Ownership performance and reward at rcu what works for us
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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;

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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

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.


Previous model 2002 april 2009

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


Current model april 2009 onwards

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


So what s changed this is what colleagues say

So what’s changed? This is what colleagues say

Click here (you need to be running slide show)


Remuneration structure

Remuneration Structure


Benefits and potential problems

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


Final thought

Final thought

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


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