KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng

Size: px
Start display at page:

Download "KPMG 2013 / 2014 HR & Reward Practices Survey. kpmg.com/ng"

Transcription

1 KPMG 2013 / 2014 HR & Reward Practices Survey kpmg.com/ng

2 2 KPMG 2013 / 2014 HR & Reward Practices Survey Executive Overview Human capital is one of the most critical assets of any business. Many organisations strive to attract, motivate and retain the best talents in their business. Stakeholders, who understand that a business is only as good as the quality of its workforce, will also understand why it is imperative for the HR function to be well equipped to deliver strategic business value. The current business dynamics require HR to proactively put forth programs that are aligned to the business and employees needs. HR Practitioners must therefore have access to credible, robust and up-to-date information on HR and Rewards practices. The purpose of this survey, which is the second edition, is HR Reward Strategy Strategies for managing employee rewards Relationship between staff cost and companies revenue Strategies for communicating HR / Reward programmes Compensation & Benefits Pay differentiation on factors such as role criticality, job, family and location Prevalence and features of variable pay schemes Prevalence of Retirement Benefit plans Work-life Prevalence of work-life initiatives Administration of work-life programs Performance & Recognition Features of performance management schemes Features of recognition programs to provide information to HR Practitioners about selected HR & pay practices across all industry sectors in Nigeria. The findings will assist organisations in making informed decisions while developing and/or modifying their HR practices and reward programs. It will also provide a basis for engaging employees and business owners on HR and Reward practices in Nigeria. The question is always how much information to share with employees. It is always advisable to provide as much relevant information as possible to be able to influence employees perspectives. The survey scope remains unchanged, and is shown below: Employee Engagement, Development & Career Opportunities Measures for ensuring continued employee engagement and development Prevalence and types of Long service awards HR Policies Leave days policies - maternity and paternity leave The Human Resource Practitioners in the participating organisations provided the HR and Reward practices information summarised in the survey.

3 KPMG 2013 / 2014 HR & Reward Practices Survey 3 Participant Demographics HR practitioners from 86 organisations in different sectors of the economy participated in the HR practices survey. These organisations have turnover ranging about N1 billion to over N500 billion, based on their 2011/2012 financial results, while their staff strength ranges from about 100 to over 10,000 employees Less than 1 1 to less than 5 5 to less than to less than to less than to less than to less than 1000 Information not provided Survey Participants by Industry Sector Financial Turnover of Survey Participants (N Billions) Percentage () < Consumer Market Oil & Gas (Exploration) Oil & Gas (Non-Exploration) Financial services (Banking Institutions) Financial services (Non-Banking Institutions) Insurance 5 5 Healthcare & Pharmaceuticals Telecommunications 3 Conglomerates Others Industry sector Staff Strength of Survey Participants ,000-1,999 2, ,000-9,999 10,000 Information not provided

4 4 KPMG 2013 / 2014 HR & Reward Practices Survey Key Findings Generally, the conclusion we can draw from this year s survey results is that HR practitioners appreciate the usefulness of valid and accurate information sources as a basis for taking key decisions. Key findings from the second edition of the HR survey are summarised below: Not Applicable Purchase of market data 5 32 Organisations in the same industry / market segment are considered suitable comparators for market survey Majority of the organisations that conduct market surveys consider organisations in the same industry / market segment as suitable comparators for the purpose of the survey. Other factors considered in choosing comparator organisations include similarity in size and competition for talents. No defined basis Companies that you hire from or lose talents to Companies of same performance indices Companies of same size Figure 1: How organisations determine their pay market In-house conducted survey through informal phone calls Customized survey through consultant Information obtained during hiring process Percentage () Figure 2: How organisations obtain information about market pay levels and practices Companies in the same industry/segment Percentage () Over 60 of organisations rely on customised surveys in making pay decisions 63 of respondents obtain pay information from market surveys conducted by independent survey providers. This is in line with best practice and should be the norm for all employers. Some organisations, as an alternative, obtain market pay information informally by making phone calls to colleagues in other organisations to validate the competitiveness of their pay. This approach, although quick, may be unreliable, as the information provided may be limited, insufficient and inaccurate. Overall, the organisation s ability to pay as well as sustain future increases is very crucial and should be considered at all times.

5 KPMG 2013 / 2014 HR & Reward Practices Survey 5 A 2011 WorldatWork Opinion Poll 68 of WorldatWork member organizations rely on 2 to 3 surveys when carrying out market remuneration survey or pricing analysis Many organisations rely on remuneration survey results in setting pay levels Remuneration remains one of the key tools adopted by organisations to attract, retain and motivate top talents, thereby enhancing business performance. It is therefore not surprising that organisations strive to remain competitive by utilising market pay information in making pay decisions. The survey results show that 86 of the respondents make use of some form of market survey in determining the remuneration of their employees. 40 rely on management s discretion while 32 adjust their employees remuneration by reference to changes in inflation. Figure 3: No defined basis 4 How employee pay levels are determined Inflation 32 Staff cost constitutes a huge percentage of organisations income Staff costs make up more than 25 of the total income in 34 of the surveyed organisations. This finding further emphasises why there is an increasing demand by business owners for HR to justify investments in HR and Rewards programs. HR Practitioners can only assess and or defend the need for these investments by adopting relevant metrics to demonstrate that the value-add by the relevant HR programs outweigh the related cost No Idea Management discretion Market survey Figure 4: Average percentage of staff cost to income in the surveyed companies KPMG KPMG Advisory Services, a a partnership registered in Nigeria in Nigeria and and a a member firm firm of the of the KPMG KPMG network of of independent member firms firms affiliated with with KPMGInternational Cooperative ( KPMG International ), a Swiss a Swiss entity. entity. All All rights rights reserved.

6 6 KPMG 2013 / 2014 HR & Reward Practices Survey Organisations appreciate the need for well-defined reward philosophy A reward philosophy is a statement that communicates an organisation s general approach to managing employee rewards, based on the organisation s mission, culture, business strategies etc. The philosophy sets the target market position at which the organisation should anchor its remuneration levels, as well as the usage of various pay elements in achieving corporate objectives. Consequently, a documented reward philosophy serves as a reference for ensuring that an organisation s reward strategy is adhered to. The survey revealed that 96 of respondents have defined reward philosophies. 46 of the respondents desire to position their pay above the 50th percentile of their defined pay markets. This is in alignment with the generally accepted reward norm that organisations need to pitch their remuneration at or above the 50th percentile before they are considered competitive. Most organisations who struggle with aligning to this norm are usually constrained by the ability to pay and sustain such pay levels. Most organisations adopt a mix of strategies for communicating rewards programmes The importance of effective communication of reward programmes cannot be over-emphasised. A reward programme, no matter how well structured, can only achieve its intended purpose when the objectives and other important details are well understood by the relevant stakeholders. Current trend shows that 97 of organisations adopt one or more strategies for communicating HR / reward programmes to employees. 58 of respondents disseminate information via the use of individual letters addressed to employees. Other prevalent means of communication include s and meetings with employee groups Through line managers Meeting with employee groups s Individual letters Do not communicate th Percentile 26-50th Percentile 51-75th Percentile th Percentile Not Defined Figure 5: Distribution of companies by pay philosophy 20 0 Figure 6: Strategies adopted by companies for communicating HR/ reward programs Increasing appreciation for measuring the effectiveness of reward programs 3 More organisations appreciate the need to measure the value derived from their investments in reward programmes, as well as demonstrate that the value derived from such investments outweigh the cost. Unlike last year when only 29 of organisations measured the

7 KPMG 2013 / 2014 HR & Reward Practices Survey 7 effectiveness of their reward programmes, the results for this year indicate that 55 of organisations now adopt various means for measuring the value derived from these investments. Metrics commonly adopted by the organisations include employee satisfaction index or survey, employee retention, earning per employee ratio, employee turnover and employee performance Yes No Being considered Every year Every 2 Years Varies as required Never Figure 7: Frequency of measuring the effectiveness of reward programs Being considered Figure 8: Pay differentiation on the basis of criticality of role Yes No Being considered Role criticality remains the most common basis for differentiating employees pay Critical roles are those that have the most significant impact on the organisation s bottom line. According to the survey results, 51 of organisations differentiate pay based on role criticality. This is similar to the results in the 2012 edition of the survey, where 50 of organisations used role criticality as a means of pay differentiation. These results indicate that organisations understand the need to adopt various rewards elements, such as Guaranteed and Variable pay, as tools for driving the motivation and retention of key talents in the business. On the contrary, less than 50 of organisations differentiate pay based on job family and location (40 and 30 respectively). Figure 9: Pay differentiation on the basis of Job family Yes No Being considered Figure 10: Pay differentiation on the basis of location

8 8 KPMG 2013 / 2014 HR & Reward Practices Survey Only 43 of respondents made at least target payouts from their incentive schemes Variable pay or Performance pay is used to recognise and reward employees differently based on their contribution towards the organisation s profitability, productivity, team work, safety or other defined metrics. Variable pay could be delivered in form of cash or equity. It could also be used to reward either long term or short term performance. 88 of respondents have one or more types of variable pay schemes in place for employees. However, 57 of these organisations claimed that the payout from the incentive scheme, based on their recent financial year, was nil or below target No payout 8 Below target payout Payout at target Above target payout 35 Figure 12: Payout from Variable Pay schemes Figure 11: Types of Variable Pay plans Bonus plans Profit sharing plans Equity based plans No incentive plan Defined Contribution Pension is the most prevalent retirement benefit plan. Retirement benefits are financial instruments designed to help individuals manage their expenses after retiring from work. The benefits could be statutory (pension), non- statutory (gratuity and retirement medical) or contractual (severance packages). The survey results show that organisations have one or more retirement benefit plans, amongst which Defined contribution pension is the most prevalent. Defined contribution pension is a plan in which the employer makes remittance into employees pension account based

9 KPMG 2013 / 2014 HR & Reward Practices Survey 9 on a defined contribution rate. The other type of pension, Defined Benefits (DB), involves defining in advance, the amount of pension to be paid in retirement, usually with reference to the employee s salary at exit and qualifying years of service. The survey results show that DB plans are not popular, due to the huge liabilities involved. Only 12 of organisations have DB schemes Figure 13: Prevalence of Retirement Benefit schemes Work-life initiatives are widely used in optimising employee performance. Programs that are designed to support employees in achieving success at work and at home are usually termed Work-life initiatives. These initiatives are key to organisations seeking to improve productivity levels and retention, by helping employees achieve the balance between work and home and enhancing their quality of life. Management therefore has to show a real commitment to creating an environment for Work-life initiatives. From the survey results, 51 of respondents have one form of work-life initiative in place for employees while another 25 are considering introducing work-life programs. Sporting facilities and Flexible work hours are the most prevalent work-life program across all surveyed organisations. Other key initiatives include provision of financial counselling and social clubs. Yes No Being considered Gratuity Defined benefit pension Defined contribution pension Retirement Medical Severance package 24 Figure 14: Prevalence of work-life programs

10 10 KPMG 2013 / 2014 HR & Reward Practices Survey 2013 US based survey finding The Society for Human Resource Management (SHRM) conducted a survey in 2013 on the State of Employee Benefits in the Workplace and found out that more organizations offer flex work to a broader scope of their payroll 57 of organisations 100 performance. 96 of respondents have a formal performance management system in place for employees while 2 are considering introducing one. However, only of the organisations believe that their organisation s performance management system promotes fairness and equity Yes No Being considered 0 96 Flexible work hours Pay sabbaticals Sporting facilities Company Creche Remote work policy Others Figure 16: Prevalence of Performance management systems Figure 15: Types of work-life initiatives Performance management system still needs improvement The importance of an equitable and effective performance management system cannot be over emphasised when it comes to achieving the organisation s business goals consistently. Employees perception on the credibility and transparency of performance management can have a big impact on the success of the organisation s entire rewards program. The survey results show that most organisations appreciate the significance of performance management systems in optimising employee and business

11 KPMG 2013 / 2014 HR & Reward Practices Survey 11 Individual employee performance is the most prevalent type of performance measure. The survey however, revealed that most organisations use more than one measure of performance. In terms of performance levels, 50 of the organisations have at least five (5) performance levels for managing employee ratings or less Figure 18: Number of performance levels measured Individual performance 31 Team performance 29 Business unit performance Company performance Figure 17: Types of performance measured Most organisations encourage employees through recognition program Generally, Recognition programs are adopted to acknowledge employees who have gone the extra mile to support organisational goals, culture and values. By recognising employees, organisations are able to reinforce desired positive behaviours, thereby improving the general work culture KPMG KPMG Advisory Advisory Services, Services, a a partnership registered in Nigeria in Nigeria and and a member a member firm firm of the of KPMG the KPMG network network of of independent member member firms firms affiliated affiliated with with KPMGInternational Cooperative ( KPMG ( KPMG International ), a Swiss a Swiss entity. entity. All rights All rights reserved. reserved.

12 12 KPMG 2013 / 2014 HR & Reward Practices Survey Excerpts from WorldatWork 2013 Trends in Recognition Survey 88 of organisations have recognition programs in place Most organisations set aside 1 of payroll budget for recognition. 82 of respondents have Recognition programs in place while 12 are considering introducing such schemes. Recognition awards are typically provided in form of money, certificates, plaques and gift vouchers. Other Yes No Being considered More than half of organisations have succession planning in place Succession planning involves identifying and developing potential successors for key business leadership positions. An effective succession planning enables organisations to adequately fill in each role from within, when required. 54 of respondents have succession planning in place while 26 are considering introducing the programme. Yes 26 No Figure 19: Prevalence of Recognition schemes Being considered Money Gift Pay Plaques Certificates Others Vouchers/ sabbaticals Items Figure 21: Prevalence of succession planning Measuring employee engagement Engaged employees are those who are fully absorbed and enthusiastic about their work and as such take positive action to enhance organisation s reputation and interests. According to the survey results, over 90 of organisations measure employee engagement via instruments such as employee satisfaction surveys, exit interviews and informal feedback. Figure 20: Forms of recognition awards

13 KPMG 2013 / 2014 HR & Reward Practices Survey Employee Job Satisfaction and Engagement research report 59 of employees rated opportunities to use their skills and abilities at work as a top contributor to their job satisfaction Employee satisfaction surveys 25 Exit Interviews Informal feedback Not applicable Less than 1 week 22 Up to 1 week weeks weeks None Figure 22: Ways of measuring employee engagement Figure 24: Duration of Paternity Leave More appreciation for both Maternity and Paternity leave This year s survey results reveal that the proportion of organisations providing a 4-month maternity leave has doubled from 6 in 2012 to 12. Similarly, there has been a slight increase in the number of organisations providing paternity leave to new fathers i.e. from 35 last year to 37 in this survey Figure 23: Duration of Maternity Leave months 3 months 4 months Above 5 months

14 14 KPMG 2013 / 2014 HR & Reward Practices Survey Conclusion The survey findings indicate that more Nigerian organisations are taking active steps to align their HR and Reward strategies to international best practices. Organisations appreciate that their ability to stay ahead of competition is dependent on being able to weave a competitive advantage around their people. The focus on effective people management should continue in the future as HR becomes more strategically positioned to attract, motivate and retain top talents, as well as provide measurable support to enable organisations achieve business goals.

15 KPMG 2014 Open Reward Training Programs 14 May 2014; 11 Nov 2014 Fundamentals of Base Pay Structure Design Jun 2014; 8-9 Oct 2014 Pay-for-Performance: Strategies for Driving Employee Engagement 17 June 2014; 15 Oct 2014 Analytical Skills for HR and Reward Practitioners 9-10 Jul 2014 Managing Total Rewards for Value Creation 16 Jul 2014 Implication of IFRS Adoption for HR & Reward Practitioners 12 Aug 2014; 18 Nov 2014 Optimising Value from Compensation Surveys 19 Aug 2014 Designing Reward Strategies that Drive Business Objectives Click here for further details. KPMG 2014 Open Tax Training Programs 17 April 2014; 18 June 2014 Tax Implications of International Financial Reporting Standards 9-10 April 2014; Oct 2014 Introduction to Nigeria taxes May 2014; July 2014; November 2014 Review of Petroleum Profits Tax 14 May 2014; 15 October 2014 Managing Personal Income Tax 13 August 2014 Managing Corporate Taxes 16 July, 2014 Managing Transaction Taxes 11 June 2014; 19 November 2014 Managing Tax Audits/ Investigations Click here for further details.

16 16 KPMG 2013 / 2014 HR & Reward Practices Survey How we can help KPMG C&B Practice assists clients to weave reward strategies that deliver competitive advantage and promote employee engagement. Year after year, we have assisted many of our clients in making key decisions towards their investments in Total Reward and HR at large. Our multidisciplinary team of human resource professionals, tax advisers, accountants, pension consultants, performance and reward professionals provide value-adding services tailored to the uniqueness of each organisation. We have extensive experience in the areas of: Remuneration and HR Strategy Support Remuneration Committee Support Variable Pay Scheme Design Pay Structure Design Market Intelligence Merger and Acquisition Support Equity Incentive Scheme Administration War for talents is fuelling the compensation war. It is therefore important that organisations are fully equipped to play to win this war. KPMG can provide your HR team with the resources that will help your organisation enhance your employee value proposition KPMG Advisory 2014 Services, KPMG Advisory a partnership Services, registered a partnership in Nigeria registered and a member in Nigeria firm and of a the member KPMG firm network of the of KPMG independent network member of independent firms affiliated member with firms KPMGInternational affiliated with KPMGInternational Cooperative ( KPMG Cooperative International ), ( KPMG a Swiss International ), entity. All a rights Swiss reserved. entity. All rights reserved.

17 Contact Us Adewale Ajayi Partner, Tax, Regulatory & People Services KPMG Nigeria Boluwaji Apanpa Group Head, Compensation & Benefits KPMG Nigeria Eniye Alile Manager, Compensation & Benefits KPMG Nigeria Henry Uche Ogbonna Manager, Compensation & Benefits KPMG Nigeria Interact with us on Social media kpmg.com/ng 2014 KPMG Advisory Services and KPMG Advisory Services, partnerships registered in Nigeria and member firms of the KPMG network of independent member firms affiliated with KPMG International Cooperative ( KPMG International ), a Swiss entity. All rights reserved. Printed in Nigeria. The KPMG name, logo and cutting through complexity are registered trademarks or trademarks of KPMG International Cooperative ( KPMG International ).

Talent as a Top Priority and Challenge

Talent as a Top Priority and Challenge Talent as a Top Priority and Challenge Talent is viewed as source of competitive advantage and driver of performance, but it remains a challenge for today s organizations. Mercer s 2013 Talent Barometer,

More information

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008

People. 100 Roche Business Report 2008 Corporate Responsibility. Employees (full-time equivalent, FTE) by regions 2008 100 Roche Business Report 2008 Corporate Responsibility People People are a core factor in our business success we need people who are enthusiastic about their job and about their employer. This enthusiasm

More information

People & Organisational Development Strategy

People & Organisational Development Strategy 2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global

More information

A guide to strategic human resource planning

A guide to strategic human resource planning A guide to strategic human resource planning By Workinfo.com, www.workinfo.com 1. Introduction A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation's overall

More information

Resource Article Talent Management: Seven Keys to Success

Resource Article Talent Management: Seven Keys to Success Resource Article Talent Management: Seven Keys to Success Talent management: seven keys to success. Lee Iacocca is quoted as saying In the end, all business operations can be reduced to three words: people,

More information

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019

A new era for HR. Trinity College Dublin Human Resources Strategy 2014 to 2019 A new era for HR Trinity College Dublin Human Resources Strategy 2014 to 2019 Introduction This revised HR strategy is a response from the HR function in College to the new College Strategy 2014-2019,

More information

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services

Employee Engagement Drives Client Satisfaction and Employee Success in Professional Services Employee Engagement Drives Client Satisfaction and Employee Success in In professional services, business success is achieved through employee success. Organizations that prioritize top talent gain competitive

More information

ATTRACTING AND RETAINING CRITICAL TALENT THROUGH REWARDS SEGMENTATION AT MICROSOFT

ATTRACTING AND RETAINING CRITICAL TALENT THROUGH REWARDS SEGMENTATION AT MICROSOFT ATTRACTING AND RETAINING CRITICAL TALENT THROUGH REWARDS SEGMENTATION AT MICROSOFT The technology industry has recognised the necessity of strategic investment in order to attract and retain top talent.

More information

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY

Manager briefing. Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers GENDER P Y EQUITY Manager briefing Gender pay equity guide for managers Managers play a vital role in addressing pay equity as they are responsible

More information

The Grant Thornton 2015 Nonprofit Compensation Survey

The Grant Thornton 2015 Nonprofit Compensation Survey The Grant Thornton 2015 Nonprofit Compensation Survey A national survey of association and nonprofit compensation grantthornton.com/comp-benefitssvy2015 Produced in conjunction with Executive summary As

More information

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE

CERTIFICATIONS IN HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE CERTIFICATIONS IN HUMAN RESOURCES» HRMP HUMAN RESOURCE MANAGEMENT PROFESSIONAL HRMP EXAM CONTENT OUTLINE HRMP EXAM CONTENT OUTLINE AT-A-GLANCE HRMP EXAM WEIGHTING BY FUNCTIONAL AREA:» HR as a Business

More information

eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent

eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent eguide Hiring the Best Top Tips for Attracting and Retaining Top Talent Employers should always reach towards the goal to bring the best to their organization in any economic climate. Hiring exceptional

More information

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com

Services Provided. PO Box 5057 Amman 11953, Jordan Telefax: + 962 6 585 12 19 info@shareek-hr.com www.shareek-hr.com At a time when service-oriented businesses are fast outnumbering all other types of businesses, more and more organisations are citing human resources as their number one asset. Having said that, it only

More information

Rethinking Human Resources in a Changing World

Rethinking Human Resources in a Changing World Rethinking Human Resources in a Changing World Executive summary kpmg.com KPMG INTERNATIONAL 02 Rethinking Human Resources in a Changing World The value of the Human Resources (HR) function elicits sharply

More information

PwC Reward trends snapshot survey 2015

PwC Reward trends snapshot survey 2015 www.pwc.ie/reward PwC Reward trends snapshot survey 2015 Human Resource Services March 2015 1 Table of Contents PwC Reward trends snapshot survey 2015 2 Foreword This PwC Reward trends snapshot survey

More information

Asia and Thailand Reward Trends 2011-2012. 16 th March 2012 Thanwa Chulajata

Asia and Thailand Reward Trends 2011-2012. 16 th March 2012 Thanwa Chulajata Asia and Thailand Reward Trends 2011-2012 16 th March 2012 Thanwa Chulajata What we will cover Regional Market Snapshot Thailand Reward Trends Economic Indicators Pay Market Findings Participant Profile

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions

The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions The HR Director s Talent Challenge: Research report on Motivation and Engagement of staff in Higher Education institutions Fierce competition for funding and the need to differentiate from other institutions

More information

Attraction and Retention: The Impact and Prevalence of Work-Life & Benefit Programs. research. A Research Report by WorldatWork October 2007

Attraction and Retention: The Impact and Prevalence of Work-Life & Benefit Programs. research. A Research Report by WorldatWork October 2007 Attraction and Retention: The and Prevalence of Work-Life & Benefit Programs research A Research Report by WorldatWork October 2007 About WorldatWork Media Contact: Marcia Rhodes 14040 N. rthsight Blvd.

More information

Certified Human Resources Professional Competency Framework

Certified Human Resources Professional Competency Framework Certified Human Resources Professional Competency Framework Table of Contents About the CHRP 3 Application of the Competency Framework 3 Path to Obtain the CHRP 4 Maintaining the CHRP 4 Overview of the

More information

Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance

Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance Advantage HCM for Oil and Gas An affordable workforce management solution for improved corporate performance Registered 2 Advantage HCM for Oil and Gas The oil and gas workforce challenge Achieving a more

More information

Incentive Plan Design and Employee Recognition Programs. June 11, 2008

Incentive Plan Design and Employee Recognition Programs. June 11, 2008 Incentive Plan Design and Employee Recognition Programs June 11, 2008 Agenda Incentive Plan Design Background Port of Portland s Dive into Incentive Comp Total Rewards Study Outcomes of Study Original

More information

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897

Lead Provider Framework Draft Scope. NHS England / 13/12/13 Gateway Ref: 00897 Lead Provider Framework Draft Scope NHS England / 13/12/13 Gateway Ref: 00897 1 Introduction The commissioning support lead provider framework is being developed in response to requests from CCGs for a

More information

Compensation Programs and Practices 2012. research. A report by WorldatWork, October 2012

Compensation Programs and Practices 2012. research. A report by WorldatWork, October 2012 Compensation Programs and Practices research A report by WorldatWork, October Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191

More information

Workforce Management Plan 2013-2017

Workforce Management Plan 2013-2017 Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction

More information

Private Company Incentive Pay Practices. research. A Research Report by WorldatWork and Vivient Consulting October 2007

Private Company Incentive Pay Practices. research. A Research Report by WorldatWork and Vivient Consulting October 2007 Private Company Incentive Pay Practices research A Research Report by WorldatWork and Vivient Consulting October 2007 About WorldatWork Media Contact: Marcia Rhodes 14040 N. Northsight Blvd. Scottsdale,

More information

Understanding the links between employer branding and total reward

Understanding the links between employer branding and total reward 8 September 2010 Understanding the links between employer branding and total reward An overview of our research findings and the implications for reward Limited is authorised and regulated by the Financial

More information

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by:

For the Public Sector. The Missing Link: Improving your organisation, by linking reward to performance. Presented by: For the Public Sector The Missing Link: Improving your organisation, by linking reward to performance Presented by: Transforming people management I. Introduction An increasing number of successful, large

More information

Human Resources Report 2014

Human Resources Report 2014 Item 7 Item # Council CounciRemunerationl 3 February Date19 2015 March 2013 Human Resources Report 2014 Purpose of paper Action Public/Private Corporate Strategy 2013-15 Decision Trail Recommendations

More information

Human Resources Report 2014 and People Strategy

Human Resources Report 2014 and People Strategy 24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked

More information

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement

Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Corporate Social Responsibility: Implications for Human Resources and Talent Engagement Winnie Kwan and Emily Tuuk Center for Advanced Human Resource Studies May 2012 I. Introduction Over the past few

More information

Optimise. Achieving the perfect reward and benefits programme

Optimise. Achieving the perfect reward and benefits programme Is your reward and benefits strategy fit for purpose? Over the last few years the turbulent UK economy, coupled with a constant stream of legislation and regulation when it comes to pensions, reward and

More information

The 5 Forces that are Changing Employee www.namely.com Performance Reviews

The 5 Forces that are Changing Employee www.namely.com Performance Reviews REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews 1 REINVENTING THE PERFORMANCE REVIEW The 5 Forces that are Changing Employee Performance Reviews Summary This

More information

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010

PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning

More information

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals

HR and Recruiting Stats That Make You Think. A Statistical Reference Guide for Talent Acquisition Professionals 50 HR and Recruiting Stats That Make You Think Introduction Employer branding, employee engagement, social recruiting, transparency and Millennials are among the most important trends and topics impacting

More information

A WorldatWork Survey Brief. Trends in Employee Recognition 2005

A WorldatWork Survey Brief. Trends in Employee Recognition 2005 A WorldatWork Survey Brief Trends in Employee Recognition 2005 A Survey of Members of WorldatWork and the National Association of Employee Recognition (NAER) May, 2005 About WorldatWork and WorldatWork

More information

How To Establish A. Cash Incentive Plan. 8575 164th Avenue NE, Suite 100 Redmond, WA 98052 800-627-3697 www.erieri.com

How To Establish A. Cash Incentive Plan. 8575 164th Avenue NE, Suite 100 Redmond, WA 98052 800-627-3697 www.erieri.com How To Establish A Cash Incentive Plan 8575 164th Avenue NE, Suite 100 Redmond, WA 98052 800-627-3697 www.erieri.com Use this learning aid as a resource for employees to effectively develop, introduce,

More information

HR Enabling Strategy 2012-2017

HR Enabling Strategy 2012-2017 This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x

More information

www.worldatwork.org The Magazine of WorldatWork Total Rewards Model LEADS THE WAY

www.worldatwork.org The Magazine of WorldatWork Total Rewards Model LEADS THE WAY The Magazine of WorldatWork www.worldatwork.org 04 06 THENew Total Rewards Model LEADS THE WAY THE IT FACTORA New Total Rewards Model LEADS THE WAY By Jean Christofferson and Bob King, WorldatWork at Starbucks,

More information

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS

BUILDING A BUSINESS CASE FOR PERFORMANCE & DEVELOPMENT PLANNING (PDP) SYSTEMS iedex online ty Ltd ABN 65 081 927 513 BUILDING A BUSINESS CASE FOR ERFORMANCE & DEVELOMENT LANNING (D) SYSTEMS iedex ty Ltd 2/17 Raglan Street South Melbourne VIC 3205 hone : (03) 9696 1222 Fax: (03)

More information

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern

EVP The foundation of a strong Employer Brand. HR Swiss Congress 2014, Bern HR Swiss Congress 2014, Bern Employer Branding in 1913 2 Influence your Employer Brand in the right direction ALL EMPLOYERS HAVE AN EMPLOYER BRAND. Even if employers don t actively control the brand, it

More information

Global Talent Management and Rewards Study

Global Talent Management and Rewards Study Global Talent Management and Rewards Study At a glance Overview The 2014 Global Talent Management and Rewards Study provides an in-depth look at the practices and concerns of organisations around the globe.

More information

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION

DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION DESIGNING THE BRAND AMBASSADOR EMPLOYEE VALUE PROPOSITION Gerardo García Rojas Information Solutions Leader Mexico & CoE Mercer College Mercer SECURITY UBIQUITY HYPERCONECTIVITY IMMEDIACY SOCIETY OPPORTUNITY

More information

Are They the Same Thing? An ADP White Paper

Are They the Same Thing? An ADP White Paper Employee Satisfaction vs. Employee Engagement: Are They the Same Thing? An ADP White Paper Executive Summary There continues to be a lot of confusion in the HR industry around employee satisfaction and

More information

Arming Your Company to. Manage. Talent During. M&As

Arming Your Company to. Manage. Talent During. M&As 4 09 The Magazine of WorldatWork Battle Ready: Manage Arming Your Company to Talent During M&As Imagine your CEO has just informed you of an unsolicited takeover bid or the board s decision to explore

More information

April 2011. Human Resources Strategy 2011-15 1

April 2011. Human Resources Strategy 2011-15 1 Human Resources Strategy 2011-15 April 2011 Human Resources Strategy 2011-15 1 Message from the Human Resources Manager In order to be successful, Ruapehu District Council (RDC) has to develop its human

More information

A Framework for Attraction and Retention in the Government of Nova Scotia

A Framework for Attraction and Retention in the Government of Nova Scotia Government of Nova Scotia, Attraction and Retention Framework - 1 - A Framework for Attraction and Retention in the Government of Nova Scotia Summer 2006 Government of Nova Scotia, Attraction and Retention

More information

JOB AND PERSON SPECIFICATION

JOB AND PERSON SPECIFICATION JOB AND PERSON SPECIFICATION Job Title: Division Grade: Reward Adviser G Reports To: Head of Organisational Development and Systems General Information The Commonwealth Secretariat is the principal inter-governmental

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Oil & Gas sector Oil & Gas workforce segments at risk of attrition Operating company segments Production/operations

More information

HONG KONG 2014 SALARY & EMPLOYMENT FORECAST

HONG KONG 2014 SALARY & EMPLOYMENT FORECAST HONG KONG 2014 SALARY & EMPLOYMENT FORECAST CONTENTS Welcome 3 Market Overview 4 Finance 11 Financial Services 19 Human Resources 34 Legal 43 Marketing 54 Procurement & Supply Chain 64 Property & Construction

More information

Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation

Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation 1 Lecture 5 Part II (Chapter 13 of textbook) Incentive Compensation Learning Objectives Explain the concept of incentive compensation and why its use is spreading. Identify the key objectives of incentive

More information

GLOBAL PERFORMANCE MANAGEMENT TRENDS

GLOBAL PERFORMANCE MANAGEMENT TRENDS GLOBAL PERFORMANCE MANAGEMENT TRENDS The performance management process has been an established business practice for more than 50 years, yet for many companies it remains one of the more challenging aspects

More information

Merit Pay Planning and Implementation Guide

Merit Pay Planning and Implementation Guide Document 3 Merit Pay Planning and Implementation Guide In This Guide Introduction Compensation Principles for Non Academic Staff Key Considerations Prepare Design Implement Related Policies Training Additional

More information

HR Transformation The evolution of the HR model. Philip Rice PA Consulting May 2013

HR Transformation The evolution of the HR model. Philip Rice PA Consulting May 2013 HR Transformation The evolution of the HR model Philip Rice PA Consulting May 2013 Agenda 1. Background and the drive to transformation 2. Understanding the model and how to get it to work 3. Where to

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide

BUSINESS EXCELLENCE FRAMEWORK. Public Sector Interpretation Guide BUSINESS EXCELLENCE FRAMEWORK Public Sector Interpretation Guide 1 CONTENTS THE BUSINESS EXCELLENCE FRAMEWORK... 3 THE PUBLIC SECTOR TRANSFORMATION... 4 1. LEADERSHIP (120 points)... 6 1.1 Senior Leadership

More information

Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave

Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave Shared Parental Leave: Nine Months and Counting Understanding employee attitudes to shared parental leave * This PDF is best viewed and printed in landscape Introduction About the survey This report is

More information

How Insurance Companies Can Beat the Talent Crisis

How Insurance Companies Can Beat the Talent Crisis Financial Services How Insurance Companies Can Beat the Talent Crisis Staying competitive through integrated talent management How Insurance Companies Can Beat the Talent Crisis Staying competitive through

More information

2012 Sales Compensation Practices Survey for the High-Tech Industry

2012 Sales Compensation Practices Survey for the High-Tech Industry 0 Sales Compensation Practices Survey for the High-Tech Industry May 0 This report is solely for the use of all direct recipients. No part of it may be circulated, quoted or reproduced for distribution

More information

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION

1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION 1. CORPORATE SUPPORT SERVICES DEPARTMENT - HUMAN RESOURCES DIVISION (i) CHIEF MANAGER - COMPENSATION AND BENEFITS, AND HR ADMINISTRATION (Grade KRA 7 ) JOB DESCRIPTION FORM Date: Kenya Revenue Authority

More information

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015

Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 Benefit Cost Savings Through Strategic Evaluation TINA MARIE WOHLFIELD, SPHR, SHRM-SCP MASB FALL CONFERENCE, OCTOBER 23, 2015 The Financial Influence Are you leveraging your financial resources to maximize

More information

Partnering with a Total Rewards Provider

Partnering with a Total Rewards Provider CHAPTER 8 Partnering with a Total Rewards Provider changing market expectations place businesses under constant pressure to raise performance. So all eyes often turn to human resources (HR) to increase

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

What specific talent groups will be necessary to achieving strategic business goals?

What specific talent groups will be necessary to achieving strategic business goals? NORTH AMERICAN CRITICAL TALENT FEB 2014 INTRODUCTION In August 2013, Mercer surveyed Canadian and US organizations regarding their critical talent practices. As the economy cautiously rebounds, global

More information

9Lenses: Human Resources Suite

9Lenses: Human Resources Suite 9Lenses: Human Resources Suite 9Lenses Software for HR Leaders 9Lenses Software for HR Leaders Software Overview: People are an organization s most valuable asset. With 9Lenses Software for HR Leaders,

More information

Policy Mandatory For internal use November Nestlé Total Rewards Policy

Policy Mandatory For internal use November Nestlé Total Rewards Policy Policy Mandatory For internal use November 2011 Nestlé Total Rewards Policy Policy Mandatory For internal use November 2011 Issuing department Corporate Compensation and Benefits Target audience All employees

More information

Succession planning: What is the cost of doing it poorly or not at all?

Succession planning: What is the cost of doing it poorly or not at all? Energy insights At a glance There are substantial benefits to be gained by identifying talented employees including those deep in the organization with specialized skills and coordinating their training

More information

HR Service Partner (Specialist Services & Regional Offices) Location: Shared Services, SVP House Sean McDermott Street, Dublin 1

HR Service Partner (Specialist Services & Regional Offices) Location: Shared Services, SVP House Sean McDermott Street, Dublin 1 Job Description Job Title: Job Holder: Reports To: HR Service Partner (Specialist Services & Regional Offices) Vacant Head of Human Resource Shared Services Location: Shared Services, SVP House Sean McDermott

More information

Key Employee Retention Plans for Construction Firms

Key Employee Retention Plans for Construction Firms Whitepaper Series Key Employee Retention Plans for Construction Firms Retaining Top Talent Remains a Challenge for Privately-Held Companies Marc A. Newman, CPA Associate Managing Partner Key Employee Retention

More information

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT

PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex online Pty Ltd ABN 65 081 927 513 PERFORMANCE & DEVELOPMENT PLANNING (PDP) RETURN ON INVESTMENT (ROI) ASSESSMENT iedex Pty Ltd 2/17 Raglan Street South Melbourne VIC 3205 www.iedex.com.au Phone :

More information

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES

STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES STRATEGIC WORKFORCE PLANNING LATEST TRENDS AND LEADING PRACTICE EXAMPLES BERLIN, 21 MAY 2015 Julia Howes Mercer Workforce Analytics & Planning A WORKFORCE TSUNAMI IS APPROACHING COPYRIGHT MERCER 2015 STRATEGIC

More information

Talent Management in a new area

Talent Management in a new area Talent Management in a new area Tom Pfeiffer Partner Audit Deloitte Sacha Thill Senior Consultant Operations Excellence & Human Capital Deloitte In recent decades, organizations have increased their efforts

More information

Author: Lydia Cillie-Schmidt Page 1

Author: Lydia Cillie-Schmidt Page 1 Talent Management: An integrated framework for implementation L Cillie-Schmidt: Talent Management: An integrated framework for implementation, Management Today, February 2009 Companies like to promote

More information

Tax, Legal, Bookkeeping & Payroll Services 2015 kpmg.hr

Tax, Legal, Bookkeeping & Payroll Services 2015 kpmg.hr KPMG IN CROATIA Tax, Legal, Bookkeeping & Payroll Services 2015 kpmg.hr High performing people cutting through complexity to deliver informed perspectives and clear solutions that our clients and stakeholders

More information

Learning and Analytics: Business Briefing

Learning and Analytics: Business Briefing Business Briefing SUCCESSFACTORS / Business Briefing : Business Briefing Why learning with analytics bridges the gaps in your workforce s capabilities, improves performance and delivers a quantifiable

More information

Practical guide to IFRS

Practical guide to IFRS pwc.com/ifrs Practical guide to IFRS The art and science of contingent consideration in a business combination February 2012 Contents Introduction 1 Practical questions and examples 3 1 Initial classification

More information

mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT

mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP mysap ERP HUMAN CAPITAL MANAGEMENT mysap ERP: YOUR INDUSTRY. YOUR BUSINESS. YOUR FUTURE. mysap ERP is the world s most complete solution to support the foundation of your business, enabling adaptive

More information

Review your service. The Health Insurance Group. Johnson Fleming. Receive the best from your adviser. in partnership with

Review your service. The Health Insurance Group. Johnson Fleming. Receive the best from your adviser. in partnership with Review your service Receive the best from your adviser in partnership with Johnson Fleming Group Pensions Group Risk and Healthcare Service Provision The Health Insurance Group UK & International Healthcare

More information

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector

Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Talent 2020: Surveying the talent paradox from the employee perspective The view from the Health Care sector Deloitte Consulting s September 2012 Talent 2020: Surveying the talent paradox from the employee

More information

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources

Christchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch

More information

THE EVOLUTION of Talent Management Consulting

THE EVOLUTION of Talent Management Consulting Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE

More information

Workforce Strategic Plan 2011 2014

Workforce Strategic Plan 2011 2014 Workforce Strategic Plan 2011 2014 Foreword The Department of Education and Training, supported by a workforce of approximately 80,000 people, delivers world class services to Queensland across the education,

More information

6/22/2012. Governance, cost management, transparency and fairness. Does your Performance Management Work? Simone Martina

6/22/2012. Governance, cost management, transparency and fairness. Does your Performance Management Work? Simone Martina Governance, cost management, transparency and fairness. Does your Management Work? Simone Martina 1 A Solid Platform Key Features Investment Experience since 1928 Pioneer Fund, the third oldest mutual

More information

Keeping a leadership team intact

Keeping a leadership team intact The word team is used freely in today s healthcare environment yet establishing a group of professionals who work well together, pursue the same goals and work seamlessly to support high-quality patient

More information

Why managers are crucial to increasing engagement

Why managers are crucial to increasing engagement Ray Baumruk, Hewitt Associates An interview by Bob Gorman Jr., Robert E. Gorman Communication Why managers are crucial to increasing engagement Identifying steps managers can take to engage their workforce

More information

Salary & Employment Forecast HONG KONG 2014

Salary & Employment Forecast HONG KONG 2014 Salary & Employment Forecast HONG KONG 2014 legal Market Analysis Recruitment Activity Strength of current hiring activity compared to the last 12 months Expectation of a professional skills shortage in

More information

EURO TRAINING CENTER. www.euro4training.com

EURO TRAINING CENTER. www.euro4training.com EURO TRAINING CENTER 1.KNOWLEDGE We are committed to delivering the very latest business knowledge to our clients. Our services encourage quality learning & empower clients to deepen their knowledge, engage

More information

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS

INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS INTEGRATE CHANGE INTO YOUR WORKFORCE STRATEGIC TALENT MANAGEMENT SOFTWARE SOLUTIONS WHY TEDS? Fully Integrated TEDS Talent Management Solutions are fully integrated, allowing information to be shared among

More information

Introduction. Page 2 of 11

Introduction. Page 2 of 11 Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation

More information

Leadership Pulse. www.leadershippulse.com www.eepulse.com info@eepulse.com

Leadership Pulse. www.leadershippulse.com www.eepulse.com info@eepulse.com Leadership Pulse Pay for Performance Research Report on big picture results produced by Sibson, which was our partner for this particular Leadership Pulse study. On the next pages you will find a report

More information

Schroders Investment and Corporate Governance: Schroders Policy

Schroders Investment and Corporate Governance: Schroders Policy January 2013 Schroders Investment and Corporate Governance: Schroders Policy Contents Investment and Corporate Governance: Schroders Policy 2 Corporate Governance: The Role and Objectives of Schroders

More information

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources

What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources What s On the Minds of HR Directors? Neil Reichenberg Executive Director International Public Management Association for Human Resources The International Public Management Association for Human Resources

More information

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015

Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Job title: Strategy & Planning Manager Executive Office Location: London Closing date: 27 September 2015 Contract type: Permanent About Teach First How much you achieve in life should not be determined

More information

UK Total Rewards Overview

UK Total Rewards Overview UK Total Rewards Overview Page 2 Keysight UK Total Rewards. Updated August 2014 Compensation Classification Keysight uses a classification model based on the complexity of different positions. Jobs are

More information

Rewards & Well Being Research

Rewards & Well Being Research Rewards & Well Being Research Research among HR Reward and Benefits professionals to measure attitudes towards rewards & benefits Prepared by: Heather Macleod, Reed Business Insight On behalf of: Peter

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

H E A L T H W E A L T H C A R E E R 重 塑 整 体 报 酬 致 胜 2020. March 4th 2016. Beijing. China

H E A L T H W E A L T H C A R E E R 重 塑 整 体 报 酬 致 胜 2020. March 4th 2016. Beijing. China H E A L T H W E A L T H C A R E E R 重 塑 整 体 报 酬 致 胜 2020 March 4th 2016 Beijing China A G E N D A About Mercer Economy China C&B Trends Talent Competition - FIE VS Local What to expect in the next 5 years

More information

THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary

THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievement

More information

Optimizing Rewards and Employee Engagement

Optimizing Rewards and Employee Engagement Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin

More information

Compensation Programs and Practices. research. A report by WorldatWork September 2010

Compensation Programs and Practices. research. A report by WorldatWork September 2010 Compensation Programs and Practices research A report by WorldatWork September 2010 Contact: WorldatWork Customer Relations 14040 N. Northsight Blvd. Scottsdale, Arizona USA 85260-3601 Toll free: 877-951-9191

More information