Hiring managers often tend to ask: “How much were you earning in your last role?”. However, it is time to look past how much a candidate was making previously, and assessing their pay based on internal benchmarking.  

In this session, we cover the huge opportunity to shake up the EVP by bringing in a conscious total rewards component – that establishes the organisation’s stance on how it pays its talent, irrespective of industry benchmarks. 

Get set for a discussion on: 

• Moving beyond past pay to determine future pay: Establishing the fair market value of roles and assessing internal skills demand.  
• Clearly defining the compensation philosophy as part of the EVP: Does the organisation want to take a lead/lead or lead/lag approach? 
• The need for compensation business partners to exert this level of influence during and prior to the hiring process, for candidate clarity.

With five generations in the workforce, organisations are faced with a spectrum of evolving needs, ways of working, priorities, and expectations. They are having strategic workforce conversations about not only when we work, but where and how. A new wave of flexible options is emerging to suit the diverse requirements of a multi-generational workforce.

In this session, we will discuss:

• How the shift away from “traditional” roles, titles, and responsibilities is impacting the considerations on the talent strategy.
• Ways to balance the need to retain talent and develop skills, with the need to deliver business objectives and remain compliant.
• Adapting rewards strategies for diverse needs based on your corporate culture and priorities.

A standardised rewards strategy ensures consistency, equity, and alignment with corporate goals, but local regulations, cultural expectations, and cost-of-living differences necessitate flexibility. Thus, determining the scalability of such standards to the local context becomes a challenge.

In this session, we will look at actionable frameworks that organisations can implement when standardising rewards operations regionally, while taking local needs into consideration:

This discussion will cover the following points:

• Economic and legislative considerations when implementing a global standard within the local context.
• Best rewards practices for celebrating cultural diversity and inclusivity, while allowing teams to feel valued.
• Cross-regional practices to leverage closer collaboration, a balanced approach, operational efficiency and legal compliance.

As a new wave of technologies promises to improve business outcomes and workflow efficiencies, senior leadership must become proficient in identifying the right technologies for their organisations’ operations.  

The integration of technology into the rewards function isn’t just about automation—it’s about scaling personalisation, improving cost efficiency, and driving strategic growth. 

In this session, key points of discussion will include: 

• Leveraging resources like AI and analytics to identify underutilised or high-impact, low-cost benefits that enhance employee satisfaction. 
• The role of technology in creating a cost-efficient hiring process and refining the methodology behind benchmarking for jobs. 
• Utilising data-driven platforms and market pricing tools to automate incentives, bonuses or merit increase cycles.

Straight after lunch, let’s get refreshed through this facilitated networking session designed to re-energise you as well as expand your professional network. Don’t miss this opportunity to build relationships and gain perspectives from your peers!

Personalised benefit packages continue to be seen as a valuable factor in boosting employee satisfaction and retention. However, what has changed is that several organisations are pivoting to organisation-wide personalisation, rather than individual personalisation, in a bid to make the power of choice more cost-effective and optimised for maximum usage. 

Let’s shine a fresh spotlight on the topic of flexible benefits as we discuss: 

• Potential move from personal level benefits to company level flexible benefits, to improve utilisation and cost efficiency. 
• Advantages and risks of tailoring benefits to meet employee’s expectations in today’s multigenerational workforce. 
• Leveraging data and analytics to anticipate needs, tailor offerings, administer options, and track utilisation.

Insurance is often viewed as a cost burden, but strategically aligning healthcare benefits with productivity drivers can turn it into a cost-saving talent tool.

In this session, the following key points will be addressed:

• How organisations can optimally allocate their resources by shifting their focus from preventative care to strategic care.
• Examples of data-driven benefits design to tailor coverage to workforce needs and optimise employer-sponsored spending.
• The positive impact that a robust employee insurance programme can have on creating a “low attrition, high retention” workforce model.

Managers play a pivotal role in translating pay strategies into simple terms for employees. Yet, many managers struggle with addressing employee concerns and are unable to provide the big-picture imperatives that comprise the pay package. This can lead to misunderstanding, erosion of trust, and even disengagement. 

In this session, we aim to tackle the following themes: 

• Strategies to equip managers with the skills to navigate difficult discussions and clearly communicate the company’s compensation philosophy. 
• Best practices for ensuring managers can clearly articulate the value of customised or case-by-case benefits packages. 
• Measuring the success of manager-driven compensation discussions on overall business performance.

While pay transparency mandates are being enforced in the Western world, the lack of a uniform legal requirement in Asia is preventing company leadership from experiencing a compelling need to invest in pay parity initiatives. 

With many in the region believing that it may be better to be prepared pre-emptively, here is what we will cover in this session: 

• What compensation professionals need to do to persuade leadership to take action and set the ball rolling on minimum standards.  
• Establishing policies that make clear the balance between equity and differentiation. 
• Steps to take now to mitigate the consequences of impending legislation in the future, and become a more coveted employer.