1. Workride Overview (Pre-signing, Process Overview, Considerations)

1. Workride Overview (Pre-signing, Process Overview, Considerations)

Welcome - Pre-signing Support

Welcome to Workride, New Zealand's ride to work benefit program. Workride is excited to support your team in providing a significant benefit for your staff. The 'Pre-signing' resource will work through everything your team needs to review and qualify Workride for your team. 

What the 'Pre-signing Guide' covers: 
1. Workride Overview (Pre-signing, Process Overview, Considerations)
2. Optional Pilot Information Recommended for larger employers)
3. Example resources from Workride  (1-Page Employee Education Template)
4. Example Processes (HR, Payroll, Finance)
5. Finance Overview (GST, Payroll Guides, Financial Process)
6. Early termination process + (Unpaid & Parental Leave + ACC benefit)
7. Current Employer Insights (Blog posts + information)
8. Ready to Sign and onboard to Workride? Organise a call?
Please at any point if you need support or have a question reach out to your account manager, they will be happy to help. 
​
​

Process Map

See below for a high level overview of the end-to-end process for an employee through Workride. 
Workride Process Map

Implementation Considerations

Understanding how Workride may impact a business's cash flow, based on team size and expected uptake.  

Workride operates without a sign-up or operating fee and is cost-neutral across a 12-month period for every ride benefit raised. Employers are responsible for funding the scheme for participating employees, which introduces a cash flow impact consideration. This impact varies based on team size and the strategy for rollout. The employee's selected ride will determine the cost for that specific employee benefit; while there is no strict cap on ride costs, the average benefit value per employee is $4000. But it is important to understand that ride costs vary from $500-$10,000+ regularly due to the freedom to choose a normal bike, e-bike, or e-scooter.  


International trends indicate a 10% uptake among employees in the first year, which then stabilises to 5% in subsequent years. It should be expected that 40% of staff will use the Workride within the first five years. To effectively manage the cash flow implications, employers have developed various strategies:

  1. Smaller teams utilise "Virtual Queues" spacing out employee participation over time to evenly distribute financial obligations. 

  2. Larger organisations opt for setting a quarterly or annual budget. Leveraging the B2B dashboard for real-time expenditure monitoring, controlling benefit approvals within set spending limits.



Other less common approaches to manage cashflow include:
  1. Limiting access initially to staff located in specific offices.
  2. Limiting access initially to staff that have been employed by this company by XX months or X years. 
  3. Limiting access initially to certain internal business units.
Notes
Note: Less that ten employers nationwide have put a price limit on ride benefits due to this being self regulating. Those desiring a higher quality (more expensive) ride benefit find Workride significantly more meaningful and valuable if their employer can facilitate this for them. 
 
Some employers may implement a price guidance, with anything above $X,XXX requiring their manager's approval as an example.