Challenge

Spring Impact approached us with a number of frameworks already in place. However, they wanted to review these and make improvements to suit their evolving organisation.

The challenges they were facing included:

• One-size-fits-all pay structure, despite different market rates for various roles.
• Unsustainable pay progression, highlighting the need to consider actual business needs for promotions and affordability as a non-profit.
• Ill-fitting performance management process creating questions around consistency and suitable ways for employees to progress their pay.
• Balancing market competitiveness with affordability constraints, trying to attract talent from the consulting market whilst operating as a not-for-profit organisation.

Solution

Our consultants worked with the Spring Impact team to ensure their processes were fair, consistent and aligned with their wider organisational structure. Our process included:

• Function-specific benchmarking for their four job functions, examining both not-for-profit sector data and private sector rates.
• Presenting benchmarking data and using it to create new pay ranges for each function, providing multiple options with impact analysis.

Next, we developed a capability-based progression model, which included:

• Universal definitions: Language that works across all pay ranges, levels, and functions to ensure consistent evaluation.
• Pay policy development: To support and clarify the new framework.

Outcome

Spring Impact now has a market-aligned, sustainable reward framework that balances their not-for-profit mission with competitive market needs.

The rollout has been successful so far, with the implementation of the new framework being received well by their teams. Spring Impact continues to work with 3R Strategy on implementing a new performance management process to fully support their transformed reward approach.