1. Plan what you aim to achieve.2. Set appropriate and fair targets, budgets and standards.3. Decide what you want to control.4. Set success criteria (key performance indicators).5. Decide how you are
1. Reward people according to the value they create.2. Reward people according to what the organisation values and wants to pay for.3. Take account of employee as well as business needs.4. Best fit is
1. Ensure that the system is developed and operated in accordance with a clearly defined set of guiding principles.2. Provide for the system to be integrated – the separate parts are mutually supporting
1. Define what objectives are to be achieved by the strategy and how its impact will be measured.2. Create a project plan which sets out what needs to be done, when and by whom. 3. Decide what supporting
1. Decide on the extent to which you want international reward policies to be uniformly based on those in headquarters or varied in different countries (a convergence or divergence policy).2. If the policy
1. Identify the performance drivers and key performance indicators in the organisation.2. Use rewards generally to draw attention to the importance of performance.3. Decide on which aspects of the performance
1. Provide for the accurate, consistent and fair assessment of performance or contribution.2. Fit the scheme to the context and culture of the organisation.3. Keep it simple.4. Involve stakeholders, including
1. Be good at what you are doing as a leader, a manager, an expert or all three.2. Be able to define clearly what you expect people to do clearly, concisely and persuasively.3. Demonstrate that you know
1. They define to themselves and others precisely what needs to be done and continually monitor their own performance and that of their team so that any deviation can be corrected in good time.2. They
1. Make decisions faster. Jack Welch when heading General Electric used to say: “In today’s lightning paced environment, you don’t have time to think about things. Don’t sit on decisions. Empty
1. List all the things you have to do. These can be classified into three groups: regular duties such as submitting a report, calling on customers, carrying out a performance review
1. Define the situation - establish what has gone wrong or is about to go wrong; a problem defined is a problem half solved. And this is the difficult half. The rest should follow quite naturally if an
1. Set out the reasons why a proposed course of action will benefit the business, how it will provide that benefit and how much it will cost. 2. Find out the sort of arguments that are most likely to convince
1. Don’t use too many slides. It’s very tempting as they are so easy to prepare, but if they proliferate they can divert the attention of the audience from the key points you want to make. In a 40-minute
Providing constructive feedback on how people have been performing is a vital part of performance management. It provides an opportunity to recognise achievements or to indicate areas for development.
1. Define the problem. Determine whether the problem is a misunderstanding - a failure to understand each other accurately - or a true disagreement - a failure to agree even when both parties understand
1. Identify people who may be able to help.2. Seize any opportunity that presents itself to get to know people who may be useful.3. Have a clear idea of why you want to network - to share knowledge, to
1. Ensure people see the reason for change - they understand why change is important and see how it will help them and the business in the short and long term.2. Ensure the people who need to be committed
1. Specify objectives and deliverables. 2. Carry out cost-benefit analysis or investment appraisal to justify project.3. Determine: What should be done Who does what