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Catalyst

  • Towers Watson Media
    Australia Weekly in English
    Insights into trends and developments in people management including rewards, engagement, executive compensation and superannuation. Check out our blog, Catalyst.
    Audience: HR professionals including those specialising in remuneration and organisation development
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    • Showing 1 to 10 of 64 entries
    • Do you have the right remuneration framework to deal with executive pay concerns?
      Fixed pay, plus short-term incentives, plus long-term incentives is the time-honoured executive pay formula. But, with increased shareholder activism and other concerns, is this the right way forward for ASX-listed companies?
    • Robots, free agents or employees?
      What will the rise of technology mean for employment and organisations? The most extreme outcome would be a workforce comprised entirely of freelancers and automation, with little if any permanent employment.  Is this likely? We don’t believe so – for a range of reasons.
    • Square pegs in round holes? Is it time to segment your workforce and gain more from your EVP?
      Your EVP needs to cater for a diverse workforce as well as more flexible ways of working. There are three building blocks that will help you gain a full understanding of your employees and then tailor your EVP to meet the different needs you identify.
    • New laws affecting superannuation in remuneration packages, and the ability of employees to choose their super fund
      Salary sacrifice arrangements for superannuation could be impacted by a Bill currently before parliament. Also, employees not able to choose the fund for their super contributions may gain the ability to do so.  All companies, particularly those using a total package remuneration structure, should carefully consider how their salary sacrifice arrangements will fit. Where employees currently do not have choice of fund because of their workplace determination or enterprise agreement, companies will also need to reassess what they must do should the laws pass.
    • Helping your employees prepare for the new world of work
      With continued developments in AI, the ‘Future of Work’, ‘going digital’ and non-traditional employment relationships, it appears that the speed of workplace change is not going to slow down anytime soon. Help your employees prepare for the new world of work by embedding the fundamentals of change management as the new ‘business as usual’ and provide tools so they can identify the individual strengths they have that can be drawn on.
    • Are we any good… and other insights from high quality employee survey benchmarks
      Employee experience is subjective, so how can you determine whether your organisation’s survey responses are necessarily good or bad? You need a reference dataset – a high quality benchmark.
    • Job security or career security – five forces of change
      A number of forces are impacting the world of work and driving the need for traditional employment models to evolve. To succeed, organisations must modernise their career experience, turn expectation from job to career security and empower employees to refresh and acquire new skills.
    • Getting the pulse of your workforce
      Pulse surveys can be a valuable tool in gauging a range of employee issues, but just surveying more frequently doesn’t equal better understanding of the employee experience. To deliver the insights an organisation needs to optimise its effectiveness, employee listening must use a combination of the right approach and the right frequency.
    • How company culture can mitigate your cyber risk
      Company culture, as well as employee opinion and behaviour plays a big role in protecting or mitigating cyber risk. Employers need to measure the risk inherent in their employees’ behaviours and determine both how to lessen the risk and build a cyber-smart workforce.
    • Future of work – what does it mean for how we develop our leaders?
      As work itself is changing, some of the basic tenets of leadership development are and should be, challenged. The assumption that leaders have teams of employees in defined jobs within a siloed organisation no longer applies. Leadership development needs to evolve to be up to the challenge, focusing on three major priorities.
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Catalyst
Insights into trends and developments in people management including rewards, engagement, executive compensation and superannuation. Check out our blog, Catalyst.
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