Content area
Full Text
Article Type: Rewards From: Strategic HR Review, Volume 8, Issue 3
Short case studies that demonstrate best practice in rewards
G4S Security Services (UK) employs 15,500 people throughout the UK, working with a wide range of public sector and commercial clients, including 41 of the FTSE 100 companies. It provides specialist security services to over 5,000 customers across a range of sectors including retail, government, facilities management, financial, events and transport. With employee engagement, recruitment and retention at the heart of everything we do, G4S has identified the importance of developing, and communicating with a confident and competent workforce. Our HR department has driven a number of innovative changes within the organization, including the development of specific employee benefits and recognition schemes, designed to add value to our employees' working experiences.
Reward and recognition strategy
We use a broad range of initiatives to develop and sustain employee loyalty, including our reward and recognition (R&R) strategy. In order for our employees to have confidence in G4S as an employer of choice, it is important that we do not merely operate a "one benefit scheme fits all" strategy. We have a diverse workforce with a range of needs, wants and motivations. We therefore adopt a targeted approach to the development and implementation of our R&R strategy by aiming to implement schemes where employees have a choice of how they wish to be rewarded and/or recognized, so that it will meet those needs, wants and motivations. If there is no perceived benefit to employees they will not be engaged in the scheme, or they will continue to not feel valued, rewarded and recognized despite receiving something as it has no value to them.
The majority of employees are spread across a number of customer sites and the key challenge is to wholly engage those employees who, on a day-to-day basis, have more interaction with the customer than with...