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.
A sale to private equity owners following the nationalisation of its parent, Royal Bank of Scotland (RBS), was the catalyst for a programme of reward and compensation change at WorldPay, a global leader in payment processing. This restructuring of reward for the 2,500-strong UK workforce was also driven by a perceived need to better align compensation with business performance, and to iron out inconsistencies in the previous grading structure.
This case study, researched and written by e-reward, focuses on two important aspects of the on-going restructuring programme at WorldPay:
CONTENTS
Executive summary
WorldPay’s reward journey since autumn 2010
Organisation profile
Who e-reward interviewed
Refining the “value account”
Pensions auto-enrolment
“Freedom” benefits
Benefit choices
Widening access to performance bonuses
Valuing reward
Boosting variable pay
Future prospects
Lessons learnt
Box 1: Key remuneration principles
Box 2: WorldPay “Freedom” flexible benefit programme: example benefits