Innovative reward as a strategical culture designer
| Pages | 13-16 |
| Published date | 11 February 2019 |
| DOI | https://doi.org/10.1108/SHR-10-2018-0086 |
| Date | 11 February 2019 |
| Author | Lionel Hepner |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Innovative reward as a strategical culture
designer
Lionel Hepner
Abstract
Purpose –The paper intends to share with the reader some ideas that position the management of
compensationsas a strategic factor for the organizationalculture shaping.
Design/methodology/approach –The author shares some ideas and examplesthat demonstrate how
we could understandreward management as a key aspect of HR strategy. Throughpractical examples,
will show why it has a deepimpact on the so-called soft areas of HR. A strategiccompensation model is
introduced for the promotion of culture of innovation and the creation of new businesses through the
employeesof the organization.
Findings –Reward systems are part of a fundamental strategy to modelize organizational culture
through the installation of symbols that has direct impact on the employee value proposition. Thinking
Outside the Box can be promoted within employees through reward systems, so they can create new
businessesaccording to the nowadays VUCA context. We are livingin a volatile, uncertain, complex and
ambiguous world that forcesus to open our minds and be prepared to change with agility the products
and services that our companiesoffer. An HR professional can modelize the employee value proposition
throughintelligent rewarding systems
Originality/value –This paper presents innovative ideas to manage the human resources strategy
through reward systems.This scheme represents a new paradigm of human resourcesmanagement to
lead the currentbusiness challenges through people.
Keywords Change management, Organizational culture, Organizational design, HR strategy,
Innovative reward, Rewards strategy
Paper type Viewpoint
Reward systems are part of a fundamentalstrategy to modelize organizational culture
through the installation of symbols that has a direct impact on the employee value
proposition. In this article, I share some ideas and examples that demonstrate how
we could understand reward management as a key aspect of HR strategy. Despite the
rewards’ discipline’s traditional focus on numbers and figures, we will show why it has a
deep impact on the so-called soft areas of HR. I will also present some ideas of how
“thinking outside of the box” can be promoted within employees through reward systems,
so they can create new businesses according to what the “blue ocean strategy”
conceptually represents. We are living in a volatile, uncertain, complex and ambiguous
world that forces us to open our minds and be prepared to change with agility the products
and services that our companies offer.
As HR practitioners, our efforts to defineand enhance the employee value proposition in our
organizations mean we must focus our work on how employees answer a simple question
every time they look in the mirror: Why do I work in this company? The answer can draw
from a variety of things related to their work, e.g. the boss’s leadership style, commuting
time from home to office, brand identity, development opportunities, etc. Nonetheless, the
answer that we cannot overlook is the one that involvesthe rewards and recognition that are
used in the company.
Lionel Hepner is HR
Planning Manager at Grupo
San Crist
obal, Rosario,
Argentina.
DOI 10.1108/SHR-10-2018-0086 VOL. 18 NO. 1 2019, pp. 13-16, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 13
To continue reading
Request your trial