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Foundation level
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Associate level
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Chartered Member level
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Chartered Fellow level
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At this level you'll understand: |
At this level you'll understand: |
At this level you'll understand: |
At this level you'll understand: |
| Reward approaches |
Your organisation’s approaches to reward |
Your organisation’s reward packages and approaches, and how to administer them |
How to design reward approaches to attract, motivate and retain workers |
How to create a reward strategy which attracts, motivates and retains workers |
| Salary benchmarking |
What benchmarking and salary/pay surveys are |
How to create benchmarking data, working with salary/pay survey providers |
How to quality check survey and benchmarking methodologies, and assess the factors determining reward (eg scarce skills) |
How to draw insights and intelligence about the external reward environment, including competitor reward |
| Executive remuneration |
What executive remuneration is (remuneration for the most senior managers, board directors) |
The different elements of executive remuneration |
How to design individual executive remuneration packages and create new executive reward approaches |
How to create bespoke executive packages and how to design approaches to executive reward |
| International reward |
International reward approaches (eg tax, legal, works councils, cultural drivers) |
Reward models for different types of international moves (such as expat, secondment, local, local plus, relocation or spot bonuses) |
How to apply factors that impact international remuneration (eg tax, legal, works councils, cultural drivers, mobility payments) |
How to assess the organisation value of international reward approaches, and their impact on talent retention |
| Employee benefits |
What benefits are available in your organisation |
Different types of benefits and the merits of each (such as pensions and healthcare) |
A range of approaches to benefits and how to align benefits to create a total reward offering which is risk assured |
How benefits support the wider people agenda and protect the future financial security of the organisation |
| Reward and performance |
The links between reward and performance in your organisation |
How people and organisation performance can impact the approach to reward |
How business performance impacts and informs approaches to reward design |
How business performance impacts and informs approaches to reward strategy |
| Reward legislation |
Reward legislation relevant to your role |
The legislation that impacts reward practice (disclosure, tax, work permits, tax, pensions and benefits) |
How to design reward approaches that protect the organisation from litigation |
How to protect and insure the organisation from legislative changes which impact financially |
| Reward reporting |
Reward reporting relevant to your role |
The organisation’s reward reporting requirements (government, legislative, annual reports, shareholder, voluntary reporting) |
How to produce reward reports, including narrative and alignment to organisation strategy |
How to produce reward reports, including narrative and alignment to organisation strategy |
| Remuneration committees |
N/A |
The role of the Remuneration Committee (if applicable in your region) |
The responsibilities of the Remuneration Committee and the reporting requirements (if applicable in your region) |
How to protect the reputation of the Remuneration Committee externally, such as, investors, advisory bodies (if applicable in your region) |
