A rebel s approach to Rewards. Debra Corey, Reward Gateway with case studies by: BrewDog & Citation

Transcription

1 A rebel s approach to Rewards Debra Corey, Reward Gateway with case studies by: BrewDog & Citation

2 In the past we could quietly create the same old reward programmes over and over again and have no problem. We could attract and retain our employees, and didn t even know what engagement meant. But....

3 These days are gone, we now need to be rebels if we are going to succeed as businesses. Why? It s no longer easy to attract and retain, and we ve realised the importance, the critical importance of employee engagement. So we now need to be rebels, and not just any rebels, but rebels with a cause!!

4 2x Stock Market Returns HALF Employee Turnover Innovate Better Customer Results Not convinced? Well let me share some stats with you on companies who are rebels and have tackled the employee engagement challenge. Coming from surveys and reports such as GPTW, Sunday Times Best Companies to Work, Glassdoor, Gallup and Fortune Best Companies to Work they all say the same thing - companies with engaged employees have 2x stock market return, half the employee turnover, and last, and probably most important, they innovate better so they have better customer and business results.

5 Being a rebel Align rewards to culture Use rewards as a differentiator Base rewards on trust Are human - Rebels are humble, have the courage to be genuine and show vulnerability, and lead with compassion and kindness, showing their people that they truly care about them. Doing this gives the whole team permission to do the same. Rebels match their peers on core benefits but then go much further, looking for creative opportunities to show their personalities and that they re different. They re unafraid to invent benefits themselves and are unconstrained by what s available to purchase from third parties. They build on this unique provision through other parts of the Bridge, often connecting benefits to mission, values and recognition.

6 The Engagement Bridge The engagement bridge is the model that - just helps us think about the areas. This is our model - its not rocket science - it s really simple - its just about giving you a framework to think about how your org works and how you treat your people Let s take a look

7 Calling all rebels - hand it over to Fiona & Linda

8 Who is BrewDog?

9 Why did we decide to be rebels?

10 What did we do with our Unicorn Fund?

11 The pinnacle of our company culture The Unicorn Fund is the pinnacle of our company culture, and was a natural evolution of making our staff central to how the company grows.

12 Sounds boring? Dull? Not exciting? Wrong We provide H&S, HR & Employment Law and ISO to 16,000 UK companies

13 We employ professionals with personalities, who are experts at what they do. In other words, we are normal and get our clients

14 Pre 2013, privately owned, steady edge business But we weren t always like this The case for change

15 Where we came from We ve tripled the size of our business We ve changed the culture 2013: siloed and hierarchical / high attrition and not great employee relations / staff were a cost / slow 2016: open and service driven / colleagues are an asset / we ve led change in changing our industry and work at pace / shared goals and beliefs / value contribution, expertise and behaviours, not titles We ve grown colleague and client engagement the highest levels of colleague engagement and client NPS in our sector HR metrics turnover, sickness, grievances, disciplinaries

16 To attract and retain great people, we needed to be different and prove it

17 Be the change you want to see start with inside out customer service To win the marketplace, you must first win the workforce And knew we needed to put service at the heart of our business. It was relatively easy to influence people around the business that if we want great service, then this starts with inside out customer service i.e. treating colleagues how we want them to treat clients Identifying what to change, from what to what is more challenging. Quite often people know what isn t right and you often here sweeping statements like they just don t like change or they are negative. But identifying why people behave as they do and what needs to change in a business and getting buy-in to this, is much harder.

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19 How much does your business spend on marketing to clients? What about colleagues?

20 Surprise and delight DAVE gets a makeover and a girlfriend How much does your business spend on marketing to clients? What about colleagues?

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22 HT generates around 150k per yr Benefits & Recognition

23 Answer 3 questions Why? What? How?

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