After reviewing all the material for the week, share in your own words, the meaning of the concept of Total Rewards, describe how
After reviewing all the material for the week, share in your own words (with at least two in-text citations to indicate the origin of your information), the meaning of the concept of Total Rewards, describe how it differs from the traditional approach to compensation, and why this difference matters to HRM decision-making. Use a minimum of two references from the class materials. Respond to at least one classmate.
Discussion #2
In your own words, describe the five components of the Total Rewards Model. Respond to at least one classmate.
Module 1: The Total Rewards Model
Topics
Topic 1: What is the Total Rewards Model to Compensation Management?
Topic 2: The Change to Total Rewards
Topic 3: The Critical Link of Strategic Objectives and Rewards
Topic 4: Why is the Total Rewards Model Successful?
Topic 5: Conclusions
Topic 1: What is the Total Rewards Model to Compensation Management?
Think about what might attract you to work for a particular organization. Why
would you choose one organization over another, if given the opportunity?
Which organization offers you the elements surrounding your work experience
that you value most? Your answer probably is not salary alone, but many other
elements in addition.
The elements you consider of value when you compare different organizations'
offerings are unique to you. They are holistic and comprehensive. It is not merely
the pay and a few basic benefits that attract potential employees, but a wide
array of rewards known as total rewards.
Take a look at the following list of items that most influence employees'
commitment and motivation. While the study, conducted by Mercer (2007),
surfaced some similarities, there were certainly also many differences. For
example, the global study found that while workers in Asia valued base pay
above anything else, workers in the United States valued other factors, including
work‐life balance, being treated with respect, and benefits, more highly than
money alone. There were also differences among the generations. While
employees of at least 60 years of age (known as the Traditionalists) value
security and company loyalty most highly, employees between 18 and 29 (the
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Millennials) tend to value their contributions and learning opportunities, and thus
are more willing to change jobs repeatedly, while those between the ages of 30
and 42 (Generation Xers) tend to value the work‐life balance most highly
(Mercer, 2007, p. 3).
Table 1.1 What Employees Value
• Being treated with respect
• The type of work that you do
• Work‐life balance
• Benefits
• Working in an environment in which you can provide good service to
others
• Base pay
• The quality of the people you work with
• Long‐term career potential
• Having flexible working arrangements
• Learning or training opportunities
• Promotion opportunities
• Variable bonus/incentive bonus
Source: Mercer's What's Working Global Employee Survey (2007)
As you reflect on what motivates you to choose one organization over another
as your place of employment, which of the items from this list would you rank as
the most important? Be prepared to answer this question if your professor asks
it.
This discussion of why individuals select one organization over another is at the
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core of our discussion of the total rewards approach to compensation
management. In order for organizations to attract, retain, and motivate
employees with the requisite knowledge, skills, and abilities (KSAs) needed for
organizational success, a satisfying mix of the monetary, non‐monetary, and the
overall work experience must be offered. Of course, what we have just shown,
as you thought about what satisfies you, is that it is imperative to know which
segment of the population desires what mix of rewards. Without this data, there
cannot be targeted marketing.
Definitions of the Total Rewards Model
For the purposes of this course, we will use the following model and definition of
the total rewards model to compensation management. Imagine the total
rewards philosophy for the organization in the middle of a circle, with the
following shown as elements around it.
Figure 1.1
Total Rewards Model
The graphic depicts the relationship among the organization's objectives; the
requisite knowledge, skills, and abilities; the pool of potential or current
employees; the individual elements that can be offered, including monetary, non‐
monetary and other work experience elements; and the feedback system of total
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reward metrics in order to determine the total rewards philosophy for the
organization. The total rewards approach to compensation management is
strategically planning a targeted reward package to successfully attract, retain,
and motivate segmented populations of employees who possess the requisite
knowledge, skills, and abilities (KSAs) needed to achieve the organization's
business objectives.
If we look at some of the individual elements of the monetary rewards, the non‐
monetary rewards, and the work experience of value to employees, we see that
there are a large number of them. Take a look at table 1.2:
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Table 1.2 Rewards and Experience Employees Value
Monetary Rewards Non‐monetary Rewards
Work Experience
Base Pay Income Protection
Benefits
Values of the Organization
Variable Pay
Hourly/Salaried/Executive
Medical Insurance Community (Individual &
Organizational)
Deferred Compensation Vision, dental Recognition
Merit and Cost of Living
Increases
Disability Training and Development
Performance Feedback Life Insurance Promotions
Retirement Paid Time Off Sense of Accomplishment
Day Care
Employee
Assistance Program
Health‐related
Programs
Tuition Assistance
This chart depicts the many rewards that are included in the total rewards
approach to compensation management. Later modules will explain each of
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these individually and how they align holistically and comprehensively to attract,
retain, and motivate employees.
Because total rewards is a fairly new and still emerging perspective, a review of
what exactly is meant by total rewards is helpful to the overall understanding of
the larger process of strategically planning our total rewards. We also
acknowledge that the total rewards concept is also sometimes known by other
names, such as the employer/employee value proposition, the psychological
contract, the employer brand, total remuneration, and total value. However, the
term total rewards seems to be the name most commonly used, according to a
survey taken by Mercer (Salopek, 2008).
We begin with a definition by Stacey Kaplan (2007), who states that "total
rewards encompass everything that an employee values in their employment
relationship: compensation, benefits, development, and the work environment"
(p. 4). Kaplan finds that while effective total reward systems offer both current
and potential employees the holistic intrinsic and extrinsic rewards they want,
those rewards must also be aligned with the objectives of the organization in
order to justify the offerings. This means that human resources staffs that are
designing the total rewards package must be familiar with the strategies of the
organization and the requisite KSAs to fulfill those objectives. Furthermore, they
must identify and understand the unique wants, needs, and desires of the people
they are trying to recruit. They need to know in detail what rewards would
attract, retain, and motivate those who possess the needed KSAs.
Other contemporary authors continue this review of the general view of total
rewards. For example, Richard Kantor and Tina Kao, in an article titled Total
Rewards: Clarity from the Confusion and Chaos (2004, p. 9) share the broad
definition of total rewards as rewards that "encompass everything that is
rewarding about working for a particular employer or everything employees get
as a result of their employment." In an article titled Retention Buzz, Jennifer J.
Salopek recognizes that employees are viewing employment from a "what's in it
for me?" perspective. It is no longer merely, "show me the money!" as was the
case in the popular Jerry Maguire movie, but show me everything and anything
that is going to satisfy ME!
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Manas and Graham (2003) also touch on the plethora of offerings approach
when they state that total rewards are analogous to offering 31 flavors in order
to satisfy all tastes! They explain that "the more broadly rewards are defined, the
more likely you are to touch upon what motivates the broad constituencies
represented by your employees" (p. 1). In this course, however, you will see how
we take the view that we cannot offer the "31 flavors," but will rather determine
what flavors are desired by the individuals with the requisite KSAs, and will offer
those flavors. Manas and Graham (2003) go on to define total rewards as
beginning with total remuneration, which includes all the elements of rewards
that can be valued in dollar terms; non‐cash rewards that are part of the
employment compact that they define as "an agreement or covenant … that
reflects the unwritten contract that exists between an employer and an
employee for the exchange of value" (p. 3). The non‐cash rewards that make up
the compact include affiliation, quality of work and life, training, and
development.
Ann Black (2007) touches on the value relationship of the rewards offered when
she shares that "the concept of total rewards goes beyond the traditional view of
benefits to include everything the employee perceives to be of value that results
from the employment relationship. These total rewards packages include not
only compensation and benefits but also work/life programs, employee
recognition programs, and developmental and career opportunities" (p. 33).
Mercer sums up the current thinking about total rewards and its significance for
the future well. The quote is from a white paper shared on Mercer's web site
(October, 2007, www.mercer.com). Mercer states that "the companies that
succeed in the future will be the ones that are able to attract, engage, and retain
the people they need in a way that is sustainable from a cost perspective." They
assert that organizations must develop "a total rewards strategy that
acknowledges a broader interpretation of rewards with differing appeal to
employees," including compensation (base pay, short‐ and long‐term incentives,
and recognition awards); benefits (health and other group benefits, retirement
plans, work‐life programs, and perquisites); and careers (performance
management, career pathing, training and development, talent review, and
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succession planning).
Before the focus of this module changes to how we evolved to the holistic and
comprehensive offering of total rewards, it is enlightening to look at what as
early as the 1970s, Ed Lawler, III, found to "suit the needs of a model for the
importance of pay" (1971. p. 25). Lawler stated that it was not pay that satisfied
the needs, but rather what the pay manifested; for example, variable pay might
allow an employee to be recognized before others (leading to positive self
esteem) or team incentives to allow a person more identification with a group.
The list of needs published by Abraham Maslow (1954) as a hierarchy of needs
was what Lawler used as his context and is still a model used today by many
organizations to help them identify rewards that satisfy all the needs of the
employees they seek.
Organizations are able to link their rewards to each level of Maslow's hierarchy
of needs described below. In an article written for WorldatWork, Kanter and Kao
(2004, p. 12) explain how each need can be satisfied by a reward offering.
Starting at the top of the hierarchy, for example, advancement/growth/
affirmation links to self‐actualization, interesting and challenging work to
aesthetic needs, learning and development to cognitive needs, recognition to
esteem needs, and affiliation and coworkers to belonging and love. Financial
security and health and welfare benefits are related to safety and security needs.
At the bottom of Maslow's hierarchy, hourly wage or base salary relates to
psychological needs.
Figure 1.2
Maslow's Hierarchy of Needs
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Topic 2: The Change to Total Rewards
According to Henderson, "in 1936, a steelworker received $4.32 per day" for a
hard day of work (2008, p. 30). This base rate of pay was with no time‐and‐
a‐half for overtime, no hospitalization insurance, no paid leave time, and no
pension. The philosophy at the time was to offer the least amount of money for
the skills needed and if the employees did not produce, there were plenty more
where they came from.
Today, organizations carefully craft their rewards philosophy to be competitive,
to stand out, and to hire the employees that possess the needed knowledge,
skills, and abilities to make their organization competitive and to achieve its
objectives. It is commonly recognized that "the outdated reward system that
recognizes basic pay and common benefits is not enough in today's approach for
attracting, retaining, and motivating the requisite talent needed for organizations
to succeed" (Kaplan, 2007). We know we are in a new era of compensation
management, but what has caused this dramatic change in rewards philosophy?
Like so many changes in business in general, and the human resources practice
specifically, four trends are leading factors for the move.
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Factors Influencing the Evolution to Total Rewards
Now that we have taken a brief look back at how rewards were once regarded,
we will look at the trends that moved the United States toward a total rewards
model. While we will not discuss all of the factors that influenced the change, we
are including some of the major ones that moved employers to move from mere
pay to attract, retain, and motivate employees. These factors influencing the
evolution to total rewards include demographic shifts, globalization, technology,
and competitive factors. Of course, there are other factors we are not
mentioning here, including increased governmental regulation, policies, and
programs, as well as the increase of union influence in employment practices.
1. Demographic shifts include "declining workforce growth, increasing age of
the workforce, changing gender balance, increasing ethic diversity, and
deteriorating family economic health" (Ulrich & Brockbank, 2005, p. 36).
These changes result in a diverse population, and where there is diversity
there are different needs, desires, and wants. What an organization offers
will attract some segments of the diverse population, but not others. For
example, older workers will likely prefer health care insurance and
retirement benefits, whereas younger workers will likely prefer alternative
work arrangements, training, and upward mobility. The need for
organizations to think strategically about population segments and how to
attract the segments with the needed KSAs is clear.
2. Globalization is another important factor driving the need for the shift to a
total rewards model. Not only is competition global today, but the labor
market is as well. When human resources professionals design their reward
offerings, it is no longer enough to offer rewards and practices traditional to
employees in the United States; they must consider the cultural differences
that will drive what is attractive and competitive to employees in other
countries as well.
3. Technology is "the application of knowledge to the transformation of things
into other things (and it) drives almost every aspect of the changing
business environment" (Ulrich & Brockbank, 2005, p. 22). Technology has
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made information and production move faster, improving efficiency,
increasing connectivity, and making customization possible. For our
discussion of total rewards, technology allows employees to be much more
informed not only about their own organization's offerings, but also the
offerings of global competitors. Technology makes it easy for someone to
apply for positions. Technology supports an organization's communication
plan about its rewards to both current and potential employees. Technology
has made it possible for organizations to give what many want, such as
alternative work arrangements. Technology is not only one of leading
factors driving the need for a total rewards model to compensation
management, but is also a key factor that allows the total rewards model to
be successful since the labor market is now global.
4. Competitive forces are present today and economic pressures see no
likelihood of diminishing, so costs are always examined closely. As
competition increases in the United States, companies realize that it is easy
to move production into other countries. Whether it is products they are
producing or services they are providing, there are workers in other
countries ready and able to take on the activities. One impact of the
increased competitive forces is that organizations must be prudent in their
total rewards budget; there is not room for offering rewards with no value in
recruiting, hiring, or motivating employees. There is no reason to waste
money on offerings that do not help the organization attract, retain, and
motivate the talent needed to achieve the organization's objectives.
Topic 3: The Critical Link of Strategic Objectives and Rewards
Loree Griffith, a principal at Mercer, is quoted in Salopek (2008) saying alignment
(of rewards to business objectives) is "making sure what you are doing on the
people side (of your business) is important to satisfying your business goals,
motivating and driving your employee population to do certain things." We know
that competition for employees is increasing because of the shifts in
demographics and competition is increasing due to global economic concerns,
therefore the money spent on rewards must lead toward the success of the
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organization or it is monies ill spent." Mercer (2006, p. 1) shares that "it's a
matter of focus. With finite resources to spend on compensation, organizations
need to invest these resources in a way that makes sense for the business and
drives future success."
Two organizations that use the total rewards approach to compensation
management successfully are depicted in the Company Spotlights below. We
feature Exxon Mobil and Google, both of which are on the 2007 Fortune 100
Best Places to Work, with Google being ranked first. Both companies
demonstrate how they have made the critical link of their organization's business
objectives and the rewards they offer in order to attract, retain, and motivate the
employees they need.
Company Spotlight: Google
In her article, Business Strategy, People Strategy and Total Rewards ‐
Connecting the Dots, Stacey Kaplan (2007) shares how Google takes a total
rewards approach and achieved Fortune magazine's top ranking on their list
of the best companies to work for in 2007. She describes the offerings to
Google's employees as an "incredible mix of quirky and traditional employee
perquisites … to drive productivity by attracting high achievers who are
willing to spend most of their time at work." The partial list includes
company‐paid gourmet meals, a 24‐hour gym, an in‐house doctor, and
concierge services such as dry cleaning and on‐site massages. Kaplan goes
on to state that Google's strategy makes the employees feel valued, which
helps with attracting and retaining the talent needed to achieve Google's
business strategy.
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Company Spotlight: Exxon Mobil
In his book, Employee Benefits: A Primer for Human Resource Professionals,
Joseph Martocchio (2008) shares how Exxon Mobil aligns its business
strategy, its human resource strategy, and its strategic benefits plans. See if
you can find the link in the following descriptions:
Business Strategy: The Exxon Mobil Corporation is committed to being the
world's premier petroleum and petrochemical company. To that end, we
must continuously achieve superior financial and operating results while
adhering to the highest standards of business conduct. These unwavering
expectations provide the foundation for our commitments to those with
whom we interact.
Human Resource Strategy: Exxon Mobil is a dynamic, exciting place to
work. We hire exceptional people, and every one of them is empowered to
think independently, to take initiative, and be innovative. Our employees
thrive on change, new technology, and synergistic partnerships both inside
and outside our company. And while the work is exciting and ever‐changing,
we know there's a time when work ends and life kicks in.
Strategic Benefits Plans: In return for your intelligence, ingenuity, and
passion, here are the rewards that await you at Exxon Mobil: outstanding
compensation, benefits, and employee programs, as well as a satisfying
balance between career pursuits and personal interests outside of work. We
also offer resources and support for ongoing development, growth, and
success.
The strategic imperative of the total rewards model is the focus on the business
objectives and linking rewards that target the population possessing the
requisite KSAs. How to design total rewards through this strategic process is the
subject of a later module.
Topic 4: Why is the Total Rewards Model Successful?
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Most of the employers on Fortune magazine's annual list of the best companies
to work for in the United States have designed total rewards strategies rich in
non‐monetary rewards, such as flexible working arrangements, developmental
opportunities, and fun office perks. By being included in the well‐publicized list
and by offering the total rewards they do, the organizations are afforded a
heightened visibility as a preferred employer, which assists them in recruiting,
retaining, and motivating the talented people they want. Kaplan (2007) states
that research shows that higher‐ rated employers tend to receive more
employment applications, thus making recruitment easier. Kaplan also states that
these higher ratings often translate into improved retention and enhanced
profitability, because engaging employees typically provide the best customer
service.
The case for organizations to design and implement a total rewards model is
evident. The total rewards model provides the strategies needed to address
diversity shifts, globalization, increased competition, and technological advances.
Total rewards provides for the needed change from the limited view of rewards
to the expanded view.
Total rewards help to manage costs and to ensure that money spent is used
effectively on the right offerings. Previously organizations would often respond
to retention issues with cash rather than including some of the non‐monetary
rewards that are less costly but valued by employees (such as flexible schedules).
Total rewards supports identifying and moving away from ineffective programs
to those that help drive the business forward.
The total rewards model assists organizations in addressing the diversity of the
population by first understanding the needs and then offering elements in the
work experience that fit the needs. For example, there is stronger emphasis on
job enrichment, flexible work schedules, and the overall work environment. A
total rewards approach better addresses many of these varying employee needs.
The most compelling reason the model works, however, is because the monetary
and non‐monetary offerings, which were once perhaps randomly decided, are
strategically determined to help the organization achieve its business goals in the
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total rewards model. Also beneficial to success is the marketing approach that
identifies what customers want. It is several elements together that make the
model the success that it is. As Kaplan (2007, p. 1) states in her article titled
"Business Strategy, People Strategy, and Total Rewards: Connecting the Dots,"
many executives are quick to introduce a new type of compensation or benefit
program because they've heard about it in the news or through a colleague.
However, this program may just be the latest plan du jour, not fitting within their
organization's strategic direction. It is important to identify and implement
programs that bring an organization further along its strategic plan.
There is no surprise in that the top employers on Fortune's Top 100 Best Places
to Work list use a total rewards model. They use it because it works to attract,
retain, and motivate the talent needed to allow them to hold a competitive
advantage. The two spotlight companies we looked at (Exxon Mobil and Google)
demonstrate this.
Topic 5: Conclusions
For purposes of this course, the definition of the total rewards model to
compensation management is: strategically planning a targeted reward package
to successfully attract, retain, and motivate segmented populations of employees </p
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