RBI

Their challenge

The RBI footprint contributed to developing a disperse employee population and the team had identified their current reward model was ineffective in delivering the softer and more engaging elements of recognition, and those likely to trigger a sense of advocacy in their employees about RBI as an employer. The challenge was to create a single recognition tool spanning its global business, ensuring that all demographics and cultures could engage in and participate in the scheme. Particular emphasis was required on increasing engagement and employee retention among younger (Gen Y) employees. In addition to the global / cultural differences, gender and age differences varied greatly both regionally and by business function.

Our solution

Through a number of employee recognition workshops we explored what the current scheme offered, where it worked, and where it actually cut across other messages in the business. We also conducted some paired comparison survey work to allow us to look at what employees of each demographic would really value and what they might be interested in as a new approach.

The outcome

Work was then conducted to design an exciting, incentivising, but easily understood recognition elements that would be cost effective, high impacting and simple to manage . A simple recognition cost modeller was then developed to ensure the cost implications were established  and once agreed we focused on successfully landing the project. Working with HR, the Reward team and a selection of Senior Stakeholders we developed a tool box with a set of guiding principles and hierarchy of approaches that had something for all ages, cultures and stages in careers to ensure inclusivity and incentivise and reward in a way that was meaningful. Managers and employees were walked to help them understand how the scheme worked and how they would benefit from it. Finally we established clear reporting metrics including informal measures to ensure performance was effectively monitored an ongoing basis.