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Globally, organizations are trying more than ever to design programs directed at the individual needs of their employees.

View Course Details Designing and Managing Base Pay Systems (3 of 9 Courses/Exams) Understand how equitable base pay programs are designed and administered.

Is the plan driving the right behaviors and functioning as it was designed?

Along the way, you will gain key concepts of communication, as well as an eight-step strategic process for designing, developing and implementing successful Total Rewards communication plans.

Compensation Design Strong financial outcomes and sophisticated business strategies can be measured in detail and generate expectations for performance with a good deal of accuracy.

Here’s How to Leverage It for TR , Workspan Daily Plus+ article;How Qualitative and Quantitative Data Can Influence Benefits Design , Workspan Daily Plus+ article;Strategic HR Analytics: Driving Business Performance , Journal of Total Rewards article;People Analytics Study , research; The goal of nudge technology in the workplace is to subtly influence the behaviors of employees by analyzing their personal data and nudging them in a direction that, ideally, is in their best interests but often also in the employer’s best interests.

Interim Leaders Bring Critical Pay Decisions , Workspan Daily article;An Innovative, Best-Fit Approach to Design Executive Comp Programs , Workspan Daily article;Competing for Executive Talent When Equity Vehicles Aren’t an Option , Workspan Daily article;Executive Compensation Immersion Program , course; Picture this: During a discussion about leadership succession with your board’s compensation and HR committee, your CEO mentions that she plans to retire in about three years.

Rewards strategies designed for scale, uniformity and incremental growth are struggling to keep pace with an environment defined by skills volatility, regulatory change, cost pressure and rising employee expectations.

The selected papers in this issue are indicative of the importance and timeliness of the conference presentations, as well as the variety of approaches to addressing these challenging times and concerns: Kaiser, Mohnen, and Sittenthaler, in an inductive case study of seven European organizations, take an employee perspective on how future work challenges (career, performance and loyalty conflicts) lead to the modifications in how HR practitioners design and implement incentives .

Their approach quantifies how intentional, lifecycle-focused rewards design drives retention, innovation and loyalty.