Recent issues
The findings from e-reward's research programme are published in a series of research reports, launched in June 2002 - a collection of case studies, surveys and toolkits on contemporary reward issues.
Starting at £255 + VAT buys you a single annual subscription, giving you 10 world class reports each year, plus free access to our digital archive which contains every research report we have published.
Take out a subscription by clicking here
- You must have a paid subscription to view this article. If you are already registered please login.
Employee engagement precedes reward restructuring at CLG
In this case study we examine how the Department for Communities and Local Government (CLG), a relatively new organisation, set up in May 2006, has dealt with the legacy issues arising from the transfer into CLG of individuals from a wide range of other government departments. These include low morale and “antiquated” pay arrangements.
The Department has chosen to prioritise the improvement of behaviours and performance through an extensive employee engagement programme, although steps are also being taken to bring pay and reward up to date.
CLG’s 1,900 employees have been transferred to the department from many other parts of the civil service. But pay in government departments has diverged markedly since the 1990s, when pay setting was devolved to departments. This means that when work done by one government department, such as the Home Office, is transferred to another, such as CLG, people on different terms and conditions are brought together, often to work side by side. Harmonising terms and conditions, not to mention bringing together disparate cultures, can be a time-consuming and challenging (and often unsuccessful) process, as many participants in mergers and acquisitions know.
Our case study looks at:
-
the results of CLG’s employee attitudes research
-
how CLG looked first to secure employee engagement and then support it with a total reward package
-
the creation of a set of organisation values
-
the business change programme
-
CLG’s new approach to reward and progress to date.
REPORT CONTENTS
CASE STUDY: DEPARTMENT FOR COMMUNITIES AND LOCAL GOVERNMENT
Background
The brief
Employee engagement
Box 1: Employee engagement in the civil service
Document 1: Department for Communities and Local Government - Core values
Suggestion and recognition schemes
Volunteering
Reshaping the Department
Changes to reward
Reward principles
Progress to date
Constraints
A final word
Issue - 71
Pages - 10
Type - Case Study
Date - 18/02/2010
Related Items
Research report zone
Recent Issues
Latest e-reward research
Update on the Regulation of Pay in Financial Services
Pay in the financial services sector continues to provide ample material for the media, with high-profile bank executives seemingly queuing up to waive their bonuses, whether out of a sense of honour or necessity. Generally bankers’ bonuses, af...
read more