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Adapting Rewards to Fit the Future Workforce

Hosted by: TomTom

Employee engagement is central to ensuring the rewards function can adapt to our changing workforce, according to rewards leaders at a recent ChapmanCG event.
Mairead MacLure, VP Reward & HR Operations, co-hosted the discussions at TomTom’s headquarters in Amsterdam and was joined by leaders from ABN AMRO, Arcadis, Booking.Com, JDE, LeasePlan, NetApp, Philips Lighting, TEVA, Willis Towers Watson and others.

Tailored choice

Traditionally, many rewards functions have offered compensation and benefits that are ‘one size fits all’. However, as we have seen in the consumer sphere, there has been an evolving need to provide more choice tailored to individual needs.
To be able to provide sensible options, we need to understand the workforce and what drives them. The workforce can be broken into so many different segments, all with different values. For example, baby boomers who value their pensions, and millennials who may not consider pensions as being so important at their current stage of life.

Engaging employees

Modern rewards strategies can play a key role in employee engagement and helping employees to feel valued. This can range from everything from salary, pension plans and stock options through to wellness programs.
Employee surveys continue to be a key method for engaging employees around their preferred rewards framework.
One organisation shared how the data they received through their survey and focus groups was then used to create employee personas, often grouped into countries and professions. These personas included what that person might find important, what would make them stay, and what a rewards program would look like for them. This helped to ensure the needs of a diverse range of employees could be taken into account when building the rewards program.

Flexibility and the role of education

Providing employees with flexibility in the benefits they choose is a growing consideration. This could potentially be provided through self-service technology, which could also help to increase engagement.
Flexibility also creates implications in terms of training and education. For example, some employees say they want lots of rewards choices. However, they may look at these at the start of their employment and then not remember to update these as they develop in their career and progress to different life stages.
Attendees agreed that organisations need to take responsibility in educating their workforce of the potential positive and negative elements of different rewards choices. This can help to minimise negative sentiment over the longer term, for example if people do not have enough of a pension to retire on, or if the value of stocks reduce so much they do not see their investment or salary sacrifice as a worthwhile one in hindsight.
There is always an argument for trying to keep rewards programs as simple, clear and straight forward as possible to help employees understand the potential implications of their decisions.
A huge thank you to TomTom for hosting the session, and for the demonstration of their new technology that is being used to power platforms such as Google and Uber.
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Key Contributors:

Jen Balfour

Senior Associate

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Consulting Team

Jen Balfour

Senior Associate

Jen is a Senior Associate with Chapman CG and is based in London. She works with the EMEA team to identify high-potential HR talent across Europe.

Jen is originally from Auckland, New Zealand. Prior to joining ChapmanCG, Jen held marketing roles for IT businesses. She holds a Bachelor of Commerce majoring in Marketing and Tourism from the University of Otago.

In Jen’s spare time she enjoys socialising with friends, playing and watching sport and travelling. She also has a guilty pleasure for pop music.

Tim Rayner

Senior Director

Consulting Team
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Consulting Team

Tim Rayner

Senior Director

Tim is a Senior Director with ChapmanCG, based in Spain. He works across both Asia and Europe to identify HR talent worldwide. Tim is originally from the UK and his roles have spanned the UK, continental and Eastern Europe, and Australia.

Throughout his fifteen-year career, Tim has been deeply involved in recruitment, talent management and consulting within HR. His extensive broad business exposure has helped him build a strong knowledge base across a variety of professional disciplines and sectors on a local, regional and global basis. Prior to joining ChapmanCG, he was General Manager of the Hunter and Central Coast region for Hudson in Australia.

Tim has a BA (Hons) in Business and Tourism Management from the De Montfort University in the United Kingdom and is currently learning Spanish. He also has significant past experience as a lifeguard for Surf Life Saving Australia.

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