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INSTITUTE OF PERSONNEL AND DEVELOPMENT
Employee Reward Assignment
Tutors: Kate Sheldrick/Mike Braithwaite/John Dunn
BUPA CARE SERVICES PAY AND REWARD SYSTEM:
ENSURING NO BIAS ON THE BASIS OF GENDER
Tonya Magennis
Contents
Summary
Method of Investigation
1. ... 0 The Current Pay & Reward Structure page 10
4.0 Equal Pay - The Legislative Framework page 12
5. ... 0 Conclusion page 16
Bibliography
Appendices
Summary
The focus of this report has been to analyse the job evaluation process and the pay and reward structure of BUPA Care Services, as to demonstrate that the system is free from bias on the basis of gender
As BUPA Care Services is largely made up of companies obtained through acquisition, there are several cultures and reward systems inherited through the Transfer and Undertakings and Protection of Employment (TUPE).
For the purpose of this report I shall concentrate on the BUPA Care Services job evaluation and pay and reward systems.
This report recommends changes to the current reward systems where appropriate.
Method Of Investigation
The investigation was carried out by the use of notes made from lectures held by Kate Sheldrick, Mike Braithwaite and John Dunn on Employee Reward at Huddersfield University 2000, and from research of recommended journals and publications. ... Also certain levels of staff including care assistants and house keeping services receive minimum pay and leave entitlements in line with legislative requirements. ... 4 BCS Pay and Benefits Policy Supporting the Business Strategy
The current business strategy of BCS is to expand and further develop its portfolio of care services by becoming more competitive through delivering higher levels of care and cutting costs. ... One of the most important elements of this integration is the Reward strategy.
The aim of BCS pay and benefits strategy is to:
Attract and retain the people necessary to develop and implement the corporate strategy, and to motivate them to do so, at a cost which is affordable and commensurate with the contribution of the employees concerned.
BUPA will develop equitable reward systems which will recognize and reward performance, the acquisition of new skills and knowledge, appropriate managerial behaviors, teamwork and flexibility. ...
We as an organisation also have a responsibility as well as legal obligation, to ensure that we reward equally and fairly to each individual irrespective of gender. ... 1 Gender Bias
Discrimination and gender bias arises because women tend to be concentrated in lower paid jobs and have fewer training opportunities. ... 2, BUPA pay the minimum wage and holiday entitlements in line with legislative requirements to certain levels of staff including carers, domestics and cooks. As an organisation therefore we maybe operating a system, which is enforcing rather than combating gender bias. ... 1 The Purpose of Job Evaluation
Job evaluation is about valuing work and provides a rational basis for designing and maintaining a fair and justifiable pay and reward system. The importance of job evaluation cannot be underestimated when trying to create a reward system. ... All organisations must make decisions on rates of pay and those decisions are based upon judgments about relative job values within the organisation or on market imperatives or perceptions.
To have a job evaluation process aims to ensure an orderly and logical structure, which enables the management of relativities (the importance and contribution of each job role) within the organisation, and minimize potential equal pay claims. Organisations that cannot demonstrate formal job evaluation, arguing it is better in terms of flexibility and non-bureaucracies will have little or no supporting evidence of non-discrimination in equal pay claim cases. ... 2 Analytical or Non Analytical Methods
In order to achieve a reward system free from gender bias there must be a systematic, analytical and structured approach to job evaluation. ... They do not evaluate the jobholder or take reference of the roles current rate of pay or grade. ...
The system used by Hay is analytical and relies upon point scoring for a number of factors such as knowledge and training, and through this the job is measured and ranked accordingly. ... 4 Gender Bias in Job Evaluation
There is no such thing as a non discriminatory job evaluation scheme states Sue Hastings (1989). ... 5 Benefits of using Proprietary Banding
There are several benefits in BUPA using a specially designed scheme and these can be listed as follows:
· The consultants aligned the points system with our culture, values and the factors we see as important to in our jobs and the people who hold them. ...
· As the system used by Hay is analytical, it can be used in evidence against an equal value claim.
Whilst the above points demonstrate we as a company have utilised a logical and comprehensive process of job evaluation, having a bespoke system also draws criticism. ...
· Cost
However, the benefits outweigh the negative aspects of a bespoke system. ... The time, administration and cost of delivering such a system in-house would have been just as costly if not more so than the Hay consultants. ... Also by using an outside party, inherent opinions or discriminatory bias were less likely to be transferred to the new system. ... 0 The Current Pay Determination and Pay Structure
3.1 The Pay Structure
Following the job evaluation process as detailed in section 2, the current salary structure in place within BUPA is one based upon salary bands known as an Individual Job Range Structure. ...
The Individual job range structure defines a pay range for each job which includes a minimum, median and maximum figure. These give clear guidelines to managers controlling the amount of base pay allocated for new employees, salary reviews and promotions.
The benefit of a graded structure is that they provide a framework for managing relativities and for ensuring that jobs of equal value are paid equally. Armstrong Employee Reward pg 214
3.2 Pay Determination
The reward structure is capable to a degree, of adopting to changes as demanded by the external environment such as market changes, the economy and skill shortages.
Approximate Word count = 4871
Approximate Pages = 19.5
(250 words per page double spaced)
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