Client
A large hospitality company, operating in a period of change.
Solution
Agreed weekly hours commitment and a list of clear deliverables that were needed by the client.
Challenge
Lack of experienced reward resource following two leavers combined with significant requests of Reward to support business change.
Impact
- Delivery of cyclical processes, Gender Pay gap reporting and annual pay strategy.
- Delivered an amended approach to allowances and a new bonus scheme.
- Enabled reward knowledge continuity until the new reward lead was appointed.
- Supported the Reward team and all activity.
Context
Initially the organisation wanted support and external views on the development of a new bonus scheme for a section of their population and this extended to the design and delivery and then documenting the current bonus delivery process, and advising on and project managing the development of the new bonus scheme. Following the departure of the Head of Reward, the remit grew.
The Problem
- Lack of reward experience, particularly in the wider market context.
- Reward team needed upskilling.
- Business critical reward processes need to be completed.
- Business essential change needed to be delivered.
- Knowledge of the business and reward needed to be retained and passed onto the new hire.
- Support in assessing an appropriately skilled new hire including supporting induction.
Which meant:
- Reward processes were at risk of failing.
- Team demotivated and lacking support.
- Risk of future hire not matched to requirements.
The Tension
The organisation was going to be lacking internal reward expertise during a period of business essential delivery.
There was a real risk that some processes might have failed and the CPO not supported in making key Reward decisions.
What Reward Heads did
- Recorded and documented current bonus delivery processes.
- Worked with operational leaders to understand their opinions and dissatisfaction with the current bonus mechanism and hence suggested a change in approach and construction of the bonus scheme.
- Project managed and delivered all aspects of the new scheme, including IS changes.
- Ensured all cyclical processes were delivered accurately and on time.
- Oversaw the delivery of Gender Pay Gap reporting and planned for future changes.
- Devised a pay strategy, and produced the supporting arguments for the multi-stakeholder decision.
- Facilitated a review of allowances, and advised on restructuring them.
- Project managed the restructuring of allowances.
- Managed the day to day running of the client's reward team.
- Developed the client's reward team, upskilling them, and acting as an advisor.
- Supported the process to hire a new permanent lead for the reward team, including the appraisal of candidate's reward skills and experience.
- Maintained all processes and facilitated the handover back to the client's new reward lead, and wider team.
Business Impact
- More appropriate bonus scheme to drive KPIs and engagement.
- Regulatory requirements met including GPG reporting.
- Pay strategy produced to assist recruitment and retention as well as manage costs.
People Impact
- A more accessible bonus, and allowances that tied directly into positive behaviours.
- Upskilled and motivated reward team.
- New reward lead identified and set up for success.
Which resulted in …
Continuity and improvement - The client 's Reward function was able to continue to deliver for the business, completing essential processes and delivering changes in reward. We supported the client 's wider reward team through a period of instability, leaving them stronger, and more capable than before.
If this feels familiar …
Many organisations are sometimes are faced with a continuity break in the leadership and support of their reward function. Sometimes you may just want to get some help in for a short period, or this might be more long term. We can help either by supporting on projects or working with and within your existing reward function.
