Upon completion of this course, participants will be able to:

• Define the five key components of a holistic **Total Rewards (TR)** model (Compensation, Benefits, Work-Life, Recognition, Development).
• Develop a strategic **TR** philosophy aligned with the organization's business strategy and Employee Value Proposition (**EVP**).
• Master techniques for analyzing the competitive positioning of non-monetary benefits and work-life balance offerings.
• Design and implement effective employee recognition and reward programs that drive desired behaviors and performance.
• Integrate career development, training, and succession planning as measurable components of the **TR** strategy.
• Utilize segmentation analysis to tailor **TR** offerings to different employee groups and demographic needs.
• Develop a compelling communication strategy to ensure employees understand and value the full **TR** package.
• Measure the collective **ROI** of the **TR** program by linking its components to key talent metrics (e.g., retention, engagement).

• HR Leaders and Directors of Total Rewards and Compensation
• HR Business Partners and Generalists focused on employee engagement
• Compensation and Benefits Specialists seeking a strategic perspective
• Talent Acquisition and Employer Branding Professionals
• C-Suite Executives involved in workforce strategy and budgeting

• Group exercises analyzing current compensation and benefits and redesigning them into a holistic **TR** model.
• Workshops on developing a compelling **TR** communication strategy and a total compensation statement outline.
• Case studies on organizations that successfully transformed their culture using non-monetary recognition programs.
• Individual exercises calculating the perceived value of a sample benefits package for an employee persona.
• Discussions on how to tailor **TR** offerings to support remote and geographically diverse workforces.

Unit 1: Strategic Foundations of Total Rewards

• Defining the five pillars of the **Total Rewards** model and their strategic interdependence
• Developing the **TR** philosophy: linking rewards strategy to organizational values and business goals
• Benchmarking **TR** externally: analyzing competitor offerings beyond just base pay and bonus structure
• Integrating the **Total Rewards** strategy with the overarching Employee Value Proposition (**EVP**)

Unit 2: Integrating Non-Financial Rewards

• Designing and evaluating flexible work arrangements, **PTO** policies, and wellness programs (Work-Life)
• Positioning Career Development (training, mentoring, progression frameworks) as a core reward component
• Strategies for effectively communicating the financial value of non-salary benefits to employees
• Tailoring benefits and work-life offerings to support diversity, equity, and inclusion (**DEI**) goals

Unit 3: Recognition and Performance-Driven Rewards

• Designing formal and informal recognition programs that are timely, meaningful, and specific
• Linking spot bonuses, service awards, and non-monetary recognition to desired organizational behaviors
• Strategies for training managers to effectively deliver impactful and authentic recognition
• Utilizing reward technology platforms to streamline and track recognition efforts organization-wide

Unit 4: Segmentation, Communication, and Perception

• Conducting employee surveys and focus groups to gauge the perceived value of **TR** components
• Analyzing the effectiveness of **TR** components across different employee segments (e.g., generation, function, location)
• Developing a robust communication strategy: total compensation statements, manager talking points, and ongoing education
• Strategies for managing transparency and ensuring employees perceive the system as fair and equitable

Unit 5: Measurement, ROI, and Continuous Improvement

• Key metrics for measuring the effectiveness of the **TR** strategy (e.g., employee engagement scores, retention rates, Cost-per-Hire)
• Methods for calculating the **Return on Investment (ROI)** for specific **TR** components (e.g., wellness programs)
• Auditing the **TR** model regularly to ensure ongoing market competitiveness and internal alignment
• Strategies for presenting the strategic value of the **TR** portfolio to executive leadership and the Board