It is almost universally accepted by pay and reward practitioners that not all people are driven by money and only some prioritise pay over, for example, job satisfaction. So, how does this tie in with the government’s plans to reform Senior Civil Service (SCS) pay?
Now that the 5th April 2018 deadline has passed, and more than 10,000 firms have published their gender pay gap reports, the BBC is reporting that the figures show that at the mid-point (median) the pay gap between men and women was 9.7%.
Why is it, that when organisations are looking for assessment consultants for their selection or development initiatives, do so many of them focus on what tools the consultants have?
The ONS have recently announced that the gender pay gap for full-time employees of all ages in 2016 was 9.4%. Although a vast improvement on 1997 figures, has the picture really changed for women in the workforce? And is your business ready for the new regulations?
In the early days Beamans had a niche offering that required a distinctive and easily recognisable brand. And so the distinctive B became our emblem. How much has changed in the world and at Beamans since those heady days in 1995!
For too long most organisations have looked at recruitment as being a necessary, but mundane, administrative process to manage the vacancy to appointment process. A rethink is needed and professional football clubs are waking up to the fact.
Over the past decade mergers of Government Departments, Agencies, NDPBs and regulatory bodies has become a commonplace occurrence. Yet there is surprisingly little commentary on pay management and reward.
Preparing for an Autumn Spending Review which heralds further, deeper cuts will be no easy task. With the low hanging fruit already picked, there is no doubt that trickier and more fundamental changes will be necessary.
2015 marks the 20th anniversary of Beamans. A lot has changed in that time, so we asked Michael Bourke – one of the original founding members – for his thoughts on the last 20 years in consulting.
In the light of the end of pay progression, how do you frame something robust enough to support the link to pay – whilst encouraging individuals to contribute to your business success?