Reward


Developing the reward strategy
It is essential to develop a sound plan for reward, properly connected to the long-term goals, performance objectives and measures of the organisation.

A reward strategy must consider:
  • the mix of base pay and benefits, including 'total reward' approaches
  • the use of short and medium-term incentive plans
  • the cost-effectiveness of the reward package
  • the use of unconsolidated awards.

Modelling pay and grading structures
Reward structures must be tailored to the organisation’s circumstances and needs. We use a variety of approaches, including:
  • competence frameworks
  • broad-banding
  • job families
  • pay spines
  • traditional job evaluation
  • technical and managerial 'ladders'.

Benchmarking pay and benefits
Benchmarking can help managers judge the competitiveness of individual or group remuneration, and target pay and benefits accordingly.

We maintain an extensive pay and benefits database, providing:
  • specific job matches
  • functional comparisons
  • regional or industry sector data
  • recent trends and movements in pay and benefits.

Rewarding performance
We help managers to improve margins through more cost-effective use of people.
  • What behaviour do managers want to encourage?
  • How will success be measured?
  • What differentiates 'satisfactory' and 'excellent' performance?
  • How can the available pay budget be used most effectively – at the individual, team and organisational levels?

Benchmarking pay and benefits

Many organisations need people to work variable hours, serving customers or increasing throughput. Options include:

  • continuous or discontinuous shift patterns
  • annualised hours
  • split shifts
  • on-call arrangements
  • flexible day working.

We cost and plan patterns that comply with legislation and improve the organisation’s capacity and productivity.

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