On 3rd November the annual post-survey event for the QCG Project Management, Engineering and Technical Roles Survey took place. This event provides a space for survey participants to network with each other, discuss topical issues, and explore key findings from the survey.

This highlights document provides an overview of key discussion points on the day.

Budgets and pay awards

Survey participants discussed that budgets and in-year spends are being monitored more closely now than ever due to the financial consequences of COVID-19. A greater focus on educating and guiding managers on managing their budgets is playing a part, balanced with an increase in accountability on the spending of budgets through examining and reporting requirements.

In relation to plans for next pay awards, organisations are predicting a cautious outlook, with the picture quickly changing from COVID-19 related developments. However budgets end up, organisations outlined a shift towards a more targeted approach to specific employee populations, for example, high performers, lower earners etc.

As a result of likely lower pay budgets for 2021, our view is that organisations ensure the following:

1. Keep it fair

• It is vital that organisations ensure that there is full transparency and fairness of the guiding principles used for pay decisions across the organisation.
• By ensuring these guiding principles are clearly communicated to employees, they are more likely to be understood by employees, meaning organisations can go a long way to enhance the perception of fairness in these times of uncertainty. This in turn can minimise the threat of employee disengagement as a result.

2. Focus on the ‘total’ reward package

• It is easy for organisations and employees to forget about the value of their total reward package.
• This oversight can be bridged by producing total reward statements for employees which indicate the monetary value of each element of the reward package.
• This, in conjunction with communications on guiding principles, ensures employees are aware that although the organisation may not have a large budget to play, the overall value of their reward package can still be seen as attractive.
• Consequently, this may encourage further uptake of benefits on offer and will work to reduce pressure on pay arising from tighter pay budgets as a result of COVID-19 – all having a positive impact on recruitment and retention.

Looking more broadly than gender pay?

Attendees highlighted that gender pay is high on agendas, as well as ethnicity, following an apparent increase in requests for such analysis. Organisations are still calculating gender pay gaps even with the requirement postponed for this year, but attendees are faced with barriers in relation to the ability to gather data, especially for ethnicity.

Despite this challenge, it is important to capture demographic information to ensure that organisations have adequate insights to tackle any potential underlying causes of inequality in various areas of the business, e.g. recruitment, retention and pay/career progression.

In light of the GDPR regulation back in 2018, some employees will be concerned about why personal information is gathered, and how it will be stored. It is crucial to ensure employees are aware of the reasoning behind the collection of such data as well as the action plans that are in place in light of the results, showing a commitment to change in a transparent manner.

In line with the emphasis being placed on ensuring reward changes do not have a disproportionate impact on any protected characteristic, QCG are now providing Equality Impact Assessments. You can find more information about this here.

Employee recognition

As a result of the remote working environment placed upon organisations from COVID-19, attendees indicated a move of recognition processes to online channels through multiple creative means such as virtual award ceremonies and e-cards.

Recognition is a vital part of the reward piece in having a positive impact on communications, wellbeing and overall engagement, particularly in the anxiety provoking times we are in. The challenge we face is the ability to keep it personal and authentic in a non-personal, virtual world.

Participants reported that rewarding high performance does not have to be monetised. Non-cash rewards, can be as – or even more – effective as traditional bonus awards, and can be used to supplement the approaches outlined above.

Examples of non-cash rewards include the following;

• Vouchers;
• Team get-togethers e.g. meals;
• Praise from immediate managers;
• Leadership recognition e.g. one to one conversations with senior stakeholders;
• Employee awards e.g. certificates;
• Gaining additional annual leave days; and
• Funding of professional and industry related training courses.

Now more than ever, recognition tells employees their contribution is valued, great performance is communicated across the organisation, and companies are committed to keeping their employees engaged through these difficult times – even if other areas of their reward package are under pressure.

The QCG Project Management, Engineering and Technical Roles Survey is the most reliable source of specialist reward data in the sector, including policy, salary and benefits data from leading organisations. For additional information about QCG or the survey please contact Peter Fairchild on ku/oc/gcq//retep.