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Reward Strategy case studies
Building a successful business is about understanding what your people need to do to make the business grow. By linking these key performance metrics to your employees’ reward, business objectives become clearer to your employees. Our goal is to help the organisation to identify these key metrics, and then build a reward structure which underpins your strategic goals. As Michael Porter put it in 1997, ‘having the right rewards in place helps people to make the right choices to support your strategy’. It’s important to have rewards that employees value, and that may be also about good career opportunities, training, or work-life balance, so we help you consider the whole deal.
Deborah Rees has updated the chapter on Pay for the CIPD loose-leaf Reward Manual in 2006. This useful desk-top reference guide has sold many copies, acting as both a support to candidates for the CIPD ‘Advanced certificate in Reward’ and as a stand alone handbook for the HR and Reward practitioner.
Deborah is also on the Reward Vice-President’s ‘Reward Council’, helping to direct the research objectives of the CIPD into new areas of Reward. The current Reward Vice-president is Michael Rose of Aon.
Deborah has also writen about the rewards that senior women seek, and the differences between men and women as part of a major research piece published by the CIPD in 2003 - click here to download