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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.

Women in the UK would need to work nearly two extra decades to retire with the same financial security as their male counterparts.

Will upcoming legislative changes be enough to deliver a pension landscape fit for future generations?

As people continue to move jobs more often than ever before, more small pension pots are being created and forgotten.

As implementation looms, employers still have time to futureproof their reward offerings, strengthen trust and build more equitable workplaces for the long term.

What do line managers need to know about EU pay transparency to avoid disruption?

A recent masterclass hosted by Benifex tackled issues surrounding pay transparency. Gethin Nadin, chief innovation officer at Benifex, spoke to Konstantinos Karavidas, global head of reward at Ingka Group (IKEA), to see how ready the Swedish retail group is.

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.

Budgets are getting tighter and HR and reward leaders are somehow having to squeeze more value out of existing benefits.

Being proactive when it comes to pay transparency and related legislation changes builds trust and shows that organisations are living up to their commitments on fairness and equity.