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Some of the biggest changes in a generation to sick pay are about to affect the finances, operations and reputations of every UK company. Acting now might help reduce any costs.

Organisations invest significant time and effort designing reward strategies to attract, retain and motivate talent. Yet employees rarely form their opinions by reading policies or frameworks. They experience reward through conversations with their manager.

Traditional job evaluation systems are no longer fit for purpose. Sticking with them is now the riskier choice.

Rising costs are forcing employers to rethink total rewards. Here are some suggestions on how to redirect investment, improve employee impact and maximise return without spending more.

What’s the market reality compared to the organisational responsibility of attracting and then retaining our top executives with the right remuneration?

Employees increasingly demanding to know the rationale and mechanisms behind what they’re being paid.

When pay comparisons between colleagues don’t make sense, frustration builds, trust erode and the likelihood of employees moving on becomes a reality.

For many organisations, the annual pay review still gets treated as a finishing line. However, in reality, it should be seen as more of a diagnostic checkpoint.

Defensible pay is not a new concept for reward professionals. Yet, as pay transparency legislation accelerates and employee expectations shift, the question of what actually holds up under scrutiny has never felt more pressing.

Employees have always wanted to get more out of the benefits their employers offer. 

After several years of high inflation and cost of living pressures, employees’ financial wellbeing has become an increasingly vital part of the employer approach to total reward.

The National Minimum Wage has risen significantly in the past five years so what has the impact been on reward strategies?

When used well, benchmarking provides a clear external reference point for internal pay decisions and helps maintain a balance between competitiveness, fairness and affordability.

Pay transparency won’t be undermined by bad data. It will be derailed by unprepared managers.

Getting your pay data in good order is an ongoing cycle of benchmarking, validation, analysis, total reward understanding and clear communication.

When employees cross over certain remuneration thresholds, whether through bonuses, salary increases or share options, they often need support to better understand their changing financial status.

Communication, engagement and trust are all fundamental to a successful reward strategy.