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Reward in Haileybury Astana, Types of benefits HAS offers, Contemporary…
Reward in Haileybury Astana
Main competitors
Locally
Local International school
QSI
Miras
Spectrum
Local Kazakh schools
NIS
Globally
British school brands (245)
Dulwich college
Kings College
Marlborough College
GEMS
Brighton College
Kent College
St George's
Others
National
Almaty International schools
Haileybury Almaty
QSI
KIS
Organisation's goals
To provide the community with an educational experience which enables the students to fulfil their potential academically, physically, culturally and socially within a global and future context.
To develop pupils who are resilient, creative, independent, courageous, inquisitive and reflective in all that they do in a safe and caring environment.
To encourage these habits through a curriculum which covers a broad and balanced range of subjects, co-curricular activities and special events.
To develop pupils who always try to understand the difference between right and wrong; their rights and responsibilities as global citizens and the need to give back to society, while encouraging both self-awareness and teamwork.
To reflect in ethos and activity the traditions, values, heritage and cultural diversity of the Republic of Kazakhstan and of Haileybury Schools and a commitment to intercultural and international learning.
To provide a technologically rich environment with successful academic outcomes achieved through strong teaching and learning.
Benchmarking employees
Teachers and academic teams recruited from overseas are benchmarked against international school packages
Lower skilled administrative and support functions like office functions, maintenance, catering and cleaning staff are benchmarked on a local level.
Pay grading and Pay structures
Administrative staff are on 'job families' pay grades and these are based on department functions and seniority on those departments. For example accounts, IT and HR.
Academic staff are on a fixed pay structure that is based on length of experience in the profession measured in years. Pay rates stop increasing after 10 years of experience. Additional responsibilities carry 'add-on' salary allowances, for example, leadership or coordinator roles. Academic staff also receive an end of contract gratuity payment, housing allowance and transport.
Does your chosen company have different pay structures and pay grading processes, depending on the type of work people do? For example, you often find senior managers have their own pay structure and grading processes.
Support staff are on 'spot rate' salaries for their role, for example cleaners, maintenance and catering staff are on rate for the job, with a higher fixed salary for team leaders.
Measuring jobs for market value
HAS researches competitor schools job advertisements to benchmark salary packages. The competition is global with applicants primary reason for working overseas for travel and exploration. International schools advertise in annual cycles. Third parties carry out market research each year and international schools can access this research through organisations like COBIS.
Types of benefits HAS offers
Welfare Benefits
expected by employees (often statutory minimum)
Holidays
Sick leave - occupational sick pay
Maternity, paternity and parental benefits
Childcare - creche
Global health insurance
Councelling
Compassionate leave
Pensions
Health screening
Wellness
Work-related
Accommodation allowance / subsidised rent
Relocation expenses
Travel to work provision
Staff parties
Tea/coffee - free :
Training and career development
School meals / subsidised canteen
Return flights
Use of gym and sports facillities, employee clubs (yoga), pub quiz, football Fridays...
This includes working hours & leave, skills development, food & beverage, and employee clubs, activities & gifts.
Status
private education of expatriate teachers' children
private medical insurance - global
Purpose
Strategic role in wider HR policy such as recruitment, retention, motivation and performance.
increase committment
provide for employee personal needs
demonstrate 'good employer' image
attract and retain staff
Provide a tax-efficient method of remunerating
Benefits are not wages for time worked
employees satisfied with family friendly benefits are less likely to leave the organisation
Indication that employers who provide work-life balance benefits experience improved productivity
Link between healthy workforce and productivity
demonstrate employer is genuinly concerned for welfare
Increase awareness of cost effectiveness of benefits
Considerations
Hygiene factors - absence may have a negative effect in terms of recruitment and retention
Benefits only link to performance if the workforce values them
Preference will probably relate to demographics
employers should have clear and transparent policies concerning entitlement to benefits
Salary sacrifice
external comparisons with the market will be essential to remain competitive
Functional culture
Is highly organised and bureaucratic, with clear lines of authority and accountability (loc7493)
HAS pursues a quality-focussed strategy and (loc7668) more likely to offer a large range of different benefits.
Employee benefit choices can be informed by strategic business orientation and can have an impact on employee outcomes and behaviour.
List of issues
who should be protected or benefited?
how much choice should employees have?
how should benefits be financed?
Are the benefits legally defensible?
Contemporary Reward Theory Essay
Contemporary theoretical approaches
Yes
No
?
Herzberg two-factor theory
Hygiene
Salary
Safety/security
Status
work conditions
Supervision
Interpersonal relations
company policies
Motivation
recognition
Achievement
work itself
Growth
Responsibility
Advancement
Consider
Psychological; cognitive, history
free will and action
motivation and action.
