Human performance
Compensation and benefits
Pay and benefits are the most visible signal of what, and who, an organisation actually values. Seven capabilities make up this area.
Seven capabilities that matter
Why each one matters, what good looks like, and what we look at when we help.
Reward strategy
Without a clear philosophy, pay feels arbitrary and can drive good people away.
Documented strategy defining what the organisation pays for, and why.
Reward strategy document, market positioning statement
Job evaluation and grading
Inconsistent pay for similar roles erodes trust and invites equal-pay risk.
Structured methodology grading roles consistently by scope and responsibility.
Evaluation records, grading structure, job architecture
Fixed compensation
Unbenchmarked base pay leaves the organisation unable to explain lost candidates.
Salary ranges benchmarked against market data, reviewed regularly.
Benchmarking data, pay scales, review records
Variable compensation
Poorly designed incentives can reward the wrong behaviours.
Clear, well-communicated criteria linked to defined performance measures.
Scheme rules, payout records, performance linkage
Benefits and non-cash reward
Benefits can decide close calls between similarly paid offers.
Actively benchmarked package, clearly communicated and valued by employees.
Benefits inventory, benchmarking data, employee feedback
Reward communication
Employees who do not understand their pay feel undervalued regardless of the package.
Transparent communication of pay structure and total reward value.
Communication materials, total reward statements, survey results
Leadership and executive reward
Senior pay decisions carry disproportionate governance and reputational risk.
Distinct, governed approach with appropriate Board oversight.
Leadership reward policy, governance sign-off, benchmarking data
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