Reward Strategy: The Alexander Mann Group

“PwC has created a realigned reward structure for AMS which will assist in attracting and retaining top talent to support the current rapid growth of the company. The new structure has had a direct measurable impact on the business supporting it to deliver a quality service and remain market competitive”

Rosaleen Blair
Managing Director
Alexander Mann Solutions

The issue

In the fast-paced world of recruitment, The Alexander Mann Group recognised that flexibility was the key to staying competitive. Following a significant change to their organisation to become a full-service resourcing consultancy, the Alexander Mann Solutions division of this leading international outsourcing specialist needed to revamp their reward strategy to attract and retain top talent. Being cost effective was also high on the agenda.

The challenge was to update the reward strategy, ensure payout was in line with business and individual performance, while retaining the motivation of key talent from both legacy and new employees – two very distinct groups.

Our approach

Alexander Mann appointed PricewaterhouseCoopers Human Resource Services following a competitive tender because they felt we truly understood the needs of the rapidly growing client. We had helped them through their organisational change and so also understood what was
important to the Group as a whole.

We started by gathering background information by conducting interviews with the management team and focus groups with the employees. We also benchmarked Alexander Mann’s existing pay levels against external data. Using our findings, we developed two possible strategic approaches to reward and presented these options to the management team. We then developed detailed policies for the chosen strategy.

Alexander Mann’s remuneration system was fragmented due to the inheritance of various terms and conditions under TUPE transactions. With the reorganisation, the emphasis had to change to harmonise and reward long-term account management. With our help, the company altered its basic
pay structure, changed the bonus pay structure and standard benefits.

The outcome

At the end of the project, Alexander Mann had a new reward strategy, which successfully met the needs of both groups of employees – those from the legacy organisation and the new employees.

One of the main challenges was the ambitious timescale set by the client, which meant that our project management skills were put to the test. The whole project was completed in eight weeks – delivered to time and budget.

Where previously commissions structures somewhat drove individual behaviours, employees were now recognised for their management skills, via a balanced set of objectives, with the company, staff and its clients all benefiting.

For more information about our services, please visit our Reward Strategy section.