Issue 10 October 2010
Having it all...
• Discounts: Where the real fun is
Can you have made-to-measure benefits at an off-the-shelf cost?
• Is employee assistance really a benefit?
Welcome
Technology can make things which used to be unthinkably out of reach in cost terms really accessible. It isn’t so long ago when a phone call abroad for many families would only be made in the event of death, birth (although even then maybe a card would do) or some other emergency. Now we have Skype, cheap-as-chips SIM cards and you can literally speak to someone while you are walking along the Thames and they are in the Great Barrier Reef for no or very low cost. Applying that to employee benefits solutions, the right technology can give employers fantastic customisation and branding for the specific benefits they want to offer in formats and with accessibility that used to be associated with very high end pricing. Employers do need to be a little more circumspect than families chatting across continents of course, making sure that they don’t simply allow their employees to be used as a sales channel and protecting personal data and the employer brand, but the huge improvement in cost/benefit is very real. Technology enables Asperity to continually improve Reward Gateway and provide a flexible employee benefits solution at stunningly good value per capita rates. Made-to-measure benefits at off-the-shelf prices have arrived.
Glenn Elliott MD, Asperity Employee Benefits glenn@asperity.co.uk
Contents
02 03 04 06 07 08 09 10
Editorial
Discounts: Where the real fun is
Employee Assistance: is that really a benefit?
It's time to get flexible
Benefits I-Spy
Leading by example
See no benefits, hear no benefits, speak no benefits Employee engagement: The pursuit of workplace happiness
Visit www.asperity.co.uk for more information, exclusive access to our employer’s VIP website and to request our new Employer’s Information Pack.
All information correct at the time of writing and subject to change without notice.
Asperity Employee Benefits Ltd, 90 Westbourne Grove, London, W2 5RT. Tel 020 7229 0349 www.asperity.co.uk email: benefits@asperity.co.uk
© Asperity Employee Benefits Ltd 2010.
2 Free, fully functional demo of Reward Gateway for all readers at www.asperity.co.uk
Discounts: Where the real fun is A few good – or not so good – reasons to use discounts and join your employer’s cycle to work scheme. By Lizzie Tinley, 20-something Reward Gateway user “Go, have fun! That’s what your twenties are for. Your thirties are for learning the lessons. Your forties are for paying for the drinks.” Thank you, Carrie Bradshaw, for those words of wisdom. Fictional character or not, I merrily agree. Our twenties are for fun and freedom, and for thinking about the wants rather than the needs. I’m an employee in my twenties, and this is what I want: I want to save money on the necessities and to feel a little less guilty about spending it on the luxuries. I want to stop breaking into a sweat every time I get to the supermarket checkout, every time I feed yet another twenty pounds to the Oyster card top-
up machine, and every time I get to the front of the queue in Topshop and start urgently re-evaluating whether I do, in fact, need a poncho. You see, the magical thing about discounts and tax breaks is that they allow us twenty-somethings to feel, on occasion, like well-heeled forty-somethings. They mean that once in a while, we can upgrade from Ikea to Habitat, we can disappear off for the weekend, give a great gift and saunter into a department store with purpose. We can sign up for the cycle to work scheme and ride gleefully to the office on a ladylike bicycle instead of pouring money down the tube. We may even pay for the drinks.
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Discounts and tax breaks allow us twenty-somethings to upgrade from Ikea to Habitat once in a while” So, what does this mean for me, when I'm actually online or on the High Street? What, realistically, is my margin for an upgrade? When I think of luxury spend I think of holidays, weekend breaks and, more specifically, hotels. When I go to Marrakesh this Autumn, I can stay at a 4 star central hotel as opposed to my previous student-esque choice of a 'budget' hostel. Why? Because I get 10% Cashback on hotel bookings through lastminute.com so it works out to be pretty similar in cost. In addition to this, when I fancy something a bit fancy, I can buy Benefit makeup and Clarins face products on LookFantastic.com. The products are already cheaper online than on the High Street, plus I get 7% Cashback. Why buy basic 'own brands' when you can get discounts like this on the top notch stuff? My mother always told me to stop being all ‘want, want, want’, but a good discount means I can afford a little of just that. So I’m going back to Topshop to buy a pair of shoes I can’t walk in to go with my new poncho. Who needs to walk when you have a brand new, tax-free bike?
Benefits Connection from Asperity
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Employee Assistance Programmes Employee benefit or employer insurance? By Helen Craik, Operations Director at Asperity Employee Benefits Stress is not exactly new on the workplace agenda, but it’s hard to remember exactly how or when it arrived. Many baby boomers, for example, will not have encountered stress as a term when they first started work in the late sixties or seventies, but will be very familiar with it now. Employers have been made more aware of their responsibilities for their employees’ overall health in the workplace and need tools, training and processes to fulfill these obligations properly.
“
Structuring an EAP into a wider voluntary benefits package gives employers real choice and flexibility”
Employee Assistance Programmes (EAP) enable employers to provide varying levels of cover to employees which match their needs and their budget. A variety of solutions delivered either online or by independent professionals on the phone or face to face put an EAP in reach of more organisations than ever before, at a time when the services are more necessary. Structuring an EAP into a wider voluntary benefits package gives employers real choice and flexibility in this aspect of benefits. A very substantial majority of employers are taking measures to reduce stress at work1, although it is important not to conflate people who are stressed at work with those who experience workrelated stress. Measures which reduce the likelihood of stress at work includes things like facilitating flexible working, internal initiatives to focus on healthy eating and a healthier lifestyle, health screening and being more overt in acknowledging that most of us will face stressful times during our working lives and the employment relationship for both parties is best served by helping employees manage this, not expecting them to just grit their teeth and carry on.
4 Free, fully functional demo of Reward Gateway for all readers at www.asperity.co.uk
“
An EAP is an employee benefit that, properly implemented and used, is also a significant and quantifiable benefit for employers”
The HSE published six management standards2 against which employers should measure themselves to assess and mitigate stress in the workplace: Demand: being able to cope with the demands of the job Control: having an adequate say over how work is done Support: having adequate support from colleagues and superiors Roles: understanding roles and responsibilities Relationships: not being subjected to unacceptable behaviours Change: being involved in any organisation changes. So, in short, sound management practice is key to a healthy workplace. So if it is that obvious, why is an EAP “arguably, the benefits weapon of choice in the fight against workplace stress?”3. EAPs come in a number of guises. The table below is not exhaustive as to the options available but it does show the scope of EAPs and illustrates the extent to which they can be used by employers and employees. At the entry level, a phone line for employees to talk to an independent professional about problems is a real step to providing employees with an important, independent avenue of expertise and support. It is clear therefore that a full service EAP can
be a powerful tool for line managers, and a fantastic safety valve for employees, helping to reduce absence and manage stressful situations at work, or non-work related stress which is impacting on job performance. The annual cost of a typical EAP per employee is perhaps going to come in at around the cost of an hour’s work at an average wage, and much less for large employers who enjoy economies of scale, making a barely discernible dent in the pay and benefits budget. Even at the higher end of the service spectrum, it will be a very small dent. An EAP is an employee benefit that, properly implemented and used, is also a significant direct and quantifiable benefit for employers.
How an EAP can help employees and employers - services you can choose from Employees
Employers
Telephone counselling
Confidential, independent support for managers with workplace issues
Face to face counselling and case management
Assessment and case management for employees and active involvement in return to work process
Legal helpline and services within P11D
Crisis management
Financial and debt helpline
Help and delivery of health and wellbeing agenda
Individual debt case management
Early warning systems for potential problem cases
Health and wellbeing helpline, including personal and lifestyle issues
Trauma and adverse incident management
Online help and resources
Career coaching
1
IRS Stress Management Survey 2010
2
HEALTH AND SAFETY EXECUTIVE. (2004) Management standards for work-related stress.
3
John Charlton writing in Personnel Today May 2010
Benefits Connection from Asperity
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It's time to get flexible Forget yogalates, Gymflex is the latest keep-fit craze. By Sarah Millward, Project & Compliance Manager at Asperity Employee Benefits Wheatgrass. Visiting the hygienist. Sugar-free cupcakes. Why does everything deemed ‘beneficial’ have a bitter aftertaste? Oops, I missed one – employee membership to the gym next to the office. Surely not, you say. All those power plates, Dave the personal trainer, the fluffy towels, the steam room! It’s enough to put everyone in the mood for the Monday morning meeting. Isn’t it? It certainly is, if all your employees like being up with sparrows, or have time to squeeze half an hour on the treadmill in between a sandwich and that report deadline, or really relish that special bonus commute at the weekend.
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It sounds obvious, but benefits should be really, genuinely beneficial” outfits like British Military Fitness and Curves for Women. So if they don’t like Dave the personal trainer, they can have Shiva the local yoga instructor instead. It also means no more eye-watering fees – they get a discounted rate paid from their monthly salary.
It sounds obvious, but benefits should be really beneficial. Not just a little bit beneficial but really, genuinely practical and completely, utterly flexible. That way, your staff can really make the most of their benefits package.
As an employer, choosing Gymflex as part of a discount portfolio allows you to wave a flag for genuine staff wellbeing, especially when offered alongside other genuinely beneficial benefits like a cycle to work scheme. It will help you meet your corporate social responsibility targets, and it’s no hassle whatsoever, because Gymflex will take care of the legwork.
With Gymflex, employees can choose a club that’s good for them from a list of more than 1,500 – all the big ones, as well as smaller -
So there you have it – a flexible deal that tastes very sweet indeed. And there’ll be loads more room on those power plates.
6 Free, fully functional demo of Reward Gateway for all readers at www.asperity.co.uk
I-Spy with my little eye... A twist on an old favourite. By George Farrow, Service Delivery Director at Asperity Employee Benefits In between singing “The wheels of the bus go round and round”, many of our readers will have been indulging their children in the familiar pastime of I-Spy to help maintain sanity through the endless summer holiday traffic jams. So we thought we would play a little game with you. Only this one is far more serious. It has consequences for the success of your benefits scheme and what you and your employees get out of it. More than ever in the ongoing economic uncertainty, employers are looking at every line of reward cost. However, focusing on what can be seen versus what cannot be seen can be a little lacking in prudence. With this in mind, the theme of this I-Spy is something beginning with I for "Invisible Costs".
I spy with my little eye, something beginning with C... ...for Cycle to Work. Has your provider advised you on the myriad of HMRC re-clarifications since last October? It’s absolutely crucial that they do, otherwise you could face avoidable compliance costs. C is (also) for Childcare Vouchers. Often overlooked is the help that employees need with their Childcare Vouchers. Many parents do their home admin at weekends. If your provider isn’t open then, your employees will be calling on a Monday morning, which is on your time and inconvenient for the employee. Employers also need real help from their provider to grow participation and NI savings.
I spy with my little eye, something beginning with F... ...for False Economy. Signing up to a ‘free’ or very low cost scheme means allowing your employees to be advertised to (constantly). They get fewer offers than a fully employer-funded scheme and even those are diminished because the provider takes a cut of the saving. Your employees will get what the provider wants them to see based on retailers who pay the most commission. I spy with my little eye, something beginning with L...
C (for the last time) is for Childcarers. A happy nursery manager or childcarer means a happier parent. If they get benefits too, they can be advocates for your scheme. I spy with my little eye, something beginning with V... ...for Vouchers, including reloadable cards and SMS vouchers which enable employees to save with very little pre-planning. For traditional paper vouchers, reliability and speedy, free delivery should come as standard.
...for Life after Launch. It's easy, but a mistake, to treat benefits as a one-off or annual project. It’s important for employees to be regularly reminded of all aspects of their benefits scheme. All too often employees say “this is great, why didn’t anyone tell me about it?” Employers who communicate benefits regularly throughout the year see significantly greater engagement than those that don’t.
I spy with my little eye, something beginning with M...
I spy with my little eye, something beginning with R...
I-Spy with my little eye, something beginning with E... for Enough Said.
...for Medical Cashplan. One that pays an employee with an eyesight prescription and bi-annual dental check-ups with a return on investment of equivalent to 62.5% over 2 years. More if they use complimentary therapies and scan options. Too good to be true? Certainly not.
...for Registration. HR professionals forget to use benefits. Levels of employee engagement and benefits spend are 10-15% higher when HR Directors register themselves for shopping discounts and actively participate with the service. Even better if the CEO registers. That creates a tangible boost to overall return on investment for one small act of self-interest. I spy with my little eye, something beginning with B... ...for Benefits Champions. Business-wide champions lead to faster take-up of employee benefits. Typically, the adoption curve in year one has the levels of maturity normally expected in year two.
Benefits Connection from Asperity
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Leading by example Reward strategy trends in FTSE-listed companies By Marcus Underhill, Global Reward Director for Thomsons Online Benefits
“
Without doubt the recent economic turmoil has seen reward strategies cast into the spotlight like never before. And with the UK having officially emerged out of the recession, we are seeing renewed optimism for the coming year.
The recent economic turmoil has seen reward strategies cast into the spotlight like never before”
Recent research from Thomsons Online Benefits1 suggests this is particularly true for FTSE-listed companies. Top FTSE companies are more positive about the coming year for their business performance compared to other key markets, suggesting they may be coming out of recession sooner than smaller companies. This optimism is perhaps a result of adopting a stronger stance to protect their profits throughout the recession. In 2009, the majority of FTSE-listed companies reduced their headcount and introduced pay freezes to reduce costs. There was also more activity around executive pay in the aftermath of 2009, suggesting increased shareholder pressure from being listed. This stance seems to have paid dividends, with more business activity planned for the coming year compared to the rest of the market. The impact of this is likely to include harmonisation and integration of businesses, and generating cost savings by improving business systems and processes. With seemingly less financial pressure than their smaller counterparts, FTSE companies are facing fewer challenges around their reward strategies. However, measuring return-on-
investment continues to be a problem. Significantly more FTSElisted companies (51.28 percent) feel it is important to measure the return-on-investment for their reward and benefits than the rest of the market (30.05 percent), which is most likely due to the additional burden of demonstrating shareholder value for their investment. The last year has seen increasing pressure being placed on HR teams to control and manage their reward costs. It is surprising then that only a quarter of FTSE companies know how much they spend on benefits. And with many ‘corporates’ needing to demonstrate better governance of risk and cost to their shareholders and other stakeholders, surely this needs to be a priority for HR professionals looking ahead. For more information and to request a copy of the 2010 Employee Rewards Watch: FTSE 350 please email marketing@thomsons.com.
1
Thomsons Online Benefits – Employee Rewards Watch: FTSE 350 2010
About Thomsons Online Benefits Formed in 2000, Thomsons Online Benefits aims to help businesses get the maximum benefit from their employee reward schemes. With a unique blend of consultancy and technology, Thomsons create Intelligent Reward™ solutions. This allows businesses to reward employees, without the administration and communication headaches often associated with running such schemes. Through a combination of innovation and quality, Thomsons has won 25 awards and has a prestigious portfolio of clients including Betfair, Cisco, Getty Images, GlaxoSmithKline, the Ministry of Defence, Royal Bank of Scotland (RBS), and Smith & Nephew. Thomsons Online Benefits currently service clients globally from their offices in the UK and Asia. Thomsons Online Benefits Ltd is authorised and regulated by the Financial Services Authority. Further information can be found at www.thomsons.com
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See no benefits, hear no benefits, speak no benefits "Seeing is believing", "we only hear what we want to hear", and other clichés. By George Farrow, Service Delivery Director at Asperity Employee Benefits In a typical benefits scheme there is always a hardcore of employees who just do not seem to know what’s good for them. You’ve provided them with the opportunity to make substantial financial savings through employee discount, salary sacrifice and the like during the worst economic crisis in living memory and they reward you with complete indifference. How and why does that happen? Research from employee discounts providers over the past four years shows some pretty consistent results and the naysayers can generally be split into four categories.
1.
"There is nothing in this scheme for me"
Despite providing thousands of retail offers including all the best-loved and familiar high street names, it seems that these employees are missing something. They’ve made an assumption based on years of offer disappointment perhaps. Their experience to date has been something along the lines of “20% off but only if there is a Z in the month and a blue moon”. So the onus is on the employer to find an employee discount provider that avoids these kind of offers at all costs – so that employees can have faith that their scheme is genuinely saving them money and that it is just as suitable to them as it is to every one of their colleagues.
2.
"I had no idea this benefit was available"
Incredible! You’ve worked hard to get this benefit in front of your employees. Don’t they read? Don’t they listen? It’s time to call for reinforcements. Your scheme provider should have a tried-and-tested communications system to hand that acts as a virtual but very visible megaphone to deal with this situation. It should be informative, engaging, consistent and regular. Not only does a system like this deal with this segment of employees but also tackles all the main objections, providing it is designed and delivered properly.
3.
through relevant links in email communications. An event such as this improves engagement and spend levels both at the time and on an ongoing basis. Employers can help make this even higher by giving prominent messages on the home page of company intranets. For the really pro-active reward and benefits departments out there, you could even encourage employees to keep a benefits diary of family spending occasions (birthdays/ anniversaries etc), insurance, utility and mobile phone contract renewals, and so on – your employees will soon wonder how they ever got by without the discount scheme! And for the truly forgetful, a good employee discounts service will have a facility to pay for regular, discounted voucher or reloadable cards orders – such as 5% off ASDA or Sainsbury’s – by standing order, or by payroll deduction. No memory required!
4.
"I don’t know how to use the service"
How difficult can it be? Over 50% of your employees1 will be completing transactions online every month using sites that are far more complicated. For those employees that do need a bit of help, which is most of us at one time or another, a 364 day Helpdesk at the end of the 'phone is essential. Friendly people pleased to run through all the offline aspects of the service such as telephone discount offers and discounted shopping vouchers, as well as reset passwords and other things, make using discounts a pleasure not a hassle. So with the right employee benefits scheme in place and a provider who understands the ins and outs of engagement, you can help your employees see, hear and speak in the language of benefits.
"I forgot about it"
I'll bet they don’t forget to ask you for a pay rise or a promotion... Again, an effective communications programme provides the consistency and platform to remind them about their benefits. Things like ‘double savings’ events - where ten to fifteen high street names provide increased offers on the scheme for a limited time – are also a great way to remind employees about featured retailers, the kind of savings they could make and, what’s more, directs them straight to their benefits portal
1
The BPS/IMRG Online Access And Shopping Report: April 2010
Benefits Connection from Asperity
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Employee engagement: The pursuit of workplace happiness 3 steps to getting engaged employees By Helen Craik, Operations Director at Asperity Employee Benefits
Unusually prescriptive, this shortened version of our recent white paper defines 3 things you need to do to get an engaged workforce. It doesn’t come with a money-back guarantee and counter-arguments or other suggestions are very welcome.
A good enough place to start When an employee’s self-interest is aligned with the interests of the organisation, that employee is engaged. So your workforce is engaged if a critical mass pro-actively furthers the interests of the business while simultaneously furthering their own interests. That’s a working definition of employee engagement. It won’t resonate with everyone, but it is a good enough place to start.
Why bother with engagement? “90% of the World’s Most Admired Companies’ employees identified their company as very effective or effective at fostering high levels of employee engagement”1. Employees can be excellent performers and deliver a real contribution without being engaged. A teacher might be unhappy with her employer and poorly aligned with that employer’s strategic intent, but integrity and professional standards mean her students are well taught. A salesman with a passion for selling will make target despite feeling undervalued by his employer. More common, however, when an employee feels marginalised is ‘just enough’ performance. That’s low grade dissatisfaction that permeates the working day. It isn’t poor enough to warrant a manager tackling it head on, but it isn’t good enough to...well, it isn’t good enough. And between these two ends of the spectrum are the workers who turn up, do a day’s work and go home. Businesses the world over, since organised work began, have been surviving and sometimes succeeding without engaging employees. So why is it a big deal? Why bother to engage with the workforce when you can get by with half-heartedness? Why isn’t it enough just to pay the going rate and expect employees to deliver and, especially in these uncertain times, be grateful they’ve got a job? Because it’s not. Employers need to bother with engagement because the workplace, the business and the world are better if
“
Businesses the world over have been surviving without engaging employees. So why is it a big deal?” they do. In most organisations, it is really difficult at the outset to find a measure that conclusively (or even elusively) correlates employee engagement with organisation performance, be that profit or something else, so those with influence have to start by believing it. It is necessary for the senior management to know that engaged employees equal better business performance. And it’s not enough to just engage a few critical employees, though that is better than no-one at all. You need to go get ‘em all. The students who work two hours a week, the people who are notching off the months to retirement, the holders of low status posts, the high-flyers and the professional services crew, the whole shebang. ‘Engagement’ is one of the biggest HR challenges in the next year2. Organisations need to bother because engagement is the holy grail of workplace relations. It is a virtuous circle: engaged employee - better results - deeper engagement.
Get money out of the way Clearly you need to pay people to come to work. It would be unlawful not to, and if you didn’t, they might not turn up. So set out your payment stall and see who you get. Tune it until you get the best balance between budget and quality. Then leave it alone unless there is a pressing need not to. Engagement is not really about money, although the right level of cash needs to be thought through. Money cannot buy real engagement, although it can prevent active dis-engagement. In any case, most employers have limited room for remunerative manoeuvrability so mechanisms other than money need to be levered to deliver the engagement. Consider bankers. Massive monetary rewards failed to align the self-interest of employees with the interests of the organisation. On the other hand, take a partnership like John Lewis where salaries are not spectacular but employees have a real stake in
10 Free, fully functional demo of Reward Gateway for all readers at www.asperity.co.uk
success. So in terms of employee engagement, the answer isn’t simply to pay more, although if you are clearly under-paying in terms of the market or your organisation’s financial performance, that is going to scupper the notion of an engaged workforce before it is out of its cradle.
These front liners will be powerful barometers of what’s up or down, and highly influential. If they are not with you, they might not be actively against you but you are missing out on their power as advocates and, worse, alienating not only that group but all the workforce who report to them.
What is it then?
3. Non salary benefits: Field force employees can be more attached to whether they’ve got an i-pod dock in their company car than a pay rise. Staff value benefits disproportionately highly to the cost of the benefit to the employer, which is good news because many benefits come at a low price to the employer, making them extremely cost-effective. What sort of things should you consider?
Three steps to engagement heaven: 1.
Tell employees as much about business performance as you possibly can;
2.
Work hard on front-line managers - they’re the bridge to success;
3.
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Awards and recognition: long service (but ask yourself, is 15 years really where to start?) and performance; people really like their contribution to be recognised.
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Employee discounts: for a few pounds per head, your employees save hundreds of pounds on everyday goods and services. You need to pay for a service to avoid employees being a sales channel for retailers, so get a scheme with choice, independence and full back-up service.
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Employee Assistance Programme: a minority of the workforce will use it but for them it is really valuable. All will like to know there is independent help in tough times provided by their employer. Again, a few pounds a year.
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Tax efficient salary sacrifice: first, of course, pensions. If you don’t enable employees to salary sacrifice pension contributions, start now. Put it top of your list. Add in childcare vouchers and cycle to work and you’re away.
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Healthcare cash plans: you can either offer a fantastic scheme for employees or for a few pounds per head per month, you could provide it for them.
Wrap employees in effective non-salary benefits that underscore the whole value of the psychological contract.
1. Information: If you don’t need to keep it secret, share. This is easier in small organisations, but not impossible in large ones which tend to have better defined, if not better used, channels for disseminating information. What do people like to know? Most things really. Work is where they spend much of their waking time, invest their professional hopes, want to do a good job and have that acknowledged. If it irritates that politicians frequently patronise the electorate with half-truths and platitudes, why don’t senior managers learn from that? Tell people what is going on, good, bad, indifferent, uncertain, what-ifs and the rest. Ideally, tell them in person but if not, use whatever is at your disposal. People don’t root for things they don’t understand or know about, so help them understand and they will start to care. 2. Front line supervisors: These are the employees you most need on board. In any company it is likely there is one set of people with significant sway. Typically, it will be the first level of line managers. They will be managing new joiners, long stayers, staff who deal with customers or who are vital for service delivery.
And more. Employee Benefits magazine notes the “increasing importance placed on reward by UK organisations and recognition of the role benefits have to play in supporting wider business objectives”3. A tiny, tiny percentage of your payroll budget would deliver real value in benefits. Benefits deliver real employee engagement.
In summary That’s it. Do these 3 things and you’ve cracked employee engagement.
1
WMAC list compiled by Hays and FORTUNE magazine March 2010
2
Thomsons Online Benefits – Employee Rewards Watch 2010
3
www.employeebenefits.co.uk/cgi-bin/item.cgi?id=10383
Benefits Connection from Asperity
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Employee benefits for all walks of life...
Truly flexible benefits mean understanding that your employees are individuals. It means enabling them to access exclusive discounts at a wide range of over 3,000 retailers at the same time as arranging their childcare vouchers, cycle to work or healthcare. It means they can check out the value of their benefits in one click with total reward statements whilst also nominating a colleague for a recognition award.
With Asperity’s integrated benefits platform Reward Gateway, flexible employee benefits means catering to your employees’ needs and lifestyles. So whether they’re into hiking holidays or the latest high heels, sportswear or curling up in their slippers with a good book, you’ll be confident that their benefits package has what they need, when they need it.
For more information contact us on 020 7229 0349 or visit www.asperity.co.uk
EMPLOYEE DISCOUNTS
CHILDCARE VOUCHERS
CYCLE TO WORK
HEALTHCARE
TOTAL REWARD
REWARD & RECOGNITION
CONCIERGE
SALARY SACRIFICE