Reward & Recognition

In reality, the motivational features of financial reward are low and short lived. Businesses have, therefore shifted their focus to other drivers that will not only satisfy employees but will motivate and engage them. If not managed, reward can become a deal breaker and subtle negative catalyst for undesirable behaviour such as disengagement or high employee turnover if baseline expectations are not met.

Our Value Proposition

We offer our clients end-to-end financial and non-financial reward solutions across three areas of reward, namely, guaranteed remuneration, variable remuneration and recognition. We add value in terms of:

  • remuneration philosophy, strategy and policy that is aligned to business and Human Resources strategy;
  • benchmarking to facilitate external competitiveness;
  • conversion from build-up (or basic-plus approach) to total cost of employment;
  • salary structures supported by technology to enable flexibility according to employee life cycle needs as well as the needs of the employer;
  • salary ranges that will allow progression and cost management;
  • scenario building and modelling prior to and during wage negotiations;
  • design and implementation of short term incentive schemes that are sustainable and drive the desired behaviour;
  • implementation, communication and administration of long term incentive schemes and employee share ownership plans with passionate resources and state of the art technology;
  • development and implementation of non-financial recognition schemes to establish a culture of reward; and
  • reward statements.

Our Approach

We approach reward from a behavioural perspective and believe what gets rewarded gets repeated. Our philosophy is to design the appropriate mechanism of reward to drive the relevant behaviour, for example long term incentives that is aligned to the business strategy drives employee intention to stay with the business versus short term bonuses and commissions that provide instant gratification and reward. External competitiveness, internal parity, long and short term impact, potential unintended consequences as well as cost are baseline considerations in all our engagements.

  • Remuneration philosophy, strategy and policy
  • Short term incentives
  • Long term incentives
  • Management share scheme administration and communication
  • Employee share ownership plan administration and communication (ESOP) (PDF)
  • Benchmarking
  • Modelling (package structuring, travel allowance calculators etc.)
  • Guaranteed pay
  • Salary scales / pay scales
  • Employee benefits and allowances
  • Scenario building and modelling for wage negotiationsv
  • Retention strategies
  • Development of reward statements
  • Total cost to company conversion
  • Equalisation and alignment of conditions of employment
  • Equal pay for work of equal value
  • Recognition programmes (PDF)