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Priorities for Action

• Tangible Rewards
• Quality of Work
• Work/Life Balance
• Inspiration/Values
• Enabling Environment
• Future Growth/Opportunity

A good way of setting and agreeing priorities for action is to assign all the unique survey issues to one of the following quadrants, based on:

• An assessment of the degree to which the issue can be addressed (the potential for change/impact); and
• An assessment of relative importance at this time.

Any items which fall in the right-hand side of the quadrant (i.e. Low Potential for Change) need to be communicated to employees, to avoid accusations of inaction on the results of the research. This communication should explain how and why these areas are beyond the control and/or influence of the organisation.

Items in the top-right of the quadrant (High Importance and High Potential for Change) need to be allocated to individual managers or members of the HR team for Action Planning (pdf, 73Kb). We suggest that your three Priority Actions are taken from this quadrant. For each Priority Action, you now need to:

1. Assess

You should know most of the answers to these questions from your research into organisational Policy.

• What are your current policies?
• Is Policy consistent with your Reward and Organisational strategy?
• What are your current practices?
• Is practice consistent with Policy?
• Who is eligible for this payment/benefit?
• How much does this payment/benefit cost?
• Is this cost-effective?
• Who do you compare your organisation with?
• What is the rationale for this comparator group?
• Is this the most appropriate comparator group?

2. Benchmark

Your research into employee Perception and Current Reward should provide the answers to these benchmarking questions:

• Do your employees value this payment/benefit/reward?
• How does your current policy compare with the external market?
• How does your current practice compare with the external market?

3. Change

Change where analysis finds inconsistencies between:

• Strategy and Policy
• Policy and Practice

Consider change where your analysis finds inconsistencies between:

• Practice and Employee need
• Internal and market Practice

4. Communicate

• What is being changed/added/improved
• Why the change is being made and the benefits for employees
• When the change will take place
• Who will be eligible