Selection of the discussion groups' conclusions
The main messages from the groups were:
Quantifying the total rewards of employment packages:
- It's important to look not just at cost but at value. Cost is an objective measure but value differs from person to person, and changes over time. Employers need to know more about their workforce's make-up and motivation.
- Without realising it, public sector employers already know and do a lot in respect of total rewards. Organisations need to identify and share good practice and be more consistent about how they communicate information about employment rewards.
Capacity within pay and reward systems
- An evolutionary move to greater use of total rewards is the best way forward - there's no need to design new systems from scratch. What will be needed is careful thought about how cynicism about such a move can be confronted and overcome.
- High quality information would be needed so that total rewards thinking would be understood and supported by employees.
People and stakeholders
- Scepticism would be likely among some members of the workforce would be likely, especially in the current context of tight financial control over pay. Yet, if straightforward and consistent information is made available to staff, pragmatism and realism were likely to prevail.
- While senior staff had an important leadership role to fulfil, line managers would have considerable influence over how the total rewards concept would be received. Providing them with information and support would be key.
