-75%
Solution
Reward management involves taking into account the business environment outside the organisation since its effectiveness and responsiveness may change over time. PESTLE analysis reveals significant macro factors in the political, economic, social, technical, legal and environmental environment that may impact on reward decisions (CIPD, 2023). In the context of reward, there are three main aspects of PESTLE that can influence Eco-Insulate: legal factors, economic factors and social factors.
Legal factors
Contemporary UK equality legislation including the UK Equality Act 2010 requires that people in equal employment positions should be paid equally regardless of their personal characteristics like gender or race (ACAS, 2024). This guarantees the company’s reward strategies of compliance by auditing pay levels frequently to avoid cases of gender, ethnic, or disability compensation disparities that affect Eco-Insulate. In addition, starting pay rates, salary progression, and benefit entitlements are others for which the company analyses to ensure equal treatment across the demographics. Not paying attention to the legal requirements may lead to costly tribunal claims and adverse impact on the business image as an equal opportunities employer. Equality regulations are therefore such that when Eco-Insulate gives careful consideration, it influences how it designs the remuneration packages and implements them.
Economic factors
It is possible that the economic situation changes, and the need for services offered by Eco-Insulate decreases, and the company needs to be able to adapt to such changes. In such cases, reward strategies should be designed to acquire vital skills as well as create room for cutting down working hours or implementing short-time working if the need arises due to economic challenges. Thus, variable pay could be useful here by its connection to business performance. According to Biys (2024), a labour market that is becoming more competitive might also mean that salary pressure becomes more intense, and that is why non-salary incentives gain relevance. For instance, paid vacation, medical and other insurance, and pension could be strategic in employee attraction and retention, especially when the company experiences a shortage of workers.
Social factors
Social concerns such as wellbeing and work-life balance aspect have an impact on the attractiveness of jobs. Benefits such as flex-time can be used to attract families and older employees to join the Eco-Insulate team. The youth also prefer convenient benefits for compensation rather than pay. Recognition programmes targeting social media enhance participation from a diverse workforce. Analysing changing social values helps to create liberal, diverse reward that will lead to staff satisfaction and reduced turnover (Hammer & Palmgren, 2019). For example, focus can be made on the provision of the competitive health insurance, additional paid parental leave or volunteer time off to enhance the health of the employee.
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