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

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