Day One – 16.11.2021
14:15 – 14:55
How should reward strategies be adapted post-Covid? Hear from HLM Architects, AJ100 Employer of the Year.
“We know that a feeling of belonging and sense of reward can be achieved or indeed eroded in so many ways. At its most basic, reward has been about pay structures and progression and for many years we have seen packages slowly evolve to include a whole host of innovative, tangible extras; but what about the intangible. Time and energy is scarce and can either be on our side or take us to the edge of burnout. That is where we should focus our attention.” Those are the words of Karen Mosley, Managing Director of HLM Architects who will share her thoughts on what employee owned businesses can learn from last year for reward strategies.
You will learn:
- What employee owned businesses can learn from the pandemic for reward strategies.
- Learnings from a 6 month pilot of a new scheme known as SMARTBlend, that is improving wellbeing and productivity.
- Creating a growth and innovation mindset, and how the move to EO helped.
About the speaker
Karen’s career journey took her from joining HLM Architects as an apprentice aged 17 to being appointed MD in 2017, and has been fuelled by commitment and passion to enable and support everyone within the business to grow and flourish.
Karen is passionate about creating an inclusive and inquisitive learning environment; helping everyone achieve their personal goals, feel valued and supported. She’s responsible for driving a culture of equity throughout the business and is the Diversity, Inclusion and Belonging Lead.
Karen’s commitment to the development of others led her to design the HLM Academy, a personal and professional development framework helping everyone to reach their full potential.
Karen is part of the RIBA Future Leaders Steering Group, and contributor to national media and broadcasts on the subject of equity and inclusion. She was also part of the Trailblazer Group which developed two Architectural Apprenticeship Standards providing a long-awaited, more diverse route of entry to the profession, and through a variety of social mobility initiatives is keen to open up architecture to more people.
She has dedicated her career to developing an empowered workplace which resulted in HLM’s move to the inclusive structure of an EOT. This was a natural step in realising an energising and inspiring environment, giving employees a sense of ownership, say in their direction, and rewarding everyone for the part they play in the future success of the organisation.