Creating employee engagement through total rewards communication
Javier Tabakman and Jodi Macpherson
Beyond simply the benefits associated with employee satisfaction, employee engagement refers to an overarching corporate human capital strategy designed to manage and motivate a workforce. Studies show that there is a direct correlation between engaged employees and improved service-quality levels, productivity, employee retention and ultimately, financial performance. Simply put, these 'engaged' employees have a vested interest in the success of their company and are committed to achieving and maintaining that success.
In this session, we will discuss communication challenges organizations face when trying to engage their workforces, helping you to understand the impact of communication programs in employees' perceptions of their total rewards packages and their roles within the company.
Taking the best path to implementing a global pay structure: The General Mills experience
Darrell Cira, Hugo Valverde and Will O’Brien (HR Director Latin America, General Mills)
In this presentation, we will share the approach that General Mills used in designing a global leveling system and compensation structure, and the unique challenges the company faced in implementing this system in the Latin American region.
An increasing number of multinational organizations have implemented global or international- level structures, and the approaches these organizations have taken vary significantly. Some have built their structures based on measures of internal value, such as those used in Mercer's International Position Evaluation (IPE) system, while others have chosen to develop their global pay structures around measures of external value, such as those tied to market value.
General Mills is in the process of implementing a primarily market-based approach to global leveling in 33 countries. We will explore the rationale behind this decision, the mechanics behind the approach and the challenges General Mills faced in balancing the desire for a market-based system with efforts to achieve cross-border consistency. We will also compare and contrast the approach General Mills used with other companies' approaches, including that of a Mexico- headquartered multinational facing similar issues.
Workforce communication: Managing your Employment Value Proposition (EVP) to achieve talent and business goals in Latin America
Alberto Mondelli
Do you fully understand what attracts talented people to your company, and why they stay? Do you know the actual reputation, or brand, you have as an employer? Have you seen recent research into what drives employment attractiveness, and how this varies by generation, profession and national culture? The fast-emerging discipline of EVP management presents a methodology for answering these questions. Many multinationals and multilatinas are keenly interested in winning the talent war in the region, especially in Brazil one of the world's most dynamic economies.
In this session, we will look at the case of a global life science and molecular diagnostic firm that has made two back-to-back acquisitions in Brazil and Mexico, and is in the process of defining a regional EVP strategy within the context of its global EVP. The company’s challenge is to articulate a set of global messages about employment value, and then to craft a subset of these messages targeted at key talent sets within the competitive Brazilian and Latin American labor markets.
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