High tech company with 800 employees in USA, including 120 managers.
After two years of no increases, the annual merit granted was not well-received by team members. There was a perception that their salaries were below market, and that the process to determine pay was 'a black box' with no transparency.
How does HR arrive to those annual merit numbers, and how can we communicate that to the rest of the employees?
A workshop was developed to train first line managers in the foundations of total rewards.
Better alignment of first line managers with the Total Rewards philosophy. Line managers were able to use this philosophy to better understand the workers’ needs, resulting in higher employee morale.
Two weeks to facilitate eight sessions, plus five days to develop training materials.