1 / 8

Ownership, performance and reward at RCU - what works for us

Ownership, performance and reward at RCU - what works for us. Gordon Aitken, Director RCU. About us – briefly!. Colleges and training companies. Private sector clients. Customer surveys; staff surveys; market analysis; data mining; labour market info;

yen
Télécharger la présentation

Ownership, performance and reward at RCU - what works for us

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Ownership, performance and reward at RCU - what works for us • Gordon Aitken, Director RCU

  2. About us – briefly! Colleges and training companies Private sector clients Customer surveys; staff surveys; market analysis; data mining; labour market info; stakeholder perceptions; income generation; customer relations management.

  3. Previous Model (2002-April 2009) • Managing Director • Deputy Director • EBT nominee • 2 Non-Execs • Right to attend for all other staff • Salary bonus (equal for all staff) • EBT group benefits (caravan, events) • Reinvestment

  4. Current Model (April 2009 onwards) • Share Ownership • 17 voting shares awarded after 1 year’s service. • 6745 capital owning shares (and 900 options) – 60 per year of service. • Managing Director • 3 Exec Directors (Elected A shareholders) • 3 NEDs • Right to attend for all other staff • Dividend (equal for all staff) • Staff Benefits Budget (group benefits) • Reinvestment

  5. So what’s changed? This is what colleagues say Click here (you need to be running slide show)

  6. Remuneration Structure

  7. Benefits and (Potential) Problems Benefits Potential Problems • Initial legal/tax cost • Slower decision-making • Risk of “free riders” • Disenchanted “top performers” • Small company model – James Meade (1975) “employee-shareholder enterprises” c30? • Collective enterprise • Motivation/innovation • Cost control • Self-adjusting remun. • Peer group impact • Reduced mgt cost • Recruitment • Transparency • Development spur • Longer perspective

  8. Final thought • No structure works without genuine employee involvement ... but most structures will work with it.

More Related