MY ROLE HAS THREE KEY AREAS.Firstly, I lead the reward strategy; ensuring the rewards systems and processes are designed to reflect best practice and are embedded in the business. I also lead the company learning strategy; ensuring our global learning plan supports our five-year business plan, underpinned by an appropriate evaluation framework. Lastly, I’m a member of the regional leadership team, leading the HR function in the Asia-Pacific.
WE HAVE A SMALL TEAM THAT GIVES A GLOBAL REACH TO OUR 1,800 EMPLOYEES ACROSS SIX LOCATIONS.Our recent employee engagement surveys were very positive, scoring 87% and 89% across two main studies. Our universal benefits apply regardless of status or seniority, our benefits benchmark well against the marketplace in terms of car provision, health cover, life assurance and access to our products, and coupled with year-on-year pay increases and long-term incentives, it makes for a compelling employment proposition.
WE HAVE MORE WORK TO DO TO TELL OUR STORY AS AN EMPLOYER. While our brands are well-known, I think we are still (as a distillery) something of a well-kept secret on the employer branding front. We love attracting ‘rare characters’ and, although there are bigger and wealthier competitors, we give our employees a chance to take on more responsibilities, enjoy a varied workload and create a great reputation, which is recognised.
REWARD STRATEGIES HAVE TO START WITH AN UNDERSTANDING OF THE OVERALL BUSINESS STRATEGY, and where reward can play a full and constructive part in realising the ambitions of the company. In practical terms, that can range from measures and interventions that make your organisation somewhere that people want to join and remain in. As a reward professional, you must be alert in terms of what is happening in the marketplace. It’s also about assessing how costs can be managed and controlled sensibly, not just looking at the next quarter but the long-term too.