Buy one ticket on this class, and bring a colleague for free to this class | 2-3 Oct 2019 LONDON
This two-day course covers workplace wellbeing in an organisational and international context, providing delegates with the knowledge and understanding of environments in which they as practitioners can plan, implement and evaluate wellbeing programmes to support strategic operational goals.
Launched in partnership with The Wellbeing Leader, our course is structured on the lines of a voluntary code of practice, which sets core standards and competences based on survey feedback given by workplace wellbeing practitioners. Clear learning outcomes are defined along with a training syllabus, objectives and course content.
Tesco is expanding rapidly, it is opening more stores, using different store formats, and operating overseas. The retailer found that its 22-grade pay structure and job evaluation processes were inflexible and did not provide a sufficient link between pay and performance. They also inhibited the career development and horizontal movement the organisation needs to manage in a period of expansion and change.
The company's response has been to introduce a six-level broadbanded structure which gives line managers more discretion over how they develop and pay their staff. Tesco is also moving towards total reward, introducing some flexibility in its benefit provision and underpinning its "values" with a company-wide recognition scheme.
For more details see our review, published in the 'News' section of e-reward.co.uk, 9 January 2003.