Global Rewards Strategy for Indian organizations

September 1, 2014

Gain deep and comprehensive insights into what different employees value - Our usual strategy of assessing monetary compensation against market benchmarks and applying it based on our pay percentile principles will not apply when we talk about global rewards.

Globalization has become the biggest words in the business and economic jargon in the past decade or more. However, while we speak about it in a holistic and macro level context, often we do not replicate this phenomenon into basic people processes such as Rewards. Indian MNCs have shown an increase in number as well as expanded their operations by acquisitions. The direct impact of this has been the absence or lack of awareness on how to create a global rewards strategy. We are able to identify local compensation elements in any market that we operate in, look for compensation benchmark data and identify what to pay for which role, in terms of market competitiveness. What we are unable to do are the following –

1. Determine a global rewards approach that a diverse set of employees understand and accept.

2. Drive a performance-oriented rewards strategy that includes the values and motivation factors applicable to individuals in various markets.

3. Communicate the overall organizational rewards framework or philosophy particularly the non-financial and...

Simran Oberoi

is Associate Director, Human Capital Analytics at Aon India. She has close to two decades of experience, in HR Advisory, Knowledge Development and Research across areas such as Compensation & Rewards, Diversity & Inclusion, Leadership Development, HR and Tech, across India and Asia Pacific, with leading consulting firms. She has published over 200 articles. She is also a Visiting Faculty for Diversity and Inclusion in the Workplace in various management institutes.

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