Projects – reward policy

When two large telco operators merged we advised them on harmonising their terms of employment. We were also asked to map out the differences between the reward schemes, make cost calculations at individual level and advise the organisation on the implementation costs for the harmonised package. The project did not end there. We also drew up new arrangements and assisted the organisation with communications relating to the new package and negotiations with the two works councils.

Other recent projects on reward-policy:

  • Harmonise the variable reward schemes for commercial positions at a financial services provider.
  • Advice to International Supervisory Boards regarding Executive Remuneration packages in various sectors. (i.e. Financial Services, FMCG, Manufacturing)

Contact us if you want to know what we can do for you: +31 (0)30 737 09 82 or Lianne Hamstra +31 (0) 6 39 490 250

Credentials

Client: Ziggo and UPC

Question: set up a new terms of employment package (harmonisation)

Duration: 9 months

When Ziggo and UPC merged in 2015 we advised them on harmonising their terms of employment and assisted them with implementation. Hamstra & Partners offered advice on setting up a new employment terms package for the merged Ziggo. We were also asked to map out the differences between the reward schemes, make cost calculations at individual level and advise the organisation on the implementation costs for the harmonised package. The project did not end there. We also drew up new arrangements and assisted the organisation with communications relating to the new package and negotiations with the two works councils.

Client: Pink Elephant

Question: develop a new job classification system and reward policy

Duration: 9 months

We started off this project by mapping out the job classification system and the various positions. Subsequently we carried out a reward benchmark and organised a discussion on the ins and outs of the new reward policy. We assisted the organisation with communicating and implementing the new reward policy and aligning it with their performance management policy.

Client: Ahoy Rotterdam

Question: develop a new reward policy and improve our performance management

We kicked off by organising an inspirational session for management. What would be a suitable plan for an organisation like Ahoy when it comes to rewards and performance management?” This discussion was the start of the project. Subsequently, we looked at position structure and job classification. We also conducted a benchmark and developed a new reward policy in close collaboration with the executive team.

Client: Unit4

Question: help us catalogue and analyse the various variable reward schemes

Duration: 4 months

On behalf of the client we literally went through every personnel file in order to systematically map out every existing arrangement, including individual arrangements. This overview formed the basis for a new, harmonised variable reward policy.

Client: Marel

Question: develop and design a global job classification system for our top 200 employees

Duration: 12 months

Marel, an Icelandic company that builds food-processing machinery, asked us to develop a position classification system and reward policy for its global organisation. The Icelandic, Scandinavian, Anglo-Saxon and Dutch organisations should be able to get behind this ‘global’ framework. We kicked off by making a job classification model using ‘level descriptors’. The next step was to benchmark all salaries. An additional challenge was to find a way in which salaries could be compared to those in the dynamic Icelandic market. We had many discussions with the executive team on reward philosophies and starting points for reward policies. In a year’s time, we developed and implemented a completely new global reward model.

Client: Royal HaskoningDHV

Question: come up with a creative, innovative reward policy that is better suited to the future of our company

Duration: 2 months

Client: Delta Lloyd

Question: harmonise the variable reward schemes for commercial positions and act as external project manager

Duration: 6 months

The board of directors commissioned Hamstra & Partners to help Delta Lloyd’s commercial division harmonise a wide range of variable reward schemes into a single scheme. We had to deal with a large number of schemes and stakeholders, due a complex history of bonus arrangements. After six months we presented them with a new, harmonised variable reward scheme.

Client: Theme park Slagharen

Question: help us compare the various collective labour agreements so we can decide which one is the most suitable

Duration: 2 months

Hamstra & Partners carried out a qualitative and quantitative analysis of four possible collective agreements and calculated the costs for Slagharen’s current and projected work force. Slagharen used this analysis to opt for a collective agreement that best suited the theme park in terms of costs and content.