getting the right reward strategy by sylvia doyle reward first people consulting - april 2012
TRANSCRIPT
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Copyright © 2012 Reward ® First People Consulting
PRESENTATION FOR CIPD THAMES VALLEY OXFORD GROUP
Getting the Right Reward Strategy
by
Sylvia Doyle, Managing Consultant
Reward First ® People Consulting
Wed, 18th April 2012
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TONIGHT’S AGENDA
1. Why have a reward strategy?
2. Why do reward strategies not deliver?
3. Developing your reward strategy – what’s involved?
4. Integrating your reward strategy and summary
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INTRODUCTION TO ME
Run independent reward consultancy since 2004 and set
up reward partnership in 2011 with 3 trusted colleagues
Established one-to-one reward mentoring programme in
2010 to support HR leaders navigating reward challenges
Non executive director role for RICS; CIPD tutor on base &
variable pay & governor of Abingdon & Witney College
At home: two ‘tween’age boys; husband; cat and a project
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LET’S START WITH A STRAW POLL...
What are your top 2 reward priorities this year?
Align pay with individual employee and business performance
Alignment with business strategy
Ensure reward is market competitive
Cost minimisation
Ensure reward is internally fair
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REALITY IS WE’VE ALL GOT OUR REWARD STRATEGIES
According to the CIPD 2011 Reward Management survey:
Alignment with business strategy was top priority @ 58.5%
Ensure reward is market competitive was 2nd priority @ 41%
Align pay with individual & org. performance - 3rd priority at 40%
Approx. third of UK organisations have reward strategy in place*
*CIPD Reward management survey
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SO WHY HAVE A REWARD STRATEGY?
Can play central role in shaping reward policies & practices
when aligned to the organisation culture, values and goals
Most importantly it can:
› Communicate and reinforce what the organisation wants
to reward & what it does not want to reward
› Drive change on pay, benefits and wider reward so
that it’s aligned
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BUT LET’S NOT FORGET ABOUT TOTAL REWARD
Total reward can cover all aspects of reward incl. career
development and environment as well as pay and benefits
Total reward represents a strategic reward approach that
can attract, retain and engage employees in line with the
organisational culture, values and business goals
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EXAMPLE OF TOTAL REWARD APPROACH
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EXAMPLE OF TOTAL REWARD APPROACH
(Armstrong & Brown model)
Financial Rewards
Base Pay
> Total
Remuneration +
Non
Financial Rewards
Recognition
> Total
Reward
Variable Pay
Opportunities
to develop skills
Pension
Current
opportunities
Benefits
Quality of work
environment
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WHY DO SO MANY REWARD STRATEGIES NOT DELIVER?
Focus on the holy grail of ‘best practice’
Focus on design at expense of stakeholders and implementation
Focus on ‘what’ outcomes can drive unwanted behaviours
Changes not aligned to the organisation’s culture & values
No clear means of measuring or evaluating success
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WHY DO SO MANY REWARD STRATEGIES NOT DELIVER?
CONT’D – DRILL DOWN
“Skills and abilities of line managers” in implementing* (* CIPD source)
Perceived as HR initiative and not driven by top leadership
Insufficient 2-way communications
Attitudes of employees, line managers and top team
Etc. Etc.
* CIPD Reward Management surveys
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QUOTES FROM MANAGEMENT AND STAFF ON WHY
REWARD STRATEGIES DON’T DELIVER
“Cooked up by HR”
“Trying to fix poor
engagement scores”
“Badly
Communicated”
Reward
strategy
“Looks pretty but
doesn’t change
anything”
“I’m not clear on
what this means for
my situation” “Don’t support
our strategy or
culture”
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THE IMPLICATIONS OF GETTING IT WRONG?
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DEVELOPING YOUR REWARD STRATEGY:
WHAT IS INVOLVED?
Organisational Strategy
HR Strategy
Reward Strategy
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DEVELOPING YOUR REWARD STRATEGY: THE PHASES
Diagnosis and
specification
Design
& stakeholder
input
Test and validate
in preparing for
implementation
Implement,
communicate &
evaluate
Phase 1
Phase 2
Phase 3
Phase 4
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DEVELOPING YOUR REWARD STRATEGY:
PHASE 1: DIAGNOSIS AND SPECIFICATION
Firstly ensuring top management endorsement from the outset is pre-requisite
Clarify key organisational issues that impact reward policies and practices
Establish rationale – how it will benefit your organisation and employees?
How does it fit with HR and business strategies and your existing reward?
Review existing reward practices – part of reward audit and gap analysis
What are future goals and priorities to reinforce goals and role of employees
Identify critical success factors and use these to inform design principles
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DEVELOPING YOUR REWARD STRATEGY:
PHASE 2: DESIGN AND STAKEHOLDER INPUT
Gain input of employees & other stakeholders. Ensure input is representative
across organisational levels as well as demographics and geography
Set reward goals derived from inputs (gap analysis etc.) which articulates role
of reward strategy to fit organisational culture, business and people goals
Design phase needs to take account of:
› Role of reward strategy in delivering reward goals to support wider people and business goals
› What will the changes mean to people; jobs; pay; benefits etc.
› Initial costing which may include simple cost vs. benefit analysis
› Input of stakeholder, especially line managers and integration of feedback
› Reality checking
Note: these are indicative rather than exhaustive steps
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REMEMBER TO
FOCUS ON BEST FIT
VS. “BEST PRACTICE”
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DEVELOPING YOUR REWARD STRATEGY:
PHASE 3:TESTING AND VALIDATION
Assess organisational fit
Detailed testing and validation needs to take account of:
› Is reward strategy and supporting policies fit for purpose – devil’s in the detail!
› Once again - what will the changes mean to people; jobs; pay; benefits etc.
› Cost vs. benefit analysis in preparation for approval
› Who will manage changes to schemes; when will changes be made etc.
Involve line managers - provide training and support
Establish communications plan and timelines prior to approval
Note: these are indicative rather than exhaustive steps
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ROLE OF STRATEGIC REWARD IN SUPPORTING
THE ORGANISATION’S STRATEGY AND GOALS
Reward Strategy
• Determines tools and mechanisms which can be honed and focused to:
Incentivise, influence, motivate and drive desired behaviours
• Business culture and values
Producing desired outcomes
• Business and People Objectives
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DEVELOPING YOUR REWARD STRATEGY:
PHASE 4:IMPLEMENT; COMMUNICATE AND EVALUATE
Comms to incl. what will and will not be rewarded going forward
Timing – does implementation need to be phased by location?
Integrate learnings’ as part of iterative process but not major revisions
Evaluate successes and learnings’ as part of continuous cycle
Note: these are indicative rather than exhaustive steps
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Copyright © 2012 Reward ® First People Consulting 22
People/HR
strategy
Org.
vision
& strategy
People
strategy
Culture &
environment
Strategic
reward
Performance
Talent
& succession
Engagement
Strategy
Pay, benefits &
Total reward
Recruitment
& induction
2-way comms. to reinforce goals
S
T
R
A
T
E
G
I
C
A
L
I
G
N
M
E
N
T
Vision & strategy
Incl. business goals
WHERE DOES STRATEGIC REWARD FIT IN TO THE
OVERALL ORGANISATION?
Role of reward strategy,
policy and practices
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IN SUMMARY:
1. Apply systematic evidence based approach to strategic reward
2. Involve key stakeholders from the start
3. Focus on ‘best fit’’
4. Review, evaluate and integrate learnings’
Questions and Thank you
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CONTACT DETAILS
Sylvia Doyle, Managing Consultant
Office: 01367 710 618
Email: [email protected]
Website: www.reward-first.com
LinkedIn: http://uk.linkedin.com/in/sylviadoyle
LinkedIn: http://www.linkedin.com/company/reward-first-people-consulting