By Mark Goodlake, Astellas Pharma EMEA
I realized this weekend that I have been working in reward (with occasional sojourns into generalist HR and talent) for the best part of 25 years.
That made me wonder – firstly how I ‘d managed to survive that long but also – what does it take to be an effective reward manager? What competencies do you need not just for today, but also for the future challenges ahead?
Certainly the skills I had to use 25 years ago are different from the past – so here are my top 10 skills I think you might need to survive and thrive ...
I hope that helps someone out there and that it strikes a chord. I’d be fascinated to hear other peoples’ views on what skills the reward manager will need in the future.
Attend the next Reward Forum on 30 September: Executive pay: why is it still so high, what’s the impact and how should it change?
Thank you for your comments. There may be a short delay in this going live on the blog page as we moderate the comments added to our blogs.
Mark, when I read the title I thought you were going to unleash incentives on the world! Knowing that these, on occasion, effectively create in-house fighting, gaming and other less productive practices, I am so pleased to read you keep the focus on the key elements that drive employee well-being. Good leadership, and management, requires all you have mentioned; great blog.
13 Aug, 2014 08:50
Thanks Ian I'm glad you found it useful. The older I get (reward managers seem to be getting younger), the more I see reward as an (important) part of the jigsaw that is employee engagement....and not just a technical function.
13 Aug, 2014 10:06
I have worked across many sectors in my consultancy time now and it is interesting to see the differences in approach to how reward is managed. The public sector is in a world of its own having been driven by union persuasion on pay systems to adopt, though it did seem to be changing with their big HR change project across government departments. The education sector where I am now again has been dominated by union influence on pay structures. Gove, however, has made significant change here for the better. Pay policies are complicated and admin systems to support them are industries in themselves. I have the privilege of redesigning reward for a large body in the independent sector applying performance pay and simple job evaluation in an environment which expects change but is reluctant to move on with the longer serving employees. One thing I have had success with is employee engagement - focus groups of teachers (a first); close working with the key management stakeholders, once respect has been gained (not easy to achieve).
So, a lot of what you say is true. The big change for me is marketing what we know and can do to large audiences. We number crunch as many of our colleagues do not have that skill and we continue to do so but discussing alternative approaches/solutions is far more rewarding!
28 Aug, 2014 09:14
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