Step 5. Treat the gaps/issues and document the new policy.

Some issues you identify will have obvious answers. However, others may be harder to resolve. You are in the midst of policy re-design here and need to evaluate the impact of any possible changes - costs, employee impact, environmental implication, duty of care implication. This may require specialist knowledge or skills, especially if there are tax or finance considerations. Therefore, external help may be needed.

If you feel there are many issues and you're unable to make wholesale change, rectify those with the greatest return or those with low return but that require little effort to change.

Get sign-off on the changes from your stakeholder - remember that this of course could include unions.

Step 6. Understand any implementation/process issues.

  • Who is involved in managing the policy or related areas? These parties need to be involved prior to the new policy being launched. This could include payroll, your leasing company, expenses/finance, HR/recruitment.
  • Are there any process or technology issues that need to be examined?

Step 7. Implement and measure value delivered.

Once you are happy that everything will run smoothly, you will need to communicate the changes to employees and management. If major change is being announced you may need to give employees some advance notice. Your new policy is now live.

Whilst your new car policy should now meet your business needs, you will need to be aware of any internal or external changes and developments that impact it. Changes to fiscal policy (via the Budget) can create major opportunities (and risks) to car benefits.

In addition, the employment market evolves; your competitors may change their employment propositions and this type of development needs to be kept close to. Lastly, any change made by your organisation to objectives in thearea of reward, costs, Health and Safety and the environment could also have ramifications for the value the car scheme is delivering.