13th Annual Strategic Remuneration Conference

About

What have we learnt from the recession? Is your remuneration strategy aligned to attracting and retaining the right staff that will ensure the long term performance of an organisation? Are you prepared for the expected increase in professionals looking at changing jobs in the new year?

Our 1 day intensive strategic remuneration conference reveals the lessons organisations have learnt, the most effective forms of non-financial remuneration in rewarding staff even when times are tight and the importance of ensuring a remuneration strategy is closely aligned with the goals of your organisation.

Featuring case studies from a variety of organisations such as Air New Zealand, Downer NZ, AA insurance, Barker’s Mens Clothing and the New Zealand Defence Force this conference will bring you up-to-date with the latest remuneration strategies that the best in the industry are employing and what you need to attract the best!

Agenda

Agenda: Day 1

8.30

Registration & Coffee

9.00

Opening Remarks from the Chair

Chris O’Brien, Remuneration Manager, CARTER HOLT HARVEY

9.05

Snapshot of the Labour Market – Benchmarking your Remuneration Strategies with Current and Future Trends

The New Zealand economy has emerged from a recession. What are the changes in the labour market caused by this new found optimism in the economy?
• Effects of the economy on the labour market
• Trends in public and private sectors and labour mobility
• What are the consequences of recession-based remuneration practices
• International labour market trends with a focus on Australia

Geoff Summers, Executive Director, STRATEGIC PAY

Matching your Remuneration Strategy to Your Organisation’s Goals and Values

9.50

Choosing and Matching the Right Model of Remuneration to your Organisation

Remuneration strategies can only succeed if they fit the organisation. This presentation covers the different models of remuneration considered by various types of organisations, the reasons often given, and the implications of implementing the system.

Chris O’Brien, Remuneration Manager, CARTER HOLT HARVEY

10.30

Morning Break & Refreshments

10.50

Aligning Your Remuneration Strategy with your Goals

• Thoughts and processes undertaken in reviewing a remuneration strategy to facilitate an alignment with organisational goals
• Clarifying philosophy, identifying requirements and re-crafting a total rewards strategy
• Making it happen

Chris Jones, Director, Sternhold Consulting
Jarrod Moyle, Director, Moyle Consulting

11.35

Case Study: Remuneration, Rewarding Performance and Short Term Performance Based Incentives (Case Study)

• Reasons for changing the remuneration strategy and supporting a culture of performance
• Introducing broadbanding, short term incentives (STIs) etc.
• Driving individual development, performance and business success

Nikki Howell, Human Resources Manager, AA INSURANCE

12.20

Lunch Break

1.00

Legal Update: Avoiding the Remuneration and Contract Minefield

Part 1: Court Rulings surrounding wage freezes, pay cuts and removal of benefits. What are the important law changes that have taken place and what should you be paying attention to?

Part 2: Reviewing employment contracts. What can and can’t you legally do? What should you be including in your employment contracts and how should you be structuring them?

Questions are encouraged during this session

Michelle Banfield, Senior Associate, BELL GULLY

Innovative Non-financial Incentives

1.50

Case Study: Challenging the Remuneration Norm: Pro-active and Creative Strategies for Retaining Key Staff (Case Study)

• Identifying the long term needs of the business and the key roles that support these
• Supporting key staff and ensuring employee engagement – Team building exercises, recognition etc.
• What can we afford to pay to retain staff vs the cost of losing them

Debbie Glen, General Manager Retail, BARKERS MEN’S CLOTHING

2.30

Case Study: Developing a Total Rewards System to Retain and Grow Staff in a Competitive Market (Case Study)

In order to reduce staff attrition rates, the NZDF reviewed and subsequently implemented a new remuneration system in 2008.
• Understanding the reasons for attrition
• Tailoring strategies to match staff values
• Results of the strategy

Brigadier Mark Wheeler, Assistant Chief, Personnel

3.10

Afternoon Break & Refreshments

3.30

Case Study: Using Non-Financial Rewards to Improve Retention and Engagement (Case Study)

• What are the main forms of non-financial rewards and remuneration used and what are the benefits and drawbacks?
• How have we matched the right rewards to the right employees?
• How successful has our rewards and remuneration system been in improving retention and employee engagement?

Drew Comeskey, Human Resource Manager, TRANZQUAL ITO

4.10

Case Study: Using Training and Career Development as Non-Financial Incentives to Drive Performance (Case Study)

Downer implemented a literacy and qualifications programme where employees are rewarded with credits towards a national certificate in civil infrastructure which unlock further upskilling and leadership opportunities.
• Incorporating the long term view into non-financial remuneration such as training
• Maximising impact of non-financial rewards on performance
• Measuring the savings and benefits of upskilling your workforce in the business and the wider community

Chris Meade, General Manager Human Resources, DOWNER NZ

5.00

Closing Remarks from Chair

5.10

Networking Drinks

Sponsors/Partners

Interested in sponsorship?

There are some exclusive opportunities to promote your company, and its products and services, at this leading event. Contact the sponsorship team below to request a prospectus or discuss the options, or view more about event sponsorship.