REWARD STRATEGY
More and more organisations are abandoning “one-size-fits-all” reward programmes in favour of a total reward strategy. In this briefing paper we set out why companies are doing so, the framework we use with clients to implement a total reward strategy and a perspective on some of the key issues to consider.

EMPLOYER OF CHOICE
Companies with sophisticated, aligned HR systems have lower employee turnover, more applications per employee and higher sales per employee (The HR Scorecard: Becker, Huselid and Ulrich). This briefing paper looks at the characteristics of Employers of Choice and explores key issue around employee value propositions.

TALENT MANAGEMENT
How do best-in-class organisations attract, retain and engage talented people? In this briefing paper we pose ten questions to ask top employees and provide three approaches for identifying them.

CUSTOMISING REWARD THROUGH EMPLOYEE SEGMENTATION
The factors that influence attraction differ from those that influence retention, motivation and engagement. Understanding what matters most to employees in relation to these issues is essential if the full potential of the workforce is to be unlocked. This briefing paper provides insights into current thinking.

BALANCED SCORECARD AND REWARD
Balanced Scorecard provides a framework for organisations to define and assess their strategic performance. One of the best ways to get employees attention about business priorities is to link results to rewards. This briefing paper provides some ideas about how Balanced Scorecard and reward can be linked.

REWARDING CONTRIBUTION
Leading organisations recognise that they need to pay for what matters most and employees’ contribution definitely matters. But misalignment – rewarding for “A” while hoping for “B” occurs far too often. This briefing paper set out our perspective on rewarding contribution and provides some ideas about linking reward and customer satisfaction, essential competencies and team excellence.

PERFORMANCE RANKING
The use of performance ranking is now becoming more widespread particularly among U.S. companies. The fundamental aim is twofold: finding, keeping and growing people who are top performers or have the potential to be so; letting go those that are at the bottom of the performance ladder. We review two approaches and the implementation challenges.

EXECUTIVE REWARD
Top management remuneration continues to make the headlines. In this briefing paper we set out our perspective on some of the latest trends such as restricted share plans, performance units, bonus banking and the corporate governance aspects.

RECOGNITION AND CELEBRATION
These are many types of recognition programmes in use today. Few are noted for their ability to convey special recognition or improve, or sustain high performance. The focus of this briefing paper is how to make recognition special and truly meaningful to employees.

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