2. What?
When?
By what
means? Where?
Who?
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3. What?
Could Total Reward be only cash based?
What benefit could we add to the equation?
Could we consider also professional development?
Is Variable Pay a risk fee or a deferred cost?
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4. By what means?
How we pay respect the market, more or less?
How do we pay, people focus or job focus?
What do we recognize, based on function or based on roles?
Do we have the same competitiveness for all the concepts?
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5. Who?
Could we still afford One size fits all strategy?
Who does our strategy attract and retain?
Are we aware of how we differentiate by collective?
Which criteria do we use for differentiating collective beyond hierarchy?
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6. Where?
Do we facilitate internal mobility?
Do we recognize geographical differences?
In regards of Rewards, the Brand adds value ?
What do we need to buy talent or to develop talent internally?
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7. When?
How do we define limits for paying Employee / Job adjustments?
Are our annual salary increase driven only by CPI?
How do we treat positions without professional career?
Is our Total Reward Strategy synchronized (Business cycle / Personal cycle?
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8. Without avoiding the key question: Why?
How do we link Total Reward Strategy with:
Human Capital Strategy
And specially with Business Strategy
Without forgiving the Competitive Context and other Stakeholders.
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9. Answers Profile
Why?
What? When?
By what means? Where?
Who? How?
The definition of Why clarifies the goals to achieve.
The answers of What, By what means, Who, When and Where combine to
shape the How.
But without forgetting that this exercise is not static, nor unique, but dynamic
based on the Business, Industry, Geography, Economy and Context.
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10. What do we take for us . . .
Total Rewards is one of the more powerful communication tools for shaping
behaviors and must be aligned with the Business Strategy.
The Organizational Inertia tends to simplify the management of rewards to a
transactional level and as a source of cost.
It is in our hands to elevate the value contribution of Total Rewards
proposition, to Tactical or Strategic levels . . .
. . . Because at the end is not about Paying More but Paying Better, this means
rewarding beyond cash in order to facilitate the achievement of goals.
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