NB: To be eligible for this accolade, an individual must be a practising reward, benefits or HR professional who has not won this award in the past three years and has more than five years’ experience. Individuals who work for an organisation operating in the HR, benefits or reward industry, such as benefits providers, advisers and consultants, are not eligible for this award.

For anyone with less than five years’ experience, please enter the Rising Star category.

We want to know:

• Who comes to mind when you think of an outstanding benefits or reward professional?
• Are they known for championing a particular issue or cause either within the industry or more widely?
• What makes this person stand out within the industry?
• Why is this person someone to turn to for guidance and/or inspiration?
• How have they made a real difference either to employees or to their peers?

The judges will be looking for details of the individual’s achievements and how they have made a difference through their work in benefits, reward and/or HR.

We want to know:

• Who is in your team.
• How the skills and talents of each member played a crucial part in the effective delivery of your benefits strategy.

Using examples of strategies and day-to-day work, we would like you to demonstrate how the collective achievements of team members have led to the results achieved. This must focus specifically on the area of benefits, rather than the wider HR remit. For example:

• What makes your team stand out compared to other organisations in terms of its benefits-related work?
• How has your teamwork impacted HR or business strategy?
• How have you set up your team’s benefits strategy and job roles in order to support your organisation’s needs?

We want to know:

• How the skills and talents of this team member have played a crucial part in the effective delivery of the organisation’s benefits strategy.

Using examples of strategies, initiatives and day-to-day work, we would like you to demonstrate how the achievements of a specific individual have contributed to the results achieved. For example:

• What has this individual done to distinguish themselves early in their career?
• How has their input impacted HR and/or business strategy?

For example, in terms of:

• Improved staff recruitment and/or retention.
• Increased productivity.
• Improved staff engagement.
• Reduced absenteeism rates.
• Staff buy-in for a specific/one-off project or organisational aim.

Strategy: 

In this section you should explain:

• your benefits strategy (all benefits, not just a single benefit).
• why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• how they fit with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals
  

Most effective benefits communications strategy

NB: This entry will be judged solely on the communications materials submitted to support this entry, rather than the benefits strategy itself.

You must supply examples of all communication materials mentioned in the entry.

Entries that do not include accompanying communication materials will not be judged.

The winner of this category will demonstrate an effective and innovative approach to benefits communications, be it face-to-face, print, social or digital media.

Your campaign could have been focused on a one-off benefits promotion or a whole benefits package.

The judges will be looking at:

• What media was chosen and why.
• The costs involved.
• Who put the communications strategy and materials together; for example, was this done by an internal team or external provider?
• Why the media and strategy were appropriate for your workforce
• How did the communications campaign help the organisation to meet the overarching aims of its benefits strategy?

Strategy:

In this section you should explain:

• what benefits were communicated and how. For example: presentations, direct mail, posters, email, total reward statements, intranet, video etc.
• the objectives you set for the communication strategy.
• why the strategies, methods and media were appropriate for both the task at hand and your workforce.
  

Please supply examples (or links to online) so judges can view the communications.

Innovation:

This is where you can demonstrate how your communications strategy is different to those of other employers generally or those within your industry sector and/or how it represents a new approach for your organisation. How does it demonstrate best practice in relation to benefits and reward communication?

Results:

Here you need to demonstrate two aspects:

• How successful the campaign itself was, for example (depending on what media you used), how many people responded to the media, how many emails were opened, what were the page impressions rates, how many attended workshops etc.
• The impact the communication strategy had on the particular benefits plan being promoted. For example (depending on your objectives), take-up rates of particular benefits or increased employee knowledge and appreciation of the benefits package.

Please state actual figures, not just percentage changes.

For example, you may have:

• Introduced a new range of supportive initiatives, such as paid time off to attend medical appointments.
• Provided information or advice on issues such as reproductive health and parenting.
• Introduced training and employee workshops.
• Brought in external providers and access to specialists.
• Provided a carefully targeted benefit aimed at tackling a specific issue.
• Revised your organisation’s healthcare benefits provision in order to ensure it addresses the fertility or pregnancy-related needs of staff.
• Introduced support for employees who need an abortion.
• Introduced paid time off for employees who experience miscarriage or unsuccessful IVF treatment.
• Provided access to counselling services or emotional support.
• Introduced infertility support.
• Facilitated employee support networks.
• Introduced benefits to support staff who experience baby or child loss.
• Introduced working arrangements to support employees with care during school holidays.

The judges will be looking for thought-through strategy and objectives, innovation and quantifiable, measures.

Strategy:

In this section you should explain:

• What scheme(s) you operate and how you operate these
• Which sectors of your workforce these target
• The objectives of the organisation in offering the particular scheme(s).
• Why these scheme(s) are appropriate to meet your business/HR objectives.
• Why the schemes are appropriate for your workforce.
• How you communicate these to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

For example, you may have:

• Introduced a new range of supportive initiatives.
• Provided information or advice on the issues.
• Introduced training and employee workshops.
• Facilitated an employee support network.
• Brought in external providers and access to specialists.
• Provided a carefully targeted benefit aimed at tackling a specific issue.
• Revised your organisation’s healthcare benefits provision to ensure it addresses the menopause-related needs of staff.

Strategy:

In this section you should explain:

• What scheme(s) you operate and how you operate these
• Which sectors of your workforce these target
• The objectives of the organisation in offering the particular scheme(s).
• Why these scheme(s) are appropriate to meet your business/HR objectives.
• Why the schemes are appropriate for your workforce.
• How you communicate these to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

For example:

• Flexible-working arrangements to enable employees to adapt their work around their external commitments, while continuing to meet business needs.
• Childcare vouchers, emergency/back-up care arrangements and on-site nurseries to reduce the strain of balancing work and care.
• Access to information and resources to help with external commitments, such as guidance on eldercare or care facilities for dependent relatives.
• Programmes to help employees reduce stress from both work and life, which might range from meditation and mindfulness in the workplace, to counselling and employee assistance programmes (EAPs).
• Benefits that support a family-friendly environment, such as support for new or expectant parents, employee networks, enhanced parental leave, family events for staff, areas for breastfeeding and so on.
• Creating a positive working culture that combats presenteeism and encourages healthy balance.
• Providing opportunities for personal development, such as volunteer days and hobby funding.
• Support for employees in managing their own physical, mental, and financial wellbeing and work-life balance.
• Hybrid working patterns incorporating communication and motivation channels to cater for staff when working away from the physical workplace.

The judges will consider:

• How you tailored your benefits strategy to support the varying needs of employees.
• Why this is appropriate for your particular workforce demographic.
• The impact the strategy has had on engagement, benefit take-up rates, as well as recruitment and retention.

Strategy:

In this section you should explain:

• What scheme(s) you operate and how you operate these
• Which sectors of your workforce these target
• The objectives of the organisation in offering the particular scheme(s).
• Why these scheme(s) are appropriate to meet your business/HR objectives.
• Why the schemes are appropriate for your workforce.
• How you communicate these to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals
  

This could include:

• How you interact and communicate with staff during recruitment and onboarding.
• How you use benefits to help align culture with employees’ beliefs and values.
• How you unlock discretionary effort from employees through effective employee engagement.
• How you use benefits to ensure your organisation stands out from competitors.
• How you communicate with employees throughout their life with the organisation.
• The steps you take to engage employees with the business and ensure they have a voice.
• How you meet employee expectations around working life.
• How you ensure leadership is visible and well respected.

The judges will be looking for measurement data, such as employee opinion survey results, staff turnover rates, absence levels etc, to prove the value of your organisation’s employee experience proposition.

Strategy:

In this section you should explain:

• your benefits strategy (all benefits, not just a single benefit).
• why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• how they fit with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals
  

For example, entrants may have:

• Brought in financial advisers for one-to-one meetings.
• Run financial seminars or workshops.
• Installed financial modelling programmes on the intranet or internet.
• Provided pre-retirement education.
• Offered staff time off work to sort out personal financial affairs.
• Offered workplace savings outside of the pension scheme.
• Offered sharesave/SAYE schemes, share incentive plans (Sips), or company share option plans (Csops) to employees.
• Made use of technology to encourage employees to consider their short-, medium- and long-term savings needs and subsequently take action.
• Held themed events to encourage staff to think about financial matters, whether that be debt management, mortgages, or retirement income.
• Made provision to support staff with the increased cost of living.
• Provided access to benefits such as a salary advance scheme.

Strategy:

In this section you should explain:

• what financial education, workplace savings scheme(s), share schemes and financial wellbeing initiatives you offer and how you operate these
• which sectors of your workforce these are targeted at
• the objectives of the organisation in offering the particular financial education and workplace savings(s) schemes/initiatives
• why these scheme(s) are appropriate to meet your business/HR objectives
• why the schemes are appropriate for your workforce
• how you communicate these to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals
  

They will be looking at:

• Which benefits you included and why.
• How the plan was structured.
• How the plan was communicated and administered.
• How it complements or helps drive other HR or corporate initiatives.
• How you handled costs and tax breaks.
• Do you operate a specific theme for the plan each year to promote particular issues, for example, employee health and wellbeing?
• What other schemes run in tandem within your organisation; for example, voluntary benefits or total reward?

Where you use a third-party provider to administer the scheme, the judges will be looking at:

• How you have customised the product in the way that it is presented to staff to make it unique to your organisation.
• Whether you have adapted the functionality to suit your particular workforce.
  

Strategy:

In this section you should explain:

• How you operate your flexible benefits plan
• Which sectors of your workforce it targets
• The objectives of the organisation in offering the flexible benefits scheme.
• Why this is appropriate to meet your business/HR objectives.
• Why the scheme is appropriate for your workforce.
• How you communicate it to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

• Introduced a whole new healthcare or wellbeing strategy.
• Provided healthy eating or nutrition advice.
• Introduced gym membership or sports activities.
• Provided private medical insurance, a healthcare trust or health cash plan.
• Brought in health checks, on/off-site access to health services such as GPs or dental care, weight management or smoking cessation support.
• Provided a carefully targeted benefit aimed at tackling a specific issue.
• Taken steps to rehabilitate employees back into the workplace following absence.
• Restructured your organisation’s healthcare benefits provision in order to better tailor it to the workforce, reduce costs or produce a better return on investment.
• Implemented measures to proactively support employees’ mental and emotional wellbeing.
• Implemented or actively promoted cognitive behavioural therapy, an employee assistance programme or other form of employee counselling service.

Strategy:

In this section you should explain:

• what health and wellbeing scheme(s) you operate and how you operate these
• which sectors of your workforce these target
• the objectives of the organisation in offering the particular scheme(s)
• why these scheme(s) are appropriate to meet your business/HR objectives
• why the schemes are appropriate for your workforce.
• how you communicate these to staff.
  

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

• Clever use of motivational vouchers.
• Bonus awards Incentives for sales teams.
• Awards ceremonies.
• Colleague recognition schemes.
• Long-service awards.

Strategy:

In this section you should explain:

• what motivation/recognition scheme(s) you operate and how you operate these.
• which sectors of your workforce these target.
• the objectives of the organisation in offering the particular scheme(s).
• why these scheme(s) are appropriate to meet your business/HR objectives.
• why the schemes are appropriate for your workforce.
• how you communicate these to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

For example, you may have:

• Reviewed and changed your existing pension provision.
• Introduced a new scheme to run alongside existing pensions provision.
• Have a strategy in place for auto-(re)-enrolment and rising contribution rates.
• Introduced measures to deal with any increase in cost.
• Changed your contribution structure.
• Changed your default investment option.
• Introduced greater flexibility for staff around at-retirement options.
• Introduced workplace savings options to complement pensions provision.
• Taken steps to strengthen pension governance.
• Taken steps to reduce gender pension gaps.
• Educated employees around the need to make adequate retirement savings and made provision for them to do so.
• Educated employees about the different investment options available to them.
• Communicated your pensions provision to staff to educate them about the scheme, retirement savings or a change to the scheme etc.
• Taken steps to become accredited as a living pension employer.

Strategy:

In this section you should explain:

• your pensions strategy.
• why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• how these fit with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

The judges will be looking for you to demonstrate:

• How this goes beyond the organisation’s own products and services.
• A clear business strategy underpinning your benefits offering for employees.
• How this is appropriate for your particular workforce demographic.
• The impact this has had on engagement, recruitment and retention rates.

Strategy:

In this section you should explain:

• Your benefits strategy (all benefits, not just a single benefit)
• Why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• How your benefits strategy is aligned to the organisation’s brand and organisational values
• How this strategy fits with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

• How has technology (e.g. portals, mobile apps) been tailored to meet the requirements of an organisation or a specific benefits package or initiative?
• Has wearable or mobile technology been used to support a new or existing benefit scheme?
• In what way has technology been used to increase employee engagement with benefits?
• How does the particular type(s) of technology chosen, and the way in which it is used, reflect the organisation’s business and benefits strategy?
• How has the use of benefits technology been designed to reflect employees’ use of technology?
• Has benefits technology been used to support benefits communication and engagement, i.e. through social media networks and messaging platforms?
• Has artificial intelligence been used to shape or support any aspect of an organisation’s benefits package?

Where an off-the-shelf product has been used, the judges will be looking at:

• How you have customised the product in the way that it is presented to staff to make it unique to your organisation.
• Have you adapted the functionality to suit your particular workforce?

NB: The judges will be looking at how technology has been customised to suit the organisation and its workforce, rather than at its cost and scale.

Strategy:

In this section you should explain:

• what benefit technology(ies) you use to support scheme(s) you operate and how you operate them
• which sectors of your workforce they target
• the objectives of the organisation in using benefits technology around particular scheme(s)
• why this approach is appropriate to meet your business/HR objectives
• why this use of benefits technology is appropriate for your workforce
• how you communicate the use of benefits technology to staff

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

Whether it is a plan that simply maximises staff discounts or uses tax-efficient benefits via salary sacrifice or salary deduction arrangements, the judges will be looking at:

• Which benefits you choose to offer and why.
• How the plan is communicated and administered.
• How it fits into other benefits strategies.

Strategy:

In this section you should explain:

• how you operate your voluntary benefits package.
• which sectors of your workforce it targets.
• the objectives of the organisation in offering voluntary benefits.
• why this plan is appropriate to meet your business/HR objectives.
• why the scheme is appropriate for your workforce.
• how you communicate it to staff.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

The judges will be looking for an employer that can demonstrate:

• How benefits are used to shape workplace culture.
• How its approach to workplace culture positively impacts productivity, recruitment, retention and innovation.
• What makes its culture unique to the organisation.
• Strong employee morale.
• Evidence of employee voice.
• Equity throughout the organisation.
• Strong communication.
• A strong focus on employee wellbeing.
• Freedom of expression is encouraged.
• A strong sense of community that centres on shared values.
• Purpose, sustainability and accountability.

Strategy:

In this section you should explain:

• your benefits strategy (all benefits, not just a single benefit).
• why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• how they fit with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goal.

The judges will be looking for initiatives that address the different benefits and communication techniques offered by employers to ensure all employees feel supported and able to be themselves at work. For example:

• Ensuring benefits communications are fully inclusive.
• Providing benefits that suit a range of lifestyles and family structures.
• Taking a proactive approach to age, ethnicity and gender diversity, such as through pay transparency and returner programmes.
• Going beyond legal requirements, for example, voluntarily extending pay gap reporting to include ethnicity or disability pay gaps.
• Creating educational and awareness campaigns, and employee networks.
• Running events that help to create a culture where all staff feel included, such as marking religious and cultural occasions.
• Supporting LGBTQ+ employees, for example: promoting LGBTQ+ ally schemes, or extending healthcare support to provide access to gender reassignment.
• Removing barriers that may prevent staff from performing at their best, such as making adjustments to the working environment.
• Training line managers so that they are equipped to have meaningful conversations with staff and take effective action or signpost them to further support.

The judges will consider:

• How you tailored your benefits initiative to support the varying needs of employees.
• Why this is appropriate for your particular workforce demographic.
• The impact the initiative has had on engagement, benefit take-up rates, recruitment and retention.

Strategy:

In this section you should explain:

• your benefits strategy (all benefits, not just a single benefit).
• why the strategies, schemes and selected benefits are appropriate for the organisation and for the workforce
• how they fit with other HR and business strategies.

Innovation:

This is where you can demonstrate how your scheme/benefit is different to those of other employers (either in structure or the manner in which it was implemented or communicated), and/or how the initiative or way it has been executed represents a new approach for your organisation.

Results:

Please demonstrate as many concrete figures and measurements as possible to support your entry. Please state actual figures, not just percentage changes. A major change or improvement in figures is necessary for a winning entry.

For example:

• cost savings (recruitment, absence, cost of reward etc).
• reductions in staff turnover.
• increases in scheme take-up rates.
• increases in employee engagement levels or productivity.
• positive impact on business results.
• increased employee alignment with/understanding of business goals

The judges will be looking for examples of innovation, details of how the technology proposition and client service sets the supplier apart from others, and evidence of the impact the technology has had on employers and their people.

They will also consider how suppliers have evolved their proposition over the past 12 months and what has driven this.

Entries can range from focused projects on one aspect of HR management, to a holistic technology suite that manages multiple aspects of reward and benefits.

Entries could include testimonials from employers about the technology provider’s work and its ability to deliver value for money.

Entries are open to HR technology providers.

The judges will be looking for examples of innovation, details of how the financial wellbeing proposition and client service sets the supplier apart from others, and evidence of the impact the financial wellbeing benefits or services have had on employers and their people.

They will also consider how suppliers have evolved their proposition over the past 12 months and what has driven this.

Entries can range from focused projects on one aspect of financial wellbeing, to a holistic proposition suite that cover multiple aspects of financial wellbeing.

Entries could include testimonials from employers about the provider’s work and its ability to deliver value for money.

Entries are open to providers of financial wellbeing benefits or services.

The judges will be looking for examples of innovation, details of how the health and wellbeing proposition and client service sets the supplier apart from others, and evidence of the impact the benefits/services have had on employers and their people.

They will also consider how suppliers have evolved their proposition over the past 12 months and what has driven this.

Entries can range from focused projects on one aspect of health and wellbeing support, to a holistic health and wellbeing suite.

Entries could include testimonials from employers about the provider’s work and its ability to deliver value for money.

Entries are open to providers of any health and wellbeing-related benefits or services. This includes benefits focused on physical, mental or emotional health and wellbeing.

The judges will be looking for examples of innovation, details of how the proposition and client service sets the supplier apart from others, and evidence of the impact the motivation, recognition or engagement provision has had on employers and their people.

Entries can range from focused projects on one aspect of motivation or recognition, to a wide-ranging approach that encompasses multiple schemes or initiatives.

They will also consider how suppliers have evolved their proposition over the past 12 months and what has driven this.

Entries could include testimonials from employers about the provider’s work and its ability to deliver value for money.

Entries are open to all suppliers of motivation, recognition, engagement and employee experience benefits or services.

The judges will be looking for examples of innovation, details of how the voluntary benefits proposition and client service sets the supplier apart from others, and evidence of the impact its provision has had on employers and their people.

They will also consider how suppliers have evolved their proposition over the past 12 months and what has driven this.

Entries can range from focused projects on one voluntary benefit or salary sacrifice scheme, to a holistic suite that includes multiple benefits for staff.

Entries could include testimonials from employers about the voluntary benefits provider’s work and its ability to deliver value for money.

Entries are open to all providers of staff-paid voluntary benefits, employee deals/discounts or tax-efficient and salary sacrifice benefits schemes.