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Compensation & Benefits: Tom Dewaele

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Presentation by Tom Dewaele during the 8th editon of Vlerick HR-day 2011.

Compensation & Benefits: Tom Dewaele

  1. 1. War for TalentWhat do we want to pay for it? Tom Dewaele Reward Europe June 2011 1
  2. 2. War for Talent is a fact! 2
  3. 3. War for Talent is a fact! 4
  4. 4. War for Talent is a fact! 5
  5. 5. What is a talent? Ultimately, any organization’s performance depends on its decision effectiveness. Consistently high performers make good decisions make them quickly and execute them well. 6
  6. 6. War for Talent is a fact! 7
  7. 7. Reward & Talent together! We need to Sorry but this get/keep this will definitely hughe talent in not fit our whatever the reward policy price may be Talent Management Reward Management 8
  8. 8. Reward approach for talent • One size fits all policies • “Overall Average median positon in the total market” • Very limited salary increases budgets • Managing exceptions/police department • Pay for (short-term) performance We need much more flexibility in our reward programms to attract and retain our best talents
  9. 9. Talent Mgt Language Consistently demonstrates outstanding leadership Consistently demonstrates leadership at the expected level Does not demonstrate leadership at the expected level. Fails to meet stretching Consistently meets stretching Consistently exceeds stretching performance targets. performance targets. performance targets.
  10. 10. Reward Mgt Language125%110%Media n 90% 80% Year 1 Year 2 Year 3 Year 4 Year 5 Base Variable Benefits
  11. 11. Base pay flexibility 125% 110%Median Middle boxer Green boxer 90% Yellow boxer Red boxer Key Jobs 80% Mid Career Recruit Year 1 Year 2 Year 3 Year 4 Year 5
  12. 12. STI: Pay for performance • Strong differentiation tool • Link to business results • Link to individual targets • Different approaches possible!
  13. 13. Pay for performance: rigid Company Team Individual SOTP X Entity X Individual KPIs 0-160% 0-100% 0-100%
  14. 14. Pay for performance: rigid • Simple • Individual overperformance • Predictable • Management judgement • Business link • Declining markets • Performance driver • Zero bonus years • Future Potential
  15. 15. Pay for performance: open Business Performance = Differentiation Factor € Bonus € Bonus Individual Target Performance = 1 2 3 4 5 PDP Rating Business Performance Individual Performance is relative is relative 16
  16. 16. Pay for performance: open 17
  17. 17. Pay for performance • Management judgement • Too complex • Individual overperformance • Too flexible • Reflecting business results • Management behavior • Highering approach • Unpredictable • Future Potential •
  18. 18. LTI: long term retention Consistently demonstrates 25 - 50% LTI 100 - 150% LTI 150 - 200% LTI outstanding leadership Consistently demonstrates 0 - 25% LTI 75 - 100% LTI 125 - 175% LTI leadership at the expected level Does not demonstrate leadership at the 0% LTI 0 - 50% LTI 25 - 75% LTI expected level. HOW Fails to meet stretching Consistently meets Consistently exceeds performance targets. stretching performance stretching performance targets. targets. WHAT
  19. 19. Total Reward positioning Q4 Q3 Q2 Q1
  20. 20. Questions?

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