HR specialisms: compensation & benefits

first_imgHR specialisms: compensation & benefitsOn 26 Jun 2001 in Personnel Today Related posts:No related photos. Compensation and benefits (C&B) used to be considered an HR backwater.To the outsider, at least, it was hardly the most enticing of disciplines. “When I was an HR generalist I used to perceive C&B as some strangeolder guy sitting in the corner,” says Glaxo SmithKline’s director ofInternational Benefits Richard Higginson. But then he “fell into it byaccident” and found he loved it. “Everything we think is important topeople pales into insignificance when it comes to salary issues.” There is no doubt that the profile of C&B specialists is rising and theyare certainly more in demand. Research conducted last year by Salary SurveyPublications showed that the number of experts in its sample rose from 167 inthe year to March 2000, to 259 to March this year – a 55 per cent increase.Employers, it would seem, are finally beginning to put flesh on the theory thatpay and reward – as the best means of attracting, managing and retaining talent– is a very useful strategic tool. And many are putting pressure on theirC&B teams to demonstrate a much clearer connection to operating performanceand shareholder value. Share options are a good example of how a wily C&B strategy can make areal impact on the bottom line. Because companies do not have to deduct thecost of options from their income (as they must with salaries), they have oftenproved a useful tool to pump up profits in the short term. But even leavingthese semi-shady considerations to one side, it is clear that the discipline isin line to become the main bridge between the “softer” side of HR andthe “harder” financial side of business. As such it could be thespecialism to go for if you want to get on the fast-track. “A good C&Bspecialist could well be a front-runner to take on an HR directorship,”says William M Mercer senior consultant David Wreford. Even better, the pay is good: up to 12 per cent higher than equivalent HRdisciplines, according to CIPD reward adviser Nick Page. He puts the averageannual salary at £37k (according to Salary Survey Publications, the figure ismore like £47k). This disparity is partly down to straightforward supply anddemand – these people are still thin on the ground. But it also reflects thepeculiarly difficult nature of the job. As Page points out, “It’s a broadremit”, that can encompass quasi-industrial relations as well aspolicy-making and tailoring incentives to business strategy. At present the discipline continues to attract many more men than women. Insome organisations it remains so unpopular that individuals are often”volunteered” into the role, says Page. “Companies often rotateit in training schemes to try and get people interested”. The problem, hebelieves, is “that it’s still seen, wrongly, as a number-crunchingjob” – a perception heightened by the preponderance of high-level C&Bspecialists with financial backgrounds. “But now we’re seeing more HRgeneralists moving into positions” – a trend the CIPD is encouraging bymaking comp & bens a compulsory part of its main HR qualification. So on the whole, promotion prospects look sound – although the best peoplemay find themselves at loggerheads with employers who want to keep them wherethey are (that supply and demand problem again). Many C&B experts findtheir way into general management and a high percentage find a niche inconsulting. With a growing number of organisations now signing up to the buzzphrase ofthe moment – “total rewards” – there is no doubt that C&B is abroadening role at the heart of the new corporate agenda. By Jane Lewis Comments are closed. Previous Article Next Articlelast_img read more


first_imgRelated posts:No related photos. Previous Article Next Article TrainingOn 7 Aug 2001 in Musculoskeletal disorders, Personnel Today Comments are closed. This week’s training newsLearning from errors Making mistakes is one of the best ways of learning online, according toresearch by IT training consultancy Happy Computers. A survey of 400 trainingprofessionals found that 89 per cent say the ability to experiment and learnfrom errors is the most vital factor in e-learning. The least important methodof online learning is seen as the classroom, with 63 per cent citing it asuseful. centre courses The British Safety Council has developed a Safety and Ergonomics in Call Centrescourse to improve the working environment of call centres. The one-day courseis being held at the council’s training centre in Chiswick in September. Itcovers musculoskeletal disorders, job design, risk assessment, ergonomics andsafety training needs. names centres Education and Skills secretary Estelle Morris has announced the location ofthe first 16 centres of vocational excellence. They are based in collegesacross the UK and will cover subjects including computing, construction,catering and childcare. The Government will provide £100m over three years tohelp transform colleges into centres of excellence. to compute Over 50 Youth Hostel Association staff have passed aninternationally-recognised computer course, a year since it was introduced inthe north-west of England. The European Computer Driving Licence will enablestaff to use the YHA’s new computerised booking system. with skills Furniture manufacturer Silentnight has taken on 14 employees through aninnovative project run by the Automotive Sector Strategic Alliance and theEmployment Service. The Sunderland-based firm has put the new staff to work onassembly lines. The 26-week Assa programme develops trainees to enable them tofind work in the local automotive and manufacturing sectors. slams reps move The Engineering Employers’ Federation has hit out at government plans tointroduce statutory rights for learning representatives in the workplace. Theemployers’ body says it is a direct breach of the principle of “betterregulation” set out by the Government. The EEF says the move will be aburden on business, undermine voluntary relationships and encourageconfrontation. read more

Engineering seeks skills solution in specialist schools

first_imgEngineering seeks skills solution in specialist schoolsOn 5 Mar 2002 in Personnel Today Related posts:No related photos. Previous Article Next Article Comments are closed. The engineering industry is to invest £150,000 in three state schools in abid to overcome the sector’s skills shortages. The project is being funded by a consortium led by the EngineeringEmployers’ Federation and will see the three schools – all in areas where thereare shortfalls in engineering skills – awarded specialist engineering statusfrom September. Other schools will also be able to apply for specialist status if they raise£50,000 in sponsorship through their local community. If their application is successful they will be entitled to £100,000 fromthe Government, plus £123 per pupil for up to four years. The EEF said its sponsorship aims to boost the uptake of the ModernApprentices scheme, establish GCSE Engineering courses, and provide a base foracademic engineering study. Ann Bailey, EEF head of education and skills, said: “The schools havethe potential to provide innovative teaching approaches to engineering-relatedsubjects. This is vital to providing an understanding of the role engineeringhas in ensuring competitiveness and productivity in the UK.” The Government aims to have 1,500 specialist schools by 2005. The schoolswill teach the full curriculum, but will have extended courses and facilities. last_img read more

Website of the week:

first_imgWebsite of the week: 11 Jun 2002 in Personnel Today Comments are closed. Free online information resources have been one of the best things about theweb for many of us too busy to idle the time away surfing. UK Recruiter is agood example of the breed and is aimed at both corporate and agency recruiters.Its most useful feature is a listing of all UK job boards (well, all thatthey could find, which is enough for most of us), along with a briefdescription on what they do or specialise in, plus a direct link to them. Italso features a table of UK CV databases. Where available, it also gives the usage costs of these. Other featuresinclude a directory of companies that provide products and services to therecruitment industry, along with a link to their site, and recruiters can signup to a fortnightly newsletter for free. So who’s behind it? A company calledNew Media in Business, which also runs internet training courses. It makes itsmoney by selling these and advertising space on the site and in the newsletter.And while the orange type is a bit garish, and the screen font size could bebigger, overall it has done a pretty good job here. Related posts:No related photos. Previous Article Next Articlelast_img read more


first_imgTrainingOn 20 Aug 2002 in Personnel Today Comments are closed. Previous Article Next Article This week’s training newsRetailer’s inside job Food retailer Julian Graves is putting 150 supervisors through an in-house‘rising stars supervisory programme’ to help build sales and improve customercare. Part one of the £50,000 scheme will take place at the company HQ and willfocus on motivation, leadership skills, and communication, with the secondphase being a practical, work-based project. plan is kid’s play As part of an ongoing staff development programme 60 employees from theBBC’s factual and learning division are working with schools on the White Cityhousing estate in London. The scheme includes training 50 staff as readingpartners to help more than 300 children improve their reading skills. BBC staffare also involved in a student mentoring scheme, in which they meet with 14year-olds once a fortnight, and are setting up a media village for localpeople.’s class action The Torquay Hotel Group is sending senior staff back to the classroom tohelp spread training through the organisation. Six people are studying for theCraft Trainer Award, which will enable them to train staff within their owndepartments. THG brought the scheme in house after 34 managers successfully completedthe scheme externally. line training A new rail training centre capable of taking more than 7,000 people a yearhas been opened by Wynnwith Rail in Woking, Surrey. The £120,000 centre hasbeen purpose built and is fitted with a range of catering facilities to handlethe large number of people passing through. The centre will operate severalRail Training Audit Courses including personal track safety, workplaceassessment, and emergency and electrical first aid. facilities Facilities management provider City is investing £2m in the training anddevelopment of its 5,000 staff. The firm will set up training academies at fourlocations around the UK, provisionally at Southport, Leeds, Birmingham andLondon. City employs 7,000 staff in the UK and services Asda’s 254 stores amongother contracts. gets in the loop Loop Customer Management has teamed up with the Chartered ManagementInstitute to provide a two-year training scheme for 60 of its team managers.Loop has invested £500,000 in the management development programme. Related posts:No related photos.last_img read more

The Work Foundation Award for Organisational Change

first_imgThe Work Foundation Award for Organisational ChangeOn 10 Sep 2002 in Military, Personnel Today Previous Article Next Article Related posts: Comments are closed. center_img Thisaward rewards HR teams that have demonstrated that they have led orsignificantly supported organisational change. Entrants improved businessperformance through their strategies. Judges looked for innovative approachesand evidence that entrants boosted employee morale and transformed behaviourwhile the companies were undergoing transitionCategory judgeKate Marsden is the HR director at Ventura, the customer contact centresolution provider. The Ventura HR team, led by Kate, won the 2001 PersonnelToday award for organisational change. Prior to joining Ventura, Kate worked ina variety of HR roles for BP Oil UK and was employee relations manager and headof training for Pizza Hut UK.Defence Aviation Repair Agency (Dara)About the company Dara is the largest government-owned aerospace repair facility in Europe. Itoffers a ‘one-stop-shop’ for repairs and support services for UK militaryaircraft The challenge When Dara achieved ‘trading fund status’ in 2001, it had to operate under acompetitive regime. New training, organisational design and a performancemanagement system were needed What the company did – Sent managers ‘back to the floor’ – Appointed eight ‘change champions’ from production roles rather than HR – Appointed a management consultancy which specialised in operationsimprovement – Involved 35 external parties, including trade unions, in the process Benefits and achievements – A shift in culture from military to commercial – Managers are now ‘letting go’ and adopting an empowered leadership style – Visible improvements in motivation, satisfaction and enthusiasm – A 35 per cent cut in manpower, saving £2m – Turnaround times on aircraft improved by up to 30 per cent Kate Marsden says: “It was large scale with short timeframes, andclearly committed to from the top down. The HR role was vital to maximiseresources and buy-in. Impressive results were achieved in terms of tangiblebottom line impact and broader organisation change.” The teamNo. in HR team 2Staff responsible for 4,500Bernard Galton Company secretaryCaroline Hose Head of organisation and employee developmentJohn Reilly Chief operating officerSteve Hill Chief executiveIan Beresford Squadron leader, lead change implementation manager Mike Fisher, Alan Gibb, Keith Taylor, Jim Hall Change implementation managers Paul Henry Head of Harrier maintenanceRachel Nealon Flight lieutenantDai MorrIs Production managerDave Kingdon Vice-chair of the Industrial Whitley committeeBupaAbout the company Bupa is a global healthcare organisation, with almost four million membersin around 190 countries worldwide The challenge Bupa was losing £1m a week. An employee survey rated it one of the poorestperforming service companies, and use of external consultancies had failed toturn this around What the company did – 20 of the businesses most experienced people were sent away for two weeksto define what was wrong – 28 strategic projects were developed – Employees were surveyed and discussed changes – Staff chose new office furniture – Customer complaints were acted out on video – An award was launched to recognise those who go the extra mile at work – A programme was started focusing on leadership in the new culture – Brand values were re-examined Benefits and achievements – Customer satisfaction up 6 per cent since 1998 – Business partnership and employee satisfaction are also up – Profit has doubled since 1999 Kate Marsden says: “A broad, intensive change programme, driven bybusiness performance issues. It showed evidence of strong leadership, teamworkat all levels and a desire to involve staff to gain buy-in. Numerousinitiatives were undertaken and were all notably well co-ordinated to ensureeffective implementation. Impressive results across a range of measures.” The teamNo. in team 7Staff responsible for 40,000Bob Watson Group HR directorSimon Sheard Group marketing directorBarry Dyer Organisation development directorKerry Penrose Resource manager, organisation developmentJeremy Topple Group management development consultantTrish Ospedale Group management development consultantKate Howat Group management development consultantNicola Rowe Group management development consultantGapAbout the company Gap is a clothing and accessory retailer with more than 4,200 storesworldwide The challenge Facilitating the relocation of Gap’s European headquarters from London to Rugby.The move was also used to consolidate business units, develop talent andimprove culture and profitability What the company did – HR led the strategy and the decision – providing coaching and guiding tomanagers – Provided all departments with a single point of contact – Outsourced some activity to allow HR to become true internal consultants – Developed staff focus groups to gauge morale and motivation – Encouraged staff to move by providing details of new area, visits toRugby, retention bonuses and stock options Benefits and achievements – 48 per cent of employees were relocated with a 95 per cent retention rate – Europe was the most successful trading zone for Gap in 2001 – Levels of morale and motivation remained high throughout the move – All financial goals were achieved (Gap did not want to disclose these) Kate Marsden says: “A broad change programme centred on relocation andrestructuring of the head office functions. The entry was notable for itsstrong team approach, and innovative methods were deployed to use resourceseffectively and involve all levels. A very thorough, professional approachleading to good achievement against objectives.” The teamNo. in team 23Staff responsible for 5,606Steve Finlan Vice-president of HR, EuropeJoan Porter-Butler Employee relations managerJoanna Phillpot HR managerVanessa Evans recruitment and training managerSue Matthews Compensation and benefits managerDebra Corey Director of international compensation and benefitsThe Work Foundation continues the mission of The Industrial Society toimprove the quality and productivity of UK working life. Our uniqueunderstanding of the importance of nurturing and developing human capital,enables us to work with our clients to bring about in-depth sustainable change,through our distinctive brand of research and consultancy, and leadership andcoaching programmes. Features list 2021 – submitting content to Personnel TodayOn this page you will find details of how to submit content to Personnel Today. We do not publish a…last_img read more

Display your winning ways

first_img Previous Article Next Article Display your winning waysOn 25 Feb 2003 in Personnel Today Comments are closed. Enter the 2003 Personnel Today Awards, win a prize and join your peers for anight of award-winning pleasureHR is making its mark in organisations of all shapes and sizes. Now it’stime to shout about it by getting your team involved in the Personnel TodayAwards 2003. The search is on for this country’s HR pioneers and innovators. The awards celebrate the very best in HR by highlighting teams that havemade a significant difference to their organisation and to the bottom line.This year, we have a record 13 categories covering all core areas within the HRfunction (see below) – giving you lots of choice to enter. There are three new categories in the line up too – the Computers inPersonnel Award for HR Collaboration; Intellect Award for Innovation in CareerDevelopment and RightCoutts Employer Branding Award. If your team has implemented any kind of change within the last 18 months,you should be looking at all 13 categories and considering which to enter.Participants must read the category descriptions and then write no more than1,000 words explaining what was done and why, and what positive outcomes it hasbrought to the business or organisation. Supporting material with each entry iswelcome. There will be independent judges in each category and all entries willbe measured on the following five key criteria: – Innovation – Teamwork – Leadership – Effective use of resources – HR’s contribution to the business Entries can earn up to five points on each, adding up to total of 25 points.Judges will select three shortlisted teams in each category and all thesefinalists will be special guests at the Personnel Today Awards Gala Evening atGrosvenor House, Park Lane, London, on Thursday 27 November 2003. Winners willbe announced that evening and all category winners will then compete for anoverall prize. If your team is making a significant difference, why not give them therecognition they deserve and participate in this year’s Awards? The glitteringgala evening, attended by more than 800 people, is one not to be missed.Celebrity presenters Jonathan Ross and Ricky Gervais (aka David Brent of TheOffice) were our hosts at the last two award ceremonies. Entry is free and simply by making the effort, you could put your HRoperation on the map, share your good practice with others and win anunforgettable night out for the team. HR directors, managers, chief executivesand other directors within the organisation can nominate teams and individuals.Previous winners include Asda, Lloyds TSB, Pfizer Global, British Gas,British Telecom and North Wales Police. So put your team in the spotlight andenter now. More details available on the Personnel Today Awards website. www.personneltodayawards.comPrevious WinnersPersonnel Today Awards 2002 –winnersAward for Communication StrategyVenturaAward for Excellence in HR throughTechnologyEgg plcAward for Organisational ChangeBupaHR Manager of the Year AwardJill Youds, C & J Clark International LtdAward for Excellence in TrainingB&Q plcAward for Best HR Strategyin Linewith BusinessTelford & Wrekin CouncilAward for Innovation inRecruitment and RetentionMerseyside Fire ServiceAge Positive at Work AwardMarks and Spencer plcAward for Global HR StrategyDeloitte & ToucheAward for Managing Health at WorkCity of York CouncilAward for Innovation in MeasuringHuman CapitalB&Q plcOverall WinnerBupaPersonnel Today Awards 2001 –winnersAward for Excellence in HR throughTechnologyUniversity for Lloyds TSBAward for Excellence in TrainingNationwide Building SocietyHR Manager of the Year AwardCathy Callus, Happy ComputersAward for Global HRGetty Images IncAward for Best HR Strategy in Linewith BusinessASDA StoresAward for e-learningConsigniaAge Positive at Work AwardHalifax PlcAward for Organisational ChangeVenturaAward for Communication StrategyMWH Programme ManagementAward for Innovation inRecruitment and RetentionNorth Wales PoliceOverall WinnerUniversity for Lloyds TSB Related posts:No related photos.last_img read more

New starters welcomed to tailored system

first_imgRelated posts:No related photos. Comments are closed. HR e-learning specialist WelcomeStart has updated its online inductionpackage to allow organisations to tailor content for specific employee groups.The system is already used by Citigroup bank, the Crown Estate and appeals tocompanies which have subsidiaries scattered throughout the UK. New starters at English Nature, the government agency which championsconservation of wildlife and geology, can now undertake their induction from aforest hut. The system, designed with HR training consultant Sarah Cook of the StairwayConsultancy, can be used to either adapt a company’s existing induction processor build one from scratch. It uses a simple, graphical approach and can incorporate video, audio andanimation. HR or line managers can add and remove content themselves. It can track a user’s progress and offers manager feedback. New starters welcomed to tailored systemOn 1 Mar 2003 in Personnel Today Previous Article Next Articlelast_img read more

CPS defends its poor staff sickness absence record

first_imgCPS defends its poor staff sickness absence recordOn 5 Aug 2003 in Personnel Today Related posts:No related photos. TheCrown Prosecution Service (CPS) has defended the sickness absence record of itsstaff, after it was heavily criticised by unions and an MP.TheCPS, which employs around 7,000 staff, came under fire last week after it wasrevealed that more than 679 of its employees were absent from work withlong-term sickness in 2002.However,the CPS’s HR director Angela O’Connor said the figure represented a reductionon previous years and was broadly in line with elsewhere in government.Figuresshow that around 9.7 per cent of CPS employees had been on long-term sick leavein 2002, defined as 20 days or more away from work. But this figure masks adecrease in long-term absence compared to the previous two years, when thefigures were 10.1 per cent and 10.2.”Oursickness absence figures are a cause for concern, but they are similar to othergovernment departments and the trend for long-term absence shows a steadydecrease,” said O’Connor.Shesaid a range of initiatives introduced over the past three years had helped toreduce the figures. These include the creation of an in-house team looking atstress awareness, more training literature for staff and managers, and a24-hour staff assistance helpline.”Wewant to see a significant reduction in these figures in the long term. We’vebeen managing sickness absence in line with government guidelines and this hasshown a reduction,” she added.TheCPS has already launched an investigation to identify areas of concern and theresults will be used to monitor the cause, duration and geography of illnesswithin the service.Oncethe information has been gathered it will be fed into a sickness absencemanagement project to help identify areas for further action and improvedtraining for line managers.ByRoss Wigham Previous Article Next Article Comments are closed. last_img read more

OH raises its profile in the police force

first_img Comments are closed. Related posts:No related photos. The Government’s strategy for occupational health in the police force isresulting in a higher profile and more money for OH, but more could still bedone to help officers understand what the profession has to offer. According to senior OH professionals in forces around the country, thelaunch of a Home Office strategy for OH in 2002, and the pledging of £15m, hasled to an expansion of the service and more OH practitioners on the ground. Cultural barriers, particularly around seeking help for psychologicalinjuries, are being broken down and there is a greater recognition of what OHcan do. Initiatives include Merseyside police taking on three extra OH advisers,Greater Manchester police introducing a mobile OH service, and South Yorkshirepolice developing proactive strategies for dealing with back injuries. “It is fantastic that, for the first time, OH has been given this higha priority by the Home Office. But a lot of people still do not know who we areand what we do and don’t do,” said Sharon Samworth, principal OH managerat South Yorkshire police. OH raises its profile in the police forceOn 1 Feb 2004 in Police, Personnel Today Previous Article Next Articlelast_img read more