Client
Leading UK provider of clinical homecare services, in major transformation, separating from their group organisation to be a standalone, profitable business.
Solution
- An agreed Total Reward strategy aligned to business objectives, company culture and values that both the CPO and wider leadership team endorsed.
- A consistent grading framework across the whole business - transparent for different business units.
- Understanding market positioning for pay, bonus and all benefits to ensure competitiveness.
- Job Family Pay Ranges to allow for business flexibility and transparent pay progression.
- Benefit proposition redesign and impact analysis plus cost modelling for affordability.
- Bonus redesign to drive business success.
Challenge
- The business had no internal expertise in Reward, as it was previously provided by Group, and limited knowledge and experience. They required a trusted Reward partner to establish a wide range of reward elements, including reward strategy and principles, a job levelling framework across all business areas, pay, bonus and benefit benchmarking, pay ranges, pay progression, job families to support job architecture, benefit proposition and structure, and long and short-term bonus incentives.
Impact
- As part of the transformation, the business was able to independently set up all elements of reward to suit their organisation strategy, culture, values and budgets.
Context
Client is a leading UK provider of clinical homecare services with over 1400 employees, in major transformation, separating from their group organisation to be standalone. There was significant workforce restructuring, resulting in changes to roles and organisation structure, along with the loss of Reward Central Services.
Reward Heads were asked to provide expertise in setting the Reward Strategy, levelling and benchmarking of all cash elements of all roles to ensure market competitiveness in both clinical and non-clinical roles (including Exec Team members), and to complete a benchmark review and recommendations for benefits to enhance the overall Total Reward experience.
The Problem
- The client was undergoing significant workforce restructuring, resulting in changes to roles and organisation structure, along with the loss of Reward Central Services.
- Whilst Total Reward was in place, it was suited to a much larger corporate organisation with little flexibility and no real alignment to the new company culture and values.
- Due to business transformation, it was important to have a solid job architecture in place to enable business growth via the ability to provide competitive total reward.
Which meant:
- It was unknown whether the existing Total Reward was competitive, fair and consistent leading to risks around the ability to attract and retain talent.
- Transformation meant that roles were changing and a job architecture was in place but required testing for consistency.
- Reward budgeting from a cost perspective was relatively unknown.
- Exec and the People Team had little strategic direction to work with, and decisions were being made reactively, causing concern over inequality risks.
- Significant money was being spent on Total Reward with little to no understanding of return on investment.
The Tension
HR wanted a clear total reward strategy to be able to deliver on business success and a trusted reward partner to lead on the delivery of all reward elements during the transformation period.
Business Leaders needed to understand the impact of transformation on job roles and people, and in particular on the fairness of the Total Reward package.
Finance needed clear direction on job architecture and total reward for budget planning.
Leaders needed to understand the organisational structure and reward strategy to have confidence in the ability to deliver business success.
What Reward Heads did
- We tested their job architecture approach for fairness and consistency and to aligned it to job levelling for Total Reward benchmarking.
- Defined a bespoke reward strategy and reward principles aligned to goals for business success, key being the attraction and retention of talent.
- Benchmarked pay, bonus and benefits to demonstrate market competitiveness of Total Reward .
- Designed pay ranges in line with agreed principles and job families.
- Redesigned the benefit proposition for competitiveness and to drive better return on investment.
- Provided redesign options for company bonus to be aligned to reward business success.
Business Impact
- A consistent and well-understood job architecture across all business units for transformation impact and fairness and equity.
- Total Reward was strategically aligned to Business objectives.
- Total Reward was market positioned to ensure attraction and retention of top talent.
- Pay Progression was defined within job families to drive internal development.
People Impact
- Leaders all had a clear understanding of Total Reward and could provide a consistent message.
- People Team had clear frameworks to work with for all elements of reward and could maintain fairness and consistency.
- Individuals were fairly rewarded and received an attractive Total Reward package above market.
Which resulted in …
Which means reward is now aligned to business success and enabling business growth through the attraction and retention of top talent.
Which means leadership can now confidently and consistently communicate the reward principles across the whole business.
If this feels familiar …
Organisations come to us when they need a trusted partner to work with, perhaps when they don’t have internal expertise or have limited resources. We work with them to define their end-to-end Total Reward approach, understanding their business drivers, company culture, values, and challenges.
