The document discusses the concept of strategic rewards in the context of a multi-generational workforce and evolving organizational structures. It emphasizes the importance of flexible reward solutions, including compensation, benefits, and work-life balance to attract and retain talent. Additionally, it highlights the impact of technology and individual preferences on reward strategies and the need for effective communication with stakeholders.

1. 1
WEBINAR
Strategic Reward: your
way of thinking?
11/01/2018

2. Introduction:
Geoffroy Rubens & Mirabel Hoys
Trends
People: 4 generations
New organisation: ‘the network
organisation’
Agenda
Total Rewards Elements and overview
Flexible Reward Solution
Communication
Attentia Reward Solutions
1
2
3
4
6
7
8
5

3. 3
Introduction
● Geoffroy Rubens
● Lead Reward consultant
● Tel +32 479 96 25 66
●  geoffroy.rubens@attentia.be
● Mirabel Hoys
● Lead HR consultant
● Tel +32 479 35 18 71
●  mirabel.hoys@attentia.be

4. 4
Current trends in reward
Flexibility Personalization
Health & Well-
being
Pay & Transparency
Technology

5. 5
Different Generations on the workfloor
BABY BOOMERS GENERATION X GENERATION Y GENERATION Z
1946-1963 1964-1979 1980-1995 1996-2010
AGE IN 2018: 55-72 AGE IN 2018: 39-54 AGE IN 2018: 23-39 AGE IN 2018: 8-22
TV
Individualistic
Job Security
"Organisational "
Careers organised by Employer
Fairness is Key
Team Profit Sharing Incentives
PC
Entrepreneurial
Work Life Balance
"Portfolio Career"
Loyal to profession, not necessarily to
employer
Competitive Merit Based
Expects Rewards to match risk
Tablet / Smartphone
Group Oriented
Freedom & Flexibility
"Digital Entrepreneurs"
Work with organisations not necessarily for
Regular Increases to recognize value
Google Glass / 3D Printing
Realistic
Security & Stability
"Career Multitaskers"
Will move between organisations and "pop up"
businesses
Transparant Salary Policies

6. 6
Use of Non-Employee talent is rising… in the
network organisation
Traditional
employees
Outsourcing Free agents Alliance
Talent platforms Volunteers Robots Artificial
intelligence

7. 7
Total Rewards Elements
 Training
 Coaching
 Career Opportunity
 Competencies Management
 Mobility
 Culture and values
 Flexibility (time and space)
 Work life balance, health@work
 Health Benefits
 Insurances
 Company Car
 Multimedia
 …
 Base Pay
 Variable Pay
 Participative
Compensation Benefits
Learning &
Development
Work &
Environment
TOTAL
REWARDS
REWARDSSTRATEGY
REWARDSPOlICIES

8. 8
Total Rewards Elements – Market practices
 Compensation
 Top driver on attraction and retention
 Main cost / budget for employees and
companies
 Less tax effective element
 Sometime considered as ‘basic need”
 Benefits
 Hot topic: Cafeteria plan
 Tax efficiency increased
 Very visible pay elements
 Fashionable pay elements
 Various preference in benefits
 L&D and Perspective
 Among the top drivers for retentions
 Important HR challenge – companies fear to
lack talents
 Technology play an increasing role
 More horizontal moves than earlier
 Environment
 HR Brand
 Flexibility (place and time)
 Return of the WL balance
 High impact on engagement

9. 9
What’s the impact of a Flexible Rewards Plan?
FLEXIBLE REWARDS
Employer Branding
Recruiting talent
Innovative HR policy
Retaining talent
Continuity
Engagement
More transparency / appreciation for the salary package
More insights in your personal salary costs
Less comparing amongst colleagues
Mobility issues
Employment plan for older employees (CA 45)
Salary harmonisation projects
Optimisation for
employer and
employee

10. 10
Our experience with these benefits
High
Popularity
Low
Low Operational complexity High
IT devices
Public
transportation
Hospitalisation insurance
Company carCompany Bike
Bike & car
sharing
Warrants
Internet @
Home
Extra
Vacation days
Individual
pension saving

11. 11
Flexible Rewards is sometimes a matter of BI
 Making the right choices as employer in the offering
 Use of predictive analysis by looking at some parameters
 Salaries
 Distance
 Family Composition
 …
 Use of experience in other plans

12. 12
Flexible Rewards is sometimes a matter of BI
Case Study Example
 Company +/- 3300FTE
 Analysis – Choice between 3 car models
 5% - No Car
 1% - Only Model A
 28% - Model A or B
 66% - Model A, B or C
2.197
Car (Cat C)
930
Car (Cat B)
173
No car (Cat A)
38

13. 13
Flexible Rewards is sometimes a matter of BI
Case Study Example
 Company +/- 3300FTE
 Analysis – Choice between 3 car models
 5% of employees cannot opt for a car
 94% Manual Workers & 6% Employees
 Out of the 94% Manual Workers 67,5% is
working less than 25hrs/week

14. 14
Flexible Rewards is sometimes a matter of BI
Case Study Example
 Company +/- 3300FTE
 Analysis - opting for a car &
fuel card
 550 FTE cannot chose
 Majority of Labour Workers
 Low seniority
 Low Working Hours
A wide variety of segmentation
possibilities for analysis
purposes

15. 15
Flexible Rewards is sometimes a matter of BI
Case Study Example

16. 16
Communication – Key Stakeholders
Executive
Committee/
Senior
Management
Human
Resources
Business Social
partners
THE
EMPLOYEE

17. 17
Communication – How to communicate

19. 20/02
Webinar
nieuwe winstpremies 2018 en vergelijking met resultaatsgebonden voordelen

20. Thank you!
www.attentia.be
linkedin.com/company/attentia ● facebook.com/AttentiaGroup ● twitter.com/attentianl

21. 21
MISSION STATEMENT Strategic Reward
 Assisting our clients earlier in their Reward Strategy decision process and
support them
 by assuring that their Business / HR Strategy is supported by an adapted
Reward Strategy

22. 22
DOTS Solutions
Well-being
Health &
Safety
Payroll
HR
Self Assessment
Beeldscherm
Document
Management
Health & Safety
EssentialsConnected
Time
Payroll
Essentials
DOTS Essentials
Flexible
Reward
VALUE
FOUNDATION

23. 23
GDPR
As of May 2018 the new General data Protection regulation will come into effect.
More info about the amended privacy regulations can be found here:
https://www.attentia.be/nl/nieuws/general-data-protection-regulation-gdpr