Professional Documents
Culture Documents
Positioning TR
Design
labour market changing demographics social/economic pressures cultural norms/expectations legislation/government imperatives
This should provide a context within which the organisation operates. It affects management thinking and employee perceptions
Method: models
Inputs to the research from:
Management consultancies (Hay, Towers, etc.) US consultants/commentators (eg Schuster and Zingheim) Academic research (eg Armstrong, etc.) IESs own work
These offer a framework that allows you to make sense of the data you gather and organise it to give a meaningful results
PAY/REWARD
base pay contribution pay
BENEFITS
pensions health care flexible benefits
recognition
WORK ENVIRONMENT
core values leadership employee voice job/work design
RELATIONAL (INTANGIBLE)
COMMUNAL
INDIVIDUAL
shares/profit sharing
perks
Competitive pay & progression Good benefits Incentives for higher performance Recognition awards Fairness of reward
Tangible rewards
Work/life balance
Learning & development beyond current role Career advancement opportunities Regular feedback on performance
Enabling environment
Inspiration/ values
Quality of leadership Public services values Promotion of diversity Reputation of the organisation Risk sharing Recognition of achievements Dialogue, consultation, communication
Physical environment Tools & equipment Training for current role Sound IT/ work processes Safety/ personal security
Hay Group
SWOT analysis
Look at CAA/other audit reports
This should define what the organisation is seeking from employees, and what part reward might play
of employees by:
grade length of service gender/ethnicity function/occupation and/or
Conduct an employee attitude survey Review results of previous surveys/reviews
The aim is to ascertain why staff join and stay, what motivates/demotivates them at work, looking at reward in the broadest sense
Method: benchmarking
Take account of what other similar organisations
Aim is to take account of good practice and position this exercise in the context of others experiences
Action Plan
Strategy - link to other HR initiatives Design - establishing cost/benefit and risk
of change
Delivery - especially communicating nature
Different foci
Total reward usually focuses on some combination of:
1. 2. 3. 4.
The brand developing an attractive value proposition for attraction/retention Understanding ensuring employees realise the full value of their reward package Choice delivering a degree of reward personalisation believing that it is now required Segmentation determining what different groups react to/are influenced by
Segments
In practice
Variable levels of Total Reward integration
4.08
Inductive approach
collect the views of staff and make sense of them interactively fit with a model see what gap there is between employee and management position
reward structures
(Performance, Development & Reward Framework)
Clear view of where we need to be in reward
simple questionnaire to complete employee total reward survey (online) re-analysis of recent general staff survey
Employee segments
Looked at the following groups: female service delivery staff, lower grades male service delivery staff, lower grades administrative/clerical professionals
young, new hires well established staff specific directorates
senior managers
Effective organisation
Trust/fair treatment for both Males: Involvement & openness, management capability Women: Work conditions and good atmosphere
Development
Males have greater ambitions to develop Females may want specific skills
Total remuneration
Pension important for both Flexitime more for important men; pay a bit less so
Pilot results
Describe an organisation we recognise overall: Pension well regarded but not well understood! High levels of pride in job for those in client-facing roles Narrow view of what constitutes development but with one or two surprises: More satisfaction with pay than we expected Strong desire for development among male service providers
Pilot outcomes
We will reverse check the pilot results
via our Employee Network Results provide an important justification for, and verification of, our planned approach Results wont change what we do; but
They give additional confidence around fitness for purpose
Theyll inform how we segment and package the Performance, Development & Reward framework We will amend the emphasis in our communications
thank you
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