TOTAL REWARD
Guidance on communicating total reward programmes
Businesses can spend huge amounts of money developing the diverse elements of their total reward programmes, but sadly all too many fail to communicate them effectively. A recent issue of WorldatWork Journal, the prestigious US reward publication, offers some valuable guidance on devising an effective communication strategy.
The growth of total rewards
The days when reward was just about cash and benefits are gone forever the emphasis now in more and more organisations is on a total reward approach, including work environment and quality of life considerations, the opportunity for advancement and recognition, and training and flexible working.
Experts urge us to view reward more holistically and they reckon the evolution towards a total reward concept has begun. But, according to Debbie Sanders, the author the seven-page WorldatWork report, few companies succeed in communicating the value of each separate reward component as part of the whole package.
Shortcomings in the communication process
Sanders, who is a principal with Dallas-based Total Reward, a human resource consulting company, reckons that communication is an overlooked cornerstone of total reward programmes. She writes: Frequently, companies communicate some aspect of their total rewards, but few treat all the offering as a whole.
So employers end up squandering money on the various elements that make up their total reward programmes. Says Sanders: In fact, it probably proves futile to develop the programmes in the first place. If the programmes’ intent is to attract, retain and motivate, but employees remain unaware of the total rewards, then the programmes simply do not serve their purpose.
Three vital steps in communication approach
What then should an effective communications strategy look like? Sanders offers three golden rules for getting your total reward communication right.
As she points out: Communicating the value of total rewards is an instrumental step to wining the much-hyped ‘ war for talent’ . The objective is to understand individual learning styles, know the audience it’ s targeting and decide what and how to communicate.
1. Place value on total rewards components
The best thing you can do when communicating a total reward programme is begin by evaluating the cost of each element of the package, although certain less tangible elements of the total reward programme do not easily lend themselves to quantitative valuation.
But as Sanders explains: To compete on the total reward playing field, HR professionals need to know how much is spent per employee for total rewards elements and in some cases, the maximum dollar value of the benefit.
2. Understand individual learning styles
For effective total rewards communication, an employer should be aware of the needs attributed to each learning style, says Sanders. Take, for example, the visual leaner , he or she absorbs information by reading and would need written instructions rather than verbal.
Practitioners would be wise to engage their audience with vehicles that connect to their learning styles and fit their particular needs, Sanders observes.
3. Know the audience and best vehicles for communication
The third key element of your communication approach is examining who is the target audience for a particular campaign. All successful communication efforts should recognise, address and motivate the variety of audiences that make up an organisation, explains Sanders. Their involvement in the total rewards communication process is different depending on their level and role.
Want to know more?
Title: Beyond face value: Painting the total rewards portrait , WorldatWork Journal, first quarter 2001.
Availability: Contact WorldatWork, 14040 N. Northsight Blvd, Scottsdale, Arizona, USA AZ 85260, tel: 001 480 951 9191 or email: worldatworkjournal@worldatwork.org.
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www.worldatwork.org/Content/Infocentral/info-periodicals-frame.html
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