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Key Theme: Reward

With the growing competition for the best staff, companies are re-examining their reward strategies with the goal of ensuring that all aspects of pay, compensation and benefits provide the right kinds of incentives. As a result, the concept of total reward is gaining ground. The underlying philosophy is to include all aspects of reward as part of an extensive menu of options. Giving individuals the greatest possible range of choice in building their own packages is another of the principles. This section shows how companies are implementing total reward and the business case for taking this kind of approach.

Nationwide case study - employment survey framework
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Nationwide case study
The full story behind the building society Nationwide's implementation of total reward, in particular an account of its ‘Committed and Engaged Person’ model and philosophy of ‘total remuneration’. It describes the practical issues involved in designing these solutions and the benefits the building society has gained in terms of engagement and improved performance.

Creating The HR Scorecard - The Case for HR Measurement

The Case for HR Measurement
Performance measurement has become a critical issue for human resource (HR) professionals, and is set to grow in importance. This is the result of HR departments increasingly being asked to demonstrate the value they deliver to the organizations they serve. The evidence of the value of measuring HR performance and the role of the HR Scorecard is covered in this briefing. (5857 words)

A practical template for an HR Scorecard

Creating The HR Scorecard - A practical template
The creation of an HR scorecard, advisers and practitioners repeatedly stress, is the best way for HR leaders to demonstrate the value they deliver to their organizations. This briefing explains how to build and deploy an HR scorecard. Among other things, the briefing shows how leading organizations cascade the scorecard beyond the highest HR functional level while a case report on the US-based financial services organization Prudential shows how one organization tackled this task. (7928 words)

Managing Talent Effectively

Managing Talent Effectively
This briefing examines the issue of managing talent in relation to five themes - the manager/supervisor imperative, rethinking work and performance, creating management involvement, rethinking systems and accountabilities, and the challenges faced in this aspect of talent management. The organizations featured are International Paper, Fujitsu Network Communications, St Luke's Communications, ST Microelectronics, Support Technologies Inc and The Hartford Group. (10174 words)

International Paper case study - Talent Management Strategies

International Paper case study
The diversified manufacturing company, International Paper (IP), has built a reputation over 100 years in North America and is now represented in more than 50 countries. Since 1997, the corporation has been systematically rethinking its interpretation of talent management. This has resulted in wide-ranging innovations in how it is positioned, talent practices and a more compelling value proposition based on employee engagement. (2903 words)

Frameworks for Implementing & Driving Culture Change

Implementing & Driving Culture Change - Tools and Frameworks
Advice on the best tools, methods and frameworks to drive through culture change - including the use of pilot programmes, change agents, performance measurement systems and Balanced Scorecard projects. Examples from BT Northern Ireland, Siemens KWU, Transco and Anglian Water Services. (10455 words)

Allied Irish Bank case study - human capital

Allied Irish Bank case study
Creating a new set of non-financial measures was a central plank of an HR strategy designed to foster a performance-driven meritocracy at Allied Irish Bank, Ireland's leading international banking and financial services company with 24,000 staff in 800 offices worldwide. An important factor in getting them established has been adopting formal measures and indicators that allowed AIB to benchmark its people policies against those of global exemplars - and then publish the results to the Bank's stakeholders. (1677 words)