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Fair Deal - How happy employees are with pay and benefits
Fair Deal itself doesn’t directly influence another factor. It’s classified as a hygiene factor. Sure, doubling everybody’s salary would make them happy but it wouldn’t make them feel any better about factors such as leadership and management.
Now although pay is not an engager, it is important that pay and benefits are at the right level as to not disengage employees further.
Managers at Vaculug are supported in their development through various avenues, including: Training and Development Programs, Coaching and Mentoring, Leadership Development Programs, Performance Feedback and Reviews, Workshops and Seminars, Employee Assistance Programs, Networking and Communities of Practice, and Work-Life Balance Initiatives.
The organisation encourages employee growth through a number of initiatives, including: Individual Development Plans, Mentorship Programs, Internal Training and Workshops, Tuition Reimbursement and Learning Stipends, Job Rotation and Cross-Functional Projects, Internal Promotions and Succession Planning, Feedback and Performance Reviews.
Vaculug believes in fostering a culture of appreciation and recognising employees for their efforts. To create a unique and effective rewards programme, it has implemented the "Appreciation Adventure Program." This program goes beyond traditional rewards to provide employees with memorable experiences and opportunities to pursue their passions.
Bringing teams together is a big part of the Quint Group ethos. Two annual company-wide events bringing everyone together are the summer BBQ and the Christmas Party. In addition to this, the organisation also hosts smaller inter-team events such as pool and table tennis competitions, a fantasy football league, a Mario Kart competition, and more.
Quint Group’s overall strategy and objectives are clearly communicated to everyone during the annual group-wide strategy update. This is further broken down from group to team and individual objectives, and OKRs are then created. These OKRs are regularly reviewed and reinforced during weekly and monthly meetings, stand-ups and performance appraisals.
Quint Group has created a Compensation Committee that is responsible for ensuring pay and reward equity across the organisation. Every year, the organisation goes through a robust salary benchmarking exercise using external and internal data to ensure that its salaries are competitive, and in line with the market and the organisation’s reward and compensation philosophy.
All staff are encouraged to stay in touch with each other as much as possible though Teams calls, regular team catch up meetings, and coffee meetings. Each team has a budget they can use to come together and participate in non-work related activities of their choice. There is also coffee mornings for those learning Welsh!
To combat the cost of living crisis, the Board at Keep Wales Tidy quickly approved 4%+ pay increase across all employees, as well as an additional one-off payment to all staff. The organisation has also undertaken a salary benchmarking survey to ensure that all employee salaries remain competitive in the market.
Senior leaders commit to the values of "Bold, Responsible, Passionate, Inspiring and Together" and collaborate to ensure they are involved in, and aware of, the day-to-day running of the charity. They also work alongside team members to make sure deadlines are met. An open-door policy means they embrace honest conversations with staff.
Ontic is committed to creating an open and supportive culture. It wants employees to feel comfortable speaking about how menopause-related symptoms may be affecting them at work and be able to ask for the support that they need to help manage their symptoms. Managers have been provided support to help them have conversations about menopause.
Ontic has a dedicated People Managers' Communication channel - a monthly, action-driven communication platform with clear expectations of what managers are expected to read/understand and share/do with their teams. This is backed up by a dedicated Managers Hub which provides managers with all the information they need to do their job effectively.
The company continues to see considerable growth in the business through acquisitions. However, this means that it has inherited a lack of female representation at all levels. To tackle this, Ontic employed 30 new starters, of which 17 were female, and it has seen increased numbers of women joining its Early Careers Programme.
One way Cornelius has brought its teams together is through its giving fund (charity committee) and wellbeing events. One event held by the giving fund was Meat Free May, where everyone brought in a vegetarian meal for the team. This helped build strong working relationships.
The senior management team lives the company’s values of We Lead, We Care, We Deliver in order to drive the organisation forward together. The senior managers also ensure that all their actions reflect the values, through the complete employee lifecycle, leading effectively, and delivering the results needed to drive the business forward.
Cornelius utilises both monetary and non-monetary efforts to reward its employees uniquely and effectively. An example of this is its yearly appraisal scheme, which is used to give employees objectives and to add check-in points throughout the year. The appraisal scheme also links to the annual bonus, which financially rewards staff for their achievements.
It has introduced regular 1-1 meetings with each employee which gives the opportunity for each person to discuss their goals and for managers to check each person is ok. It also has a suggestion box to be raised at each SMT meeting for discussion.
Just Digital has a golden ticket reward and recognition scheme. This is peer-to-peer recognition and employees are able to award a ticket to another colleague and for that, in exchange, they receive a small gift. That ticket goes into a quarterly draw and then in turn an annual draw to receive bigger prizes.
Dedicated to giving back, the company has 0% landfill waste. Additionally, it has an ESG committee that gives tips on green living; following this, it is aiming to procure sustainable products, for example coffee and company clothing.
Care, compassion, and commitment are the values that the senior management team tries to instil into every employee at PJ Care. They all support their individual teams but also work hard to build strong relationships with other teams across all areas of the business, whether that's the frontline staff or the support teams.
The average hourly rate for PJ Care’s staff for males was £12.35, and for females, it was £12.81, showing that gender has no bearing on pay. Almost all of the company’s registered managers and senior clinical staff are female, selected solely on merit, with development plans in place for all to achieve higher positions.
Over the past 12 months, PJ Care has donated over £15,000 to charity. Members of staff participate in various events e.g. London to Brighton Cycle Ride, marathons, and half marathons. One member of staff lost her son to suicide so she and her family ran a virtual marathon during May, raising funds for Mind.
The organisation offers a recognition award of up to £500 to employees who make an extraordinary effort, contribution, and/or sustain an exemplary level of exceptional performance. As some of the company’s projects remain open over the Christmas break, it has introduced a payment for staff who cover Christmas Day.
Visibility and communication is essential to the organisation. The results of the last internal pulse survey were shared with staff in January through a company-wide video call by the Chief Operating Officer. The company culture is driven by these surveys, so communicating them with staff is treated with the importance it deserves.
It provides food parcels to its residents and people who use our services when and where needed. These are often gifted or donated by organisations, local churches, and groups within the local area. It has also distributed essential supplies including face masks, hand sanitiser, and hygiene products.
The organisation encourages and supports any team building activities and clubs, from the four teams in the GA Pet Food Partners’ Football League to the Go Karting and Fishing clubs. This allows them to socialise and grow closer with their teammates and colleagues from other departments.
The organisation has a strong engagement with apprenticeships across various business areas. Currently, there are ten apprentices employed at different stages of their study programmes. These courses are conducted in collaboration with Runshaw College, Preston College, Southport College and St Helens College.
GA Pet Food Partners has established an Employee of the Quarter scheme, enabling colleagues to nominate their peers who have demonstrated dedication and exceeded expectations in their roles. This award serves as a means to celebrate colleagues’ accomplishments and rewards them with a £500 prize, to be used for a weekend getaway of their choosing.
Eames Group regularly organise company-wide team events to bring the whole business together, but also recognise the importance of building relationships in smaller teams. Each business unit has their own budget for socials, team building exercises and reward programmes. Additionally, weekly team meetings take place face-to-face to maintain strong connections between employees.
Eames Group’s High Achievers Club rewards employees who have performed well over the last quarter with various fun activities, such as a day at Goodwood Races, Division socials at Crystal Maze and day trips to France. The organisation rewards those who have performed exceptionally over the last year with an all-expense paid trip abroad.
Every starter has an ‘L&D introduction’ meeting with the Head of People and Performance, to gain feedback on the interview process, review expectations set by their manager and understand what training they require. New starters also have an HR induction and meet the Operations and Marketing team to help create a culture of inclusion.
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