Performance, motivation and reward

Performance, motivation and reward policy

NWL is committed to achieving and maintaining high levels of performance and motivation across the organisation at all levels. We are dedicated to recognising and rewarding our employees, whether as individuals or as a team, for their achievements and contributions, and have systems in place to support this.

We are dedicated to the principle of equal pay for all employees. We seek to have a salary system that rewards performance and is fair, equitable and consistent for all employees. It is in the interest of the employees, and therefore the company, to ensure that we have a fair and transparent pay system. Our objective is to identify any anomalies that impact upon pay and to take appropriate remedial action. 

We will ensure that all employees have access to a wide range of benefits; in additional to their salary, which are varied, flexible and rewarding.

Performance, motivation and reward action plan

• Continuously develop performance assessment for all individuals on an overall basis which is discussed and agreed as part of the performance appraisal with measurable targets and objectives in place.

• Performance management training to be provided to managers and team leaders to enable them to support and encourage people who are continually performing at a high standard, whilst  equipping them to continually improve every  individual’s performance so they reach their full potential and contribute to NW’s overall targets and objectives.

• Carry out an annual employee attitude survey and ensure feedback is acted upon and incorporated into an action plan, which is communicated to the workforce and progress against the plan is measured.

• Issue statements annually showing the value of our employees individual reward package provided by NWL.

• Carry out a 3 yearly review of our salary data comparing to the market place to ensure we remain competitive and retain our best people.

• Annual review of our employee benefits scheme, mybenefits, to ensure provision of added value benefits and to encourage further take up by highlighting the benefits in a comprehensive manner

Performance, motivation and reward KPIs

• Annually review employees with potential, identifying candidates for Management Development programmes.

• Annually monitor key measures from the employee attitude survey and by March 2010 realise improvements in response rate, management skills feedback and job satisfaction.

• Reward mechanisms reviewed and the overall approach to effectively recognise high levels of performance will be confirmed by March 2009.

• Improve take up of mybenefits to 25% of the workforce by March 2009.

Performance, motivation and reward case study

NWL Minimum Wage

NWL applies an internal minimum wage threshold for most employees, which is more generous than the National Minimum Wage and which is uplifted each year in line with RPI. 

Added Value Allowance

The added value allowance is an annual sum of money which recognises skills and abilities regularly deployed by employees which are above and beyond their normal role expectations, for a defined business benefit.   An annual assessment process identifies employees who are eligible to the additional payment.

Mybenefits

Now up and running for over two years, the mybenefits scheme is proving increasingly popular, with more and more employees taking advantage of salary deductible benefits such as childcare savings, buying and selling annual leave entitlement and the purchase of great value shopping vouchers.

The 2007 scheme is now in place and, with it, we've introduced some great new benefits including generous discounts on RAC cover, a Christmas savings club, discounted bikes for the family and unbeatable savings on top brand electricals with online retailer EmpireDirect.

We have negotiated some very good deals at minimal cost to the company. This range of offers comes as a direct result of listening to feedback from the recent employee survey.