The US 2008 WorldatWork Total Rewards Conference & Exhibition was held in Philadelphia on 20-23 May. More than 2,000 compensation, benefits, human resources and total rewards professionals from around the world gathered to learn the latest strategies, share best practices, and discover new insights and resources.

Mercer was pleased to support the profession by being both a conference sponsor and presenter. 

This year, our consultants and clients presented the following material:

Successfully Managing a Multi-Generational Workforce: Moving From Research to Practical Applications

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Presenters: Kim Nugent (Mercer), Elizabeth Miller (Booz Allen Hamilton)

Wondering how to understand what different generations in your organization truly want and act on that information? Concerned about how to keep people across the generations engaged and get those with critical skill sets to stay?

In this presentation, we will provide highlights from the growing body of research on the multi-generational workforce and discuss how generational differences can be used as an overlay to gender, ethnic, cultural and other aspects of diversity. We will also share some representative client experiences and discuss how to move from research to practical applications. Then, we will share Booz Allen Hamilton’s journey in leveraging their own workforce data and setting their HR agenda for change. The result: an impressive three consecutive years on Fortune’s “100 Best Companies to Work for” list.

Total Wealth & Total Health: Corning's Integrated Approach to Managing Health, Safety and Productivity

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Presenters: Howard Kraft (Mercer), Deborah Lauper (Corning)

Get a strategic and practical view of Corning's Total Health initiative, part of the 150-year-old company's overall business strategy. Apply creativity and rigor to human resource strategy with an inside look at the evolution of Corning's efforts and the quantifiable results it has achieved in managing health care costs below industry trend, reducing occupational and non-occupational disability rates and costs, and improving the health status and productivity of the workforce. Learn to develop enthusiasm for wellness and benefits, and apply these steps in aligning strategy, data, operations, communication and evaluation to global operations.

Total Rewards Challenges and Solutions in Eastern Europe and the Middle East

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Presenters: Paul O’Malley (Mercer), Sam Mathew (Qtel)

There is significant economic growth in Eastern Europe and the Middle East driven by the relocation of manufacturing into Eastern Europe and oil and gas revenue in the Middle East. As a result, many Western companies are establishing operations or creating strategic alliances with partners in the region. However, many of the rewards practices familiar to US companies do not apply in Eastern Europe and the Middle East. These regions are not just an extension of Europe; they are very distinct regions with many diverse and unique cultures and people practices.

In this presentation, we will outline the unique characteristics of these markets and their total rewards challenges. We will also discuss the required solutions and how they present an opportunity for companies to learn some new ways of working that could be adopted elsewhere to address all concerns about lack of competitiveness and rising employment costs.

Brainpower: Rewarding Your Knowledge Workers

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Presenter: Steve Gross (Mercer), Shelley Peterson (Mercer)

For many organizations, knowledge and innovation – in essence, its brainpower – is the primary source of competitive advantage. As manufacturing and operations continue to move to lower cost areas (primarily offshore), an emerging knowledge economy has brought great opportunity but also risk: How can organizations sustain and grow an advantage created and housed in the minds of its knowledge workers? 

In this session, participants will learn the unique characteristics of knowledge workers and steps leading organizations are taking to:

• Attract the best and brightest;
• Engage talent to go above and beyond;
• Manage and assess performance; and
•  Deliver a strategic, compelling, cost-effective rewards proposition.
  

The discussion will equip participants to identify knowledge workers and consider how proven performance and rewards strategies and tactics could be leveraged to enhance a competitive advantage fueled by brainpower.

Globalizing Pay Programs – Moving from Market Reference Points to a Global Classification and Pay Program

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Presenters: Corinne Carlson (Mercer), Tom Paleka, Tellabs

The process for centralizing and globalizing pay programs can be daunting. In this presentation, we will discuss the Tellabs story – how and why it moved from a salary structure and pay administration system based solely on market-based reference points to a global classification system and salary pay ranges. The changes were many, including developing global job codes, identifying survey sources and job matches, applying a global job classification system with the support of a global team and implementing a global pay administration program with market pricing, salary structure and salary increase budgeting modules. We will start at the beginning of the story by outlining the objectives for the transition and the business case for doing so.  Then we’ll walk through the key stakeholder requirements, the timeline, and challenges and solutions along the way. Finally, we will end the Tellabs story with the final implications and outcome.

The Ins and Outs of Designing Performance-based Equity Programs

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Presenter: Mike Halloran (Mercer)

There has been significant movement from stock options to time-based restricted stock over the past few years. However, many companies are now considering performance conditions for the vesting of part or all of their restricted stock. 
In this presentation, we will use Mercer research and experience to show how and why companies are moving toward more of a performance-based equity and are keen on enhancing their pay for performance philosophy. We will discuss how to identify the right performance measures and calibrate performance goals, including how to balance financial measures and stock price measures. And, we will provide specific examples and steps to consider in plan design when contemplating a move towards a more performance-based program, including how to transition from an emphasis on time-based restricted stock. The integration with other long-term vehicles will also be discussed.

Helping the Sales Organization Succeed: How to Structure, Nurture and Pay the Front-line Sales Manager Role

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Presenters: Steve Grossman (Mercer), Rod Cotton, Roche Diagnostics Corporation

“Why can't we get the sales manager role right?”

Many companies have asked themselves this question. They’ve spent untold sums of time and money on recruiting, training, territory realignment and, of course, new compensation plans and systems to improve their sales effectiveness. 

Unfortunately, they’ve missed a key element – the front-line sales manager. This under-invested role – and the sales organization as a whole – would benefit from the skills that HR has in defining roles and capabilities, determining organizational and reporting structures, and designing pay packages in concert with other enabling fundamentals. 

Based on Mercer research from Fortune 500 companies, we will explore how leading organizations structure, nurture, pay and leverage the sales "leader" role. We will explore how you, as an HR and compensation professional, can partner with Sales to get the most out of this critical, but often overlooked sales leadership role.

Driving Better Business Performance: The Realties of Designing and Implementing a Global Total Rewards Strategy at HP

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Presenters: Will Ferguson (Mercer), Greg Gillas (HP)

While Hewlett-Packard may be known for product innovation, the company's corporate development has a similar history of advancement and reinvention. In this presentation, we will discuss the realities of designing and implementing a total rewards strategy in a global enterprise to drive better business performance.

We will first discuss the importance of aligning business strategy with workforce strategy and examine what other global enterprises are doing in this area and how they are determining whether their current total rewards philosophy is working within their organizations or not. Then, we will dig into the specifics of HP’s one-year case study by focusing on how the strategy was developed, how segmentation played a role and which aspects of talent management are differentiated by segment. We will also explain how the team decided to look at the world and used that information to drive total rewards design decisions along the way.