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Firms seeking growth beyond their core offerings will need customized but adaptive compensation strategies designed to attract and retain specialized talent.

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Then, using inputs about your compensation designs, business strategy, and the nuanced employee and candidate characteristics you value and will pay for, these tools, she stated, can help inform future pay decisions that align with your corporate priorities and objectives — becoming a valuable augmentation tool for TR professionals.

TR professionals can design systems that nurture these conditions, blending pay development and recognition into a cohesive experience.

We guide them in the design and delivery of Total Rewards programs with our membership, education, certification, idea exchange, thought leadership, knowledge creation, information sharing, research, and networking.

.; ;Following an engineering career in thermal analysis and satellite design, Gwynne Shotwell moved to master sales, contract law and supply chain management before becoming the president and COO of SpaceX.; ;With nearly two decades in server engineering and online services, Satya Nadella mastered unit economics, cloud architecture and organizational empathy before becoming the CEO of Microsoft.; While each could have stayed on a vertical path to lead a department within their functional expertise, they chose to broaden their scope and skills.

“If one of my objectives is to improve equity and bring in people who might have traditionally opted out, I might design some of those policies a little differently.”

The model can be used by practitioners to guide their efforts in designing and implementing executive remuneration practices that are strategically aligned, socially accountable and reflective of the diverse perspectives and expertise within their organizations.

In addition, only 37% of respondents said they share information about the design of the base pay program, such as strategy, compensation markets or link to performance, with employees.

The most innovative companies are looking at post-COVID times as a chance to review in-depth and upgrade their different rewards programs — leveling, market surveys, salary design, short-term variable pay, long-term compensation and executive remuneration, benefits, work-life harmony (which is very important in Europe), recognition, talent development and the like, to make them more modern, fit-for-purpose and constitutive of a powerful employee value proposition.