REWARD
The winning entry of Project of the year 2019
In 2019, the University of Lincoln won the prestigious CIPP’s Project of the year award. Here the university’s pay and reward team (‘the Team’) outline what they successfully implemented and what it has achieved
T he University of Lincoln wanted to engage and motivate employees through all stages of their employment and so went back to the drawing board with the Team at the helm. Over a number of years, the payroll team had expanded its portfolio by delivering several voluntary benefits through the payroll system and looking after the administration. However, it remained a challenge to effectively communicate the benefits to a workforce that was not always in the same workplace. Following a ‘blank piece of paper’ and discussions, ultimately the Linc-On benefits platform was launched aligning reward strategy to business objectives in a bespoke delivery. The communication challenge was one
created by various issues, including: ● the reward package had evolved and significantly grown ● employees often found out about benefits when they commenced at induction but then became disengaged and unaware of benefits when they were relevant ● student workers who were much more used to efficient technology didn’t engage due to complicated accessibility issues ● no tools to keep employees returning to look at the employee proposition ● the employee/manager reward recognition process was not in place meaning a single level reward process at an employee only level ● the offering was not fun which is a huge disconnect with the organisational culture.
Whilst staff survey and focus groups showed that when walked through the reward offering employees felt that it was good or excellent, the lack of communication and awareness meant that individuals were often finding out about benefits too late. In addition, a senior management meeting identified the priorities for the reward agenda were to support performance, wellbeing and community. Staff focus groups identified a need of “something for everybody” and a “one stop shop”. Therefore, with around fifty benefits, all supportive of different aspects, it was felt wrong to stereotype by social generation; however, it was felt appropriate to group them by type in an engagement tool so employees could search for types of benefit such as travel, health, lifestyle, financial or community. The working group decided that for fun purposes a map of Lincoln would create the personal touch for easy access for navigation between buildings hosting benefits. The bespoke platform would also include: ● engagement tools ● peer to peer recognition ● a financial reward mechanism ● a simple standardised overview of each benefit on offer ● update announcements of new benefits. The fundamental idea was to create a
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Change
| Professional in Payroll, Pensions and Reward | March 2020 | Issue 58 40
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