PERFORMANCE & REWARDS
26 March 2024
EXPERT INSIGHT
SPEAKERS:
EXPERT INSIGHT: Benjamin Frost | KORN FERRY
John Beadle | ABB
Tipu Zaheer | ENGIE
Praveen Gandhi | KALYANI GROUP
Kent Frederiksen | THE LEGO GROUP
Desiree Afor | MASTERCARD FOUNDATION
Saul Huisman | SWISS RE
Cristal Mikenas | TAKEDA
Benjamin Frost
Senior Client Partner, EMEA
KORN FERRY
KEY POINTS
Positive rewards culture is usually based on transparency and good communication to drive high levels of employee understanding about how pay is decided in the organization.
Positive culture usually means an open, ‘adult to adult’ conversation and if we made it that means that there is a positive culture in many other ways too, and indicates that the organization is doing many other things right.
Pay equity especially, is becoming a big driver of employee choices about where to work.
John Beadle
Global Head of Performance and Reward
ABB
KEY POINTS
Reward can often be seen as having a negative impact on an employer brand.
Thing that have a negative impact on an employer brand: excessive senior executive pay contrasted with low pay for other employees; payments do not seem to align with business results; poor standards of benefit provision; uncompetitive pay rates and lack of adequate reward governance.
To turning around impact of reward on an employer brand we have to make a strong alignment between the sustainability and reward strategies and also between the D&I and reward strategy.
Tipu Zaheer
Head Compensation & Benefis, HR Performance and HRIS, AMEA
ENGIE
KEY POINTS
Managing minimum criteria for health and insurance and maternity/paternity.
It is on balancing famel and male management across all management and functions.
Create a culture that really understand the value of the topic.
Praveen Gandhi
Group Vice President - Total Rewards
KALYANI GROUP
KEY POINTS
Ability to attract and retain is directly connected to the reward program that we have in our company.
Reward what is perceived by employees - what is offered and how it is understood by employees is equally important.
It’s important how logical you are in reward structure and how effective are you in your communication.
Kent Frederiksen
VP Reward
THE LEGO GROUP
KEY POINTS
We build our policy of reward link to our purpose and values.
Positive Rewards Culture helps strengthen the Employer Brand when the culture routed in trust and openness and there is dialogues across the organization with Companies’ behaviors at the center.
Specific policies in place: Global Parental Leave; Global Insurance, 4 weeks paid caregiver leave and exceptional bonus payments during good and bad years.
Desiree Afor
Director, Total Rewards & Mobility
MASTERCARD FOUNDATION
KEY POINTS
We believe in quality not quantity: it’s important how we do and what we do.
Why not trying to be more intentional in how we communicate?
No values consist of things like: listening, cocreation, kindness and respect, impact.
Saul Huisman
Director Reward EMEA & Group Functions
SWISS RE
KEY POINTS
Our Rewards culture raises brand awareness and positioning in the talent market, attracts and retains the talent needed to succeed and guide the right behaviours and actions that align with our brand.
Listen your employee it’s fundamental to help you to change what’s is not working.
To activate and drive a positive employee experience we have to improve EVP, transparency, communication, recognition and engagement.
Cristal Mikenas
Associate Director, Global Employer Brand
TAKEDA
KEY POINTS
Employee what to know if they can trust the organization and if the relationship with the company will be respectful.
N.1 reason to accept one work is compensation and this influence how the people come to work.
If your employee are satisfied they will be ambassador of your company and they will share their experience without asking.
THANK YOU!
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