FOUNDATIONS OF TOTAL REWARDS OPTIMIZING YOUR EMPLOYEE VALUE

FOUNDATIONS OF TOTAL REWARDS OPTIMIZING YOUR EMPLOYEE VALUE PROPOSITION c 2020 AUGUST

TOTAL REWARDS OUR VIEW 2

TOTAL REWARDS EFFECTIVENESS € EVOLVING FROM ‘TECHNICAL’ VIA FINANCIAL TO: BRINGING YOUR EMPLOYEE MESSAGE ACROSS 3

OUR VIEW ON TOTAL REWARDS: 4 PERSPECTIVES The effective (re)design of ‘Total Rewards’ combines a clear reward philosophy of the company with employee (group) preferences, within the financial framework and budget of the organization whilst taking relevant market practice into consideration COMPANY What is the message that needs to be conveyed to current and future employees through our rewards strategy? EMPLOYEE What are the preferences of the current and future employees, regarding the rewards and working conditions (i. e. “Total Rewards”) FINANCIAL What are the current Total Rewards costs for our organization, in total, per employee, per condition? What is the financial impact of the intended adjustments and changes? MARKET What is the Total Rewards structure in other, competing organizations? 4

COMPANY PERSPECTIVE % € What is rewarded within our organization, based on our HR strategy? In other words, what does our organization ‘pay’ for? What message is to be conveyed to our current and future employees through rewards in the new organization? And to what degree should there be differentiation? Rewards are investments in employees: what are the envisioned yields of the chosen investments? 5

EMPLOYEE PERSPECTIVE + € What are the employee preferences regarding the rewards and employment conditions (i. e. ‘ Total Rewards’)? What are the different preferences among different employee groups (e. g. considering life stage, or line- vs. staffemployees)? If we adjust a certain element of reward, which employee groups will most likely appreciate this change and which groups will dislike the change? Which bundle of adjustments results in optimal satisfaction? 6

FINANCIAL PERSPECTIVE + € Financial insights in the Total Rewards-costs for the two current organizations. With the possibility to make multiple cross-sections of your organisation. Quantitative model based on the combination of employment conditions, arrangements, and specific characteristics per individual employee. Possibility to quantify the transitional measures, and execute multiple scenario and impact analyses. 7

EXTERNAL MARKET € Market developments Labor market competitors and/or peer groups Market reference and scope of relevant reward elements 8

COMPONENTS IN TOTAL REWARDS (RE)DESIGN A | Total Reward design principles F | Base pay structuring G | Variable pay B | Job content and size E | Benchmarking H | Benefits C | Job evaluation D | Job & competency framework I | Performance management 9

150+ 10+ TEVREDEN KLANTEN HAPPY CLIENTS JAAR ERVARING EXPERIENCE 5+ NATIONALITEITEN NATIONALITIES 60+ MEDEWERKERS EMPLOYEES 10

CONTACT 11