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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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