Wednesday, March 13, 2013
Tweet[IWS] Deloitte: 2013 TOP FIVE GLOBAL EMPLOYER REWARDS PRIORITIES SURVEY [11 March 2013]
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
________________________________________________________________________
Deloitte
2013 TOP FIVE GLOBAL EMPLOYER REWARDS PRIORITIES SURVEY: The global race to attract and retain top talent is
foremost on employers’ minds as reward challenges continue in a challenging economy
http://www.iscebs.org/Resources/Surveys/Documents/Top5RewardsSurvey2013_030813.pdf
[full-text, 20 pages]
Press Release 11 March 2013
Deloitte: Study Reveals Talent Squeeze is Globalizing; Shortage, Motivation andRetention of Talent Emerge as Top HR Challenges
Employment security, retirement rank in top three personal concerns across all regions surveyed; Ability to
afford retirement was top concern for U.S. respondents
http://www.iscebs.org/Resources/Surveys/Documents/Top5RewardsSurvey2013_pr.pdf
[excerpts]
As employers around the world shift to compete in an increasingly global economy, the Top Five Global Employer Rewards Priorities Survey identifies both the differences and the similarities in challenges faced across geographies. Translated into eight languages, this year’s survey received responses from HR professionals around the globe, representing employers in 27 countries across the Americas, EMEA (Europe, Middle East and Africa), and Asia-Pacific.
...
Here’s how the respondents from 27 different countries ranked the Top Five priorities for 2013:
1. The ability of reward programs to attract, motivate, and retain employees
2. Clear alignment of Total Rewards strategy with business strategy and brand
3. Motivating staff when pay increases are flat or non-existent
4. The cost of providing benefits to employees
5. Demonstrating appropriate return on investment for reward expenditures
CONTENTS
Overview 3
Talent is the top global challenge 5
Employment security and personal finances in focus 6
Achieving balance in a Rewards program 7
Global perspectives 10
Fine tuning compensation 11
Administration and delivery 13
Methodology and demographics 15
________________________________________________________________________
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.
