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.
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.
The organisation has introduced Express-O-Coffee Chats to help keep team members connected. It also brings team members together in its fundraising activities, allowing them to work together to raise money for worthy causes. Cox Automotive now hosts bi-annual 'Town Hall Meetings' so teams can gather to hear updates, share ideas and collaborate as a team.
Cox Automotive uses a reward platform, GearUp. On the platform, is its recognition scheme, Gear Up Grand Prix. This could be a simple thank you card or financial recognition where anyone can nominate a team member. Winners receive £50 into their GearUp account where they can spend it on rewards.
The organisation offers Bitesize learning across the business which is an on-line training library offering topics such as leadership, personal development, IT skills, customer service and sales mastery. It also runs an Apprenticeship programme which offers Apprentices training in automotive & logistics, leadership & management, sales administration, technology & digital and business support.
Baylis has employed an in-house skills coach that has developed an 'Aspiring Managers' course. This twelve-month course will take selected employees keen to progress through several key managerial disciplines with a presentation to the board at the end of the course, it also employs designated skills coaches.
The organisation is committed to visible charitable efforts that align with the company’s strong values. Throughout 2022, the company supported the Pied Piper Appeal, with the proceeds from all related events being donated to the charity. Where possible, it agrees on an amount that will be donated or matched.
As well as offering bonus payments for productivity, Baylis also offers a £1,000 referral bonus to existing employees. Agencies have become a mainstay in attracting new staff, and salaries have risen due to skills shortages coupled with the cost of living.
At Admiral, its employees have access to a unique benefit – its Share Incentive Plan (SIP). This came into existence with the Finance Act of 2000 to give employees Tax and National Insurance advantages when given shares in their place of employment. The organisation believes share ownership helps to motivate and reward longer-term performance.
Admiral has partnered with industry specialists Bupa and Health and Her to offer a discounted menopause service for its colleagues. Both include access to specially trained menopause GPs along with varied benefits for each. Alongside this, it has worked with Brightlight coaching who provide the Bloom project to provide line manager training on women’s health.
Its senior managers sponsor the Ministry of Fun (MOF) which encourages colleagues to enjoy their time whilst at work. Each month a different department or group of departments are responsible for organising in-office and hybrid fun events, with each month sponsored by a different senior manager.
Looking for more information on our solutions? Let us know how we can help and the right member of our team will be in touch shortly.
