A change is as good as a rest by Leigh Harrison, Head of Executive Reward, J Sainsbury plc

 Finally our AGM has been and gone, marking the end of another reward cycle.  I’m able to gear the pace down a little over the next few weeks, and should even have time to go to the gym! 

This change in priorities opens up opportunities to be involved in different work activities, as well as getting fit.  I spent yesterday afternoon running a training session for a group of managers, which is something I hardly ever do, especially as the topic was “Self Development”.  Thankfully the course had already been designed, so I had the easy part of delivering it.

It made a refreshing change to be coaching, inspiring and guiding others on a subject completely unconnected to my day job.  But how different was it really?

• At the start of the session, the delegates were a little apprehensive but by the end of the day, everyone was in a much better place, relaxed and happy.  A bit like managing the pay review process with line managers.

• There was one person who turned up to the course half-way through the ice-breaker, with a raft of apologies and excuses.  Take any key reward process, and there’ll be someone who doesn’t submit their proposals on time, again proffering a host of apologies.

• Bringing theory to life in an engaging way is a trainer’s core skill – no different to presenting to the Remuneration Committee.

So is the grass greener on the other side?  Will I be asking to transfer to L&D? 

In spite of these parallels, my feet are firmly stuck in reward: leveraging individual potential is satisfying, but leveraging corporate performance is gratifying on a whole different scale.

22nd July 2011