Since the pandemic, employees have been leaving their jobs in record numbers - over 48 million US workers changed their jobs in 2021 alone. Organizations are finding that attitudes to work are changing, with workers rethinking what they value in a job. Research from LinkedIn has shown that between April 2020 and June 2021, the fastest-growing priorities for workers included flexible working arrangements, an inclusive workplace, and work-life balance.
What does this mean for HR leaders? While compensation and benefits remain important, a total rewards approach is now essential for any company looking to recruit and retain top talent.
This shift has led Designer Brands, a global company with over 14,000 employees, to evolve from a pre-pandemic ‘Culture 1.0’ to what they now dub ‘Culture 3.0’.
Their VP of Global Total Rewards, David Giesman, led the company in taking a more strategic approach to total rewards, helping them to provide the compensation, benefits and rewards Designer Brands’ employees really value.
In this session, we explored:
- Why total rewards became a strategic priority during the pandemic
- How collaborating with colleagues outside of HR can help you to provide benefits employees really want
- Why it’s so important to be strategic rather than tactical when implementing programs
- How to measure the value of your total rewards strategy beyond hard dollars and data
- What ‘Culture 3.0’ really means and how your business can achieve it.