Reward is based on role and contribution, and on changing the emphasis in pay setting from past behaviours and time served to current contribution and the application of skills/capability.
Reward is closely linked to business performance, individual contribution, achievement and the external job market.
The focus is on delivery, service, leadership, management and skills development, in a way that aligns the reward strategy with shifting business priorities.
Career progression is clarified with the aid of skills frameworks and careers champions in each professional area.
This e-reward case study examines the drivers for change and the development and implementation of new skills-based roles and reward. It also examines how the Met Office plans to bed down this new structure in the context of public sector pay restraint.
Employees: 1,900 around the world.
Business activities: The Met Office is the UK’s national weather service, with a long history of weather forecasting and two decades of more recent activity in the area of climate change. It is a trading fund within the Ministry of Defence (MOD), operating on a commercial basis under set targets, determined by a Met Office Owner’s Council, chaired by the Under Secretary of State for Defence.
Trade union: Prospect operates within the Met Office on a single-table basis with a “significant level” of staff membership.