This publication is aimed at councils considering their approach to reward to help them frame their reward strategy in the context of their organisational challenges
The reductions to local government funding during the 2010- 15 Parliament compelled local authorities to explore alternative forms of service delivery in order to reduce costs and generate new revenue streams (Sandford, 2016) and the need to ‘do more with less' means that there is strong pressure on all local authority service models to ensure that reward spend is optimised.
These pressures and changes have implications for councils' reward strategies and how they attract and retain staff to ensure optimum performance (LGA, 2012). So, whilst many councils remain wedded to national bargaining (and for good reason), others will consider local initiatives as necessary to meet their organisational objectives.
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