Aon Hewitt recently released their 2012 Total Rewards Survey – a brilliant and thorough 84 page examination of “everything an employee gets from the employer that they find rewarding”. They found companies fail to align total rewards strategy to business outcomes, fail to gather hard data and metrics and fail to listen to current and future employees. They point out it is cost and competitiveness (both misunderstood and misapplied), which drive total rewards programs and not program effectiveness or employee preferences. And they show that the difference between high-performing and all other companies is not the programs offered, but how they are executed.
This prompted an article from Andrew McIlvaine entitled “Not So Totally Rewarding”, wherein he examines the disengagement gap between what employees value and what employers believe they value.