Case Study 1

  Company Salary: £43 million
  Timescale: 2 Years
  Salary Scale: £10k to £100k

A major company required a reward strategy to support its development through a significant change in business culture. Performance Management, Performance Pay, Market Pricing, Pay Structure, multi-level bonus schemes, incentive schemes, recognition schemes, reward guidelines and processes; managing operational projects such as Annual Bonus Payment, Annual Salary Review and the roll out of initiatives such as flexible benefits would all be required within 2yrs of the commission.

ashworthblack undertook to design, develop and implement the project on time and at a competitive cost to the client. At the implementation stage ashworthblack wrote the training material, trained the trainers and took the lead in training the rest of the company, including the executive. ashworthblack were also closely involved in the consultation process with the recognised unions on all aspects of the pay and reward review.

ashworthblack

• planned in detail using project planning tools
• ensured adequate resourcing with the appropriate people & associated skills
• co-ordinated with the business plans of the various areas of the company
• monitored continuously to ensure deadlines and quality were met
• evaluated to ensure that improvements and cost savings had been made
• highlighted and costed financial and business impacts of potential risks, and recommended contingency plans.

Case Study 2

An International company was an amalgam of 7 companies selling specialised products worldwide, each had a different salary and benefits structure, a different culture and a different location within the UK. The differences in salaries and benefits were particularly marked within the Senior Management Population, a group of some 150 highly technical, professional or executive staff. Ashworth Black were contracted to help the company resolve these issues.

Working closely with the HR and Finance Directors, a bespoke analytical job evaluation system was designed. This system used factors which were particularly relevant to the industry, and the technical and professional managerial roles. All of the roles were then evaluated using the system and from the hierarchical ranking of scores a new pay structure was designed and implement and the benefit structure, including the particularly sensitive issue of company cars, overlaid.

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