HR and reward functions have faced the prospect of major transformations in recent years that involved taking on a more strategic role in support of the business. The second and final phase of our study into the changing shape of the reward function involves original research via three case studies:
National Australia Bank Group
Here, we will explore what are the factors involved in these large multinational businesses making their choices in favour of delivery models inspired by the work of US academic David Ulrich. This has required fundamental changes in the shape and structure of reward functions in these organisations – replete with the introduction of shared service operations, technical centres of expertise and HR business partners. It is also worth noting that Lloyds TSB has re-modelled its former Ulrich-type business partnering model, moving instead to one based on the same philosophy, albeit with some significant adjustments.
Part 1: Survey findings (published in e-research no. 56)
Presented the results of our UK Reward Census 2007 – a survey of 150 reward professionals. The focus of this e-reward survey was to examine the major current challenges facing professionals employed within UK reward functions. More specifically, those surveyed were asked questions concerning their own reward functions, career paths within reward, the type of reward work they do, as well as what they believe they should be doing to promote business success.