Reward and benefits

Reimaging reward for the new world

The impact of the COVID-19 pandemic on organisations and their people has been unprecedented and has caused many organisations to rethink and evolve their workforce, workplace and operating model.

More than ever, organisations are being challenged to meet the talent demands to support the return to sustainable growth, are under pressure to effectively manage reward and benefits costs, and maximise the return on the overall investment in human capital.

In this new world where people are motivated to work for companies who are purpose-led, yet facing a future that is less defined, organisations still need to ensure that their reward and performance framework supports this and remains aligned to strategy.

It is therefore critical for organisations to take a fresh look at their total reward and performance strategy to ensure it aligns with any new and evolving workforce strategies.

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Making executive pay work: The psychology of incentives

There is an emerging consensus, at least in Western economies, that there is something deeply flawed about the current model of executive pay. Executive pay has risen dramatically over a period when, in hindsight, the Western economic model has not been at its most successful. Surely something must be wrong?

Organisations are finding their approaches to reward and benefits - and the behaviours they drive - under the microscope from stakeholders, regulators, the media and prospective recruits. Understanding the impact of these evolving forces on the competitiveness of reward is increasingly difficult.

And while reward may be one of the reasons why people work, it is not the only reason. That is why PwC’s approach considers reward as part of the broader management ecosystem – including: pensions, leadership, performance management, global mobility and business strategy.

How we can help

Businesses continue to face unprecedented structural change, where reward and employment considerations form critical issues.

We work with our clients to understand their people’s reward and benefits; supporting them from the design to implementation of cost-efficient compensation and benefit plans; that:

  • are designed to support the attraction, engagement and retention of key talent,
  • help drive individual and collective discretionary effort,
  • and align reward, performance and business strategy.

We work with organisations to make their programmes more effective through:

Executive Compensation

The motivation and retention of executives to implement corporate strategy is vital to an organisation's success. In this specialism, we aim to help companies build a credible executive remuneration policy to achieve this objective. We have considerable experience in helping our clients balance an appropriate remuneration policy companies with shareholder considerations whilst balancing the intricate governance considerations. In practice, our help involves understanding the company strategy and then designing and modelling remuneration policies and plans to drive a positive outcome for all stakeholders.

  • Incentive plans (local and global)
  • Performance metric selection and calibration
  • Reward modelling and valuations
  • Board advisory and corporate governance
  • Remuneration reports and disclosure
  • Best practice, regulatory, governance and investor views

Strategy + business, a PwC publication

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As reinvention pressure rises, CEOs need to rewire their decision-making.

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Andrew Curcio

Andrew Curcio

Joint Global Leader, Reward and Benefits, PwC Australia

Tel: +61 3 8603 1685

Christine Randazzo

Christine Randazzo

Joint Global Leader, Reward and Benefits, PwC United States