Spark has announced its commitment to a higher wage economy by introducing a benchmark that ensures all staff are paid a fair, competitive salary above minimum pay levels.
As one of the largest technology employers in New Zealand, we believe it’s vitally important that our people are paid at a level which recognises the complexity of our industryDanielle George, GM of HR, Spark NZ
The company’s new ‘Spark Pay’ scheme means all non-commission based full-time employees will earn at least $40,000 salary – plus company benefits including a $150 monthly Spark account credit as well as life, income and trauma insurance (which combined equate to over $2,500 value annually).
Frontline commission based roles that earn a lower base salary will have the ability to earn an average of $42,000 – more if they outperform their targets – along with the $2,500 in company benefits, the company says in a statement.
“We’ve looked at what other companies have done or are doing, but decided our best approach was to talk to our own people, listen to them and figure out what works best for them – and the company,” says Spark’s general manager of HR Danielle George.
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“As one of the largest technology employers in New Zealand, we believe it’s vitally important that our people are paid at a level which recognises the complexity of our industry, yet is at a level for us to remain competitive.”
Spark has more than 5000 full- and part-time staff and has an annual payroll bill of about $500 million.
While Spark has always paid above the minimum wage, the policy has benefited over 250 employees who have received pay increases over the past two years to bring them up to the new level.
Spark says it is also talking with its suppliers to adopt a similar position.
‘Our ambition is to make Spark one of the best employers in New Zealand’ – Danielle George, Spark NZ
“Our ambition is to make Spark one of the best employers in New Zealand. Average performance isn’t going to get us there: we want our people to be ‘better than average’ and therefore we’ve tried to come up with innovative ways of rewarding, recognising and compensating our people,” states George.
“Given the speed of change within our industry, we’ve also done away with cumbersome, drawn out traditional performance appraisals and have moved to a world where we want all our people to have a regular one-on-one meeting with their boss or team leader.
“It’s radically changed the speed with which we operate, and it’s greatly improved the quality of the discussions we have with our people.”
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