How does your organisation’s approach to recognition and reward support your medium term strategy?
In today’s business environment many organisations seek to broaden individual competence and build organisational flexibility through lateral moves and project working. Traditional ways of looking at pay (for example by rewarding length of service in a specific role) no longer fit with this new approach.
Job Evaluation systems may also hinder progress towards more flexible working by focusing grading decisions on a range of factors (such as team size) which do not reflect the new priorities of the organisation.
Organisations working through a period of change recognise the need to align reward and recognition policies with the new aims of the organisation, to avoid confusion and inefficiency by providing employees with a single, unavoidable message about what’s important.
Here at cda we have worked with clients across a range of sectors to develop reward and recognition strategies and tactics aimed at supporting the broader aspirations of the organisation.
As part of the ‘Growing Alpha’s People’ (GAP) programme, aimed at delivering improvements in sales and customer service, we worked with a team from Alpha Airport Shopping to develop a set of the key skills, knowledge and behaviours required to deliver improved business performance. Alpha used this framework as the basis of a range of reward and recognition schemes, including the ‘Alpha’s Heroes’ programme, which recognised outstanding performance from individuals and teams.
As part of our wider programme of support for Anglian Water Group (AWG), we provided input to the business’s Remuneration Committee. This involved providing practical advice and support and helping the Committee to obtain and consider benchmarking data on senior remuneration.
We worked with the Co-operative Group (CWS) Ltd to design and implement a change programme aimed at delivering improved business performance. As part of the change programme, we designed and implemented a job evaluation scheme which provided an objective assessment of job grade across a wide variety of roles, including Travel Retail, Property Management, Funeral Services, Engineering Services, Optical Retail and Farm Management Services. We carried out a range of pay benchmarking and used the results to develop salary ranges for each grade. The grading scheme was based on the principle of ‘broad banding’ with progression within the band linked to individual competence.
