Our approach

EBRS brought together employee feedback, analytical job evaluation, market evidence and financial modelling to develop a practical structure suited to the charity.

a) Listening to employees

We designed and conducted an online employee reward survey, receiving responses from two-thirds of the employees. The results were collated and reported in an aggregated form to protect anonymity.

The survey explored employee views on the existing pay arrangements, pay progression, performance management, benefits, development and recognition.

The findings highlighted areas where employees wanted greater clarity and consistency. They also helped the charity understand which benefits were most valued, where awareness was limited and what employees wanted the review to address.

This ensured that employee feedback directly informed the development of the new arrangements.

b) Evaluating roles and designing the structure

We analytically evaluated roles using the EBRS Role-Check job evaluation system, assessing the requirements of each job rather than the capabilities or performance of the individual undertaking it.

The results provided a consistent basis for comparing roles across different teams and functions. Roles were grouped according to their size and characteristics to form the basis of a new organisation-wide grade structure.

We also developed a job matching framework defining the expectations at each level. This gave the charity a practical method for assessing new and changed roles and helped establish clearer links between role requirements, employee development and its emerging competency framework.

c) Benchmarking and modelling the pay arrangements

Once the internal structure had been established, we benchmarked roles using evidence from the not-for-profit, health and wider employment markets.

Rather than relying on job titles alone, we considered the responsibilities and assessed size of each role before selecting relevant salary data, advertised vacancies and recruitment evidence.

We then developed a detailed pay model bringing together:

• the role assessments and proposed grades;

• external salary benchmarks;

• existing salaries and pay arrangements;

• alternative salary ranges;

• implementation costs; and

• the effect of different options on individual employees.

This enabled the charity to test the affordability and fairness of the proposed structure before deciding how it should be implemented.

We also reviewed the employee benefits package, drawing on employee feedback and external comparisons to identify practical improvements.

d) Implementation and outcomes

The new grades and pay scales were successfully introduced across the organisation. The project resulted in:

• one consistent organisation-wide grade and pay structure;

• clearer relationships between roles and salary levels;

• improved clarity around role expectations;

• stronger links with the developing competency framework;

• clearer opportunities for employee growth and development;

• improvements to the benefits package, including paid volunteering leave; and

• a range of pay increases across the organisation.

The new structure also provided a consistent foundation for future organisation-wide pay awards.

EBRS presented the work at an employee away day, explaining how employee feedback had been used, how roles had been assessed and how the new arrangements had been developed.