Three things all business leaders should know about reward management Tuesday 10 February 2015 PDF Print There are three things every business leader should know, says Prof Xavier Beaten, founder of the Centre for Excellence in Strategic Rewards at Vlerick Business School. A survey among Compensation & Benefits professionals has shown that less than half of them think they have the skills needed to translate business strategy into reward policies. 1. Non-financial aspects are more important than money “Currently, there is too much focus on financial compensation, when research has actually shown that non-financial aspects such as autonomy, colleagues, the company’s reputation etc., are in fact considered more important. Reward models should be aligned with the corporate strategy (customer intimacy, operational excellence or product leadership). If your strategy focuses on innovation, for example, flexible reward components take centre stage.” 2. One-time bonuses work better than an increase in basic salary “When it comes to compensation, employees are not rational. Research has revealed that the impact of a one-time bonus on their performance is five times greater than that of a small increase in their basic salary. The bonus has an entirely different psychological effect than a spread out reward, i.e. a gradual salary increase.” 3. Employees do not know what compensation packages include “Research shows that better communication leads to an improved understanding of what the compensation package includes, which, in turn, leads to greater appreciation of fringe benefits in particular. These easily amount to 25% of the total package. Today, communication is often limited to the technical aspects of the salary package. Managers should explain the reasoning behind the compensation philosophy better and substantiate their decisions. ” Prof Xavier Beaten says: “Companies looking to implement sound reward policies still have a lot of work to do. Effective reward managers should look beyond the merely technical aspect of the matter. They need to be able to explain the reward system to their staff, and to establish a link between the corporate context and activities on the one hand, and reward policies on the other. Good Compensation & Benefits Managers have three important roles to fulfil – that of an engineer, a strategist and a salesman.” ENDS For more information, to speak to Professor Baeten or for a copy of the report please contact Alexandra Dobocan at firstname.lastname@example.org call +44 (0) 1582 790 709 Note to the editor: Vlerick Business School currently runs the Global Reward Management Programme - ideal for professionals who have international responsibilities in HR and/or reward management and who want to: • Deepen their expertise on how to strategically align their reward policies in a global business environment • Audit their company’s current reward situation • Understand and reflect on the internal and external context influencing their company’s reward strategy • Change their current reward policies • Develop new reward policies The Global Reward Management Programme provides a perfect blend of strong applied academic research, practical relevance and expertise to enable global reward professionals to apply the concepts and tools essential to (re)shaping their organisation’s reward policies, systems and governance into a strategic instrument. This is the result of a global approach, focusing only on topics with high strategic value. This press release was distributed by ResponseSource Press Release Wire on behalf of BlueSky Public Relations Ltd in the following categories: Business & Finance, Education & Human Resources, for more information visit http://pressreleasewire.responsesource.com/about.