Human Resources Total Rewards Strategy Scenario
HR Total Rewards Strategy Scenario – You will be given instructor-designed scenario of an organization in need of a total rewards program. In this scenario, consider yourself to be an HR manager working on the total rewards program with executives in your department. The VP of your HR department works regularly with the President and other executives within the company. As a member of the HR team developing the total rewards benefit program, provide input and insights into how to build the program in a way that best supports the larger organization’s strategy. Please use the following questions to guide your paper.
1. What are the key issues/problems impacting the design of the total rewards program?
(Create a issue/problem list)
2. How can these issues/problem be prioritized? (Rearrange issue/problem list in order of priority)
3. What do you hypothesize to be the root cause(s) of the issues/problems?
4. What could you offer the employees in a total rewards program that would be desirable and different from the competition based on question 1, 2, and 3? (Brainstorm a list of possibilities)
5. Based on your list, what benefit options would be most advantageous and which might be challenging or detrimental?
6. Based on your evaluation of your list of options, what is your recommended total rewards program?
7. What is the strategy for effective administration of the recommended total rewards program?
8. How does the total rewards program support the overall organization’s strategy?
9. How will the total rewards program be able to flex with market changes?
Sample Solution
Human Resources Total Rewards Strategy Scenario
The current global economic environment means executives are thinking about reward program management in new ways. Many organizations still find it hard to maintain an effective rewards system. There are major challenges impacting reward practices today. There`s little input from employees on reward strategy and design. Awards often are not aligned with strategy. There is often an extreme focus on benchmarking and little concern given to affordability of pay programs. Reward components are managed in isolation of each other. Performance management processes are often weak (it`s hard to separate out top performers) and the value and intent of “total rewards” are not understood by employees.
