Thursday, September 16, 2010


IWS Documented News Service
Institute for Workplace Studies----------------- Professor Samuel B. Bacharach
School of Industrial & Labor Relations-------- Director, Institute for Workplace Studies
Cornell University
16 East 34th Street, 4th floor----------------------
Stuart Basefsky
New York, NY 10016 -------------------------------Director, IWS News Bureau
________________________________________________________________________ (Total Rewards Association)


2010 Global Talent Management and Rewards Survey Report [September 2010]

[full-text, 28 pages]


Reward and talent management programs at most organizations share common objectives: to attract, retain, motivate and develop employees, and to create alignment between employee actions and the behaviors required to support the employer’s business strategy. In periods of relatively stable business growth, organizations typically rely on minor, adaptive changes to their reward and talent management programs in order to better meet these objectives. But the recent financial crisis and subsequent recession have forced organizations out of their “business as usual” mode, both from a strategic perspective and in the way they design and manage their reward and talent management programs.


Table of Contents

Executive Summary 2

The Business Context 3

The Current Landscape of Rewards and Talent Management 10

Talent Management Strategy and Emphasis 14

Promoting Effective Talent Management Through Emphasis and Consistency 16

Global Consistency 17

Organization-Wide Job Evaluation and Job Leveling 18

Implications of the Current Landscape of Rewards and Talent Management 20

About the Survey 22

Key Terms 23


Featured Figures

Figure 5. Employers recognize some of the adverse impacts of cost cutting 6

Figure 6. Employers fail to recognize the impact of changes to employee well-being on their ability to attract employees 6

Figure 12. European and Brazilian companies report greatest merit differentiation — no differences in differentiation by firm performance 12

Figure 14. Very little differentiation of STI across regions, financial performance groups 14

Figure 16: Organizations that increase their emphasis on aspects of talent management are more likely to find them very effective 16

Figure 19: Global consistency helps companies become more effective in their other programs 19

Figure 20: Pay, bonuses and training budgets are the programs organizations are most likely to change if economic or business conditions change substantially in either direction 20



This information is provided to subscribers, friends, faculty, students and alumni of the School of Industrial & Labor Relations (ILR). It is a service of the Institute for Workplace Studies (IWS) in New York City. Stuart Basefsky is responsible for the selection of the contents which is intended to keep researchers, companies, workers, and governments aware of the latest information related to ILR disciplines as it becomes available for the purposes of research, understanding and debate. The content does not reflect the opinions or positions of Cornell University, the School of Industrial & Labor Relations, or that of Mr. Basefsky and should not be construed as such. The service is unique in that it provides the original source documentation, via links, behind the news and research of the day. Use of the information provided is unrestricted. However, it is requested that users acknowledge that the information was found via the IWS Documented News Service.

Stuart Basefsky                   
Director, IWS News Bureau                
Institute for Workplace Studies 
Cornell/ILR School                        
16 E. 34th Street, 4th Floor             
New York, NY 10016                        
Telephone: (607) 255-2703                
Fax: (607) 255-9641                       



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