KPMG in the UK has embarked on a journey of transformation during 2013, in pursuit of our strategic goal to dominate professional services. Our Annual Review highlights how we bring real benefits to our clients, our people and society as a whole.
We are proud to be partnering with Action for Literacy and Shelter to enable us to play a greater part in tackling the key issues of literacy and homelessness in the UK today.
The UK Banks Performance Benchmarking Report explores the key trends in the first half results of the big five UK headquartered banks – Barclays, HSBC, Lloyds Banking Group, RBS and Standard Chartered.
Interactive Infrastructure offers a snapshot of the face and future of UK infrastructure pipeline using an interactive platform to connect infrastructure stakeholders at an early stage in the development of projects.
KPMG has recently published the 2013 Guide to Directors’ Remuneration, a survey which analyses trends in FTSE 350 directors’ pay.
Corporate reporting in its widest sense has an important role to play in restoring trust. There is a groundswell of opinion that things aren’t quite right. But it’s not enough to acknowledge it. I believe that it’s time for change.
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KPMG’s leadership blogs brings you insight, opinion and debate from our senior partners and industry experts.
The 2013 edition of our Alumni magazine, Connected, features Alumni profiles, as well as articles about Cyber Security and Tax Transparency. Regional variations for Scotland, North, Midlands and South are also available
Over 11,000 of our alumni are registered on LinkedIn. We have established the KPMG UK Alumni group to enable you to contact many of our past and current people who are members.
Imagine a world where HR is championed for its ability to add real monetary value to an organisation. To be honest, I think we still have some way to go yet. For a lot of best practice firms, reward & benefits transformation has become a way to try and demonstrate this value. I believe that in five years time, 80 percent of firms will be or be in the process of following suit.
In order for organisations to get the ball rolling, they need to successfully move the view of reward from just being about base pay and onto the total reward package. To do this will require confidence and buy in from all areas of the organisation and also external bodies such as the unions. In doing this, teams will break down silos and create a strong network across their company.
Understanding what employees want from their employer sounds simple enough on the surface but is often a real challenge for companies. Employees who are part of an old fashioned pay structure often feel that they are not compensated fairly. They do not understand their pay package because it is not transparent.
A best practice reward & benefits strategy allows the individual to see their total reward package breakdown and gives them choices in key areas of benefits and flexibility. This not only deemphasises base pay, but helps deliver a sustained reduction in attrition in the process.
Senior Manager, Reward
KPMG in the UK
020 7694 8027
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