• Employees aspire to align themselves with organisations that not only align with their attitudes and values but offer non-cash benefits:
• What are the non-cash benefits that organisations should focus on?
• Cash is the king, but the throne is held by non-cash benefits: When cash loses its appeal to motivate employees, how do you ensure non-cash benefits stay relevant? What are the emerging trends in non -cash benefits?
• What are the common mistakes that are often overlooked while incentivising and motivating employees and why you must change them?
• How do you inspire employees beyond recognition and praise? What are the benefits of positive psychology interventions and why it matters?

COVID-19 pandemic has unfolded and led to unprecedented health & economic crisis; employers are being forced to change their rewards strategies across all levels of the organisation.

• The impact of pandemic on C&B
• How the C&B strategies have changed & been modified by the organisations
• Cultural change due to pandemic
• More stress on pay-for-performance culture & how the incentives schemes have changed
• Actions on short-term benefits

The ever-dynamic workplace of the future also needs a fast changing landscape in total rewards processes to match the pace of disruption that we are seeing today. Three increasingly relevant questions faced by the rewards leadership community on this aspect are: Are we able to visualise how customer-centric rewards processes of the future look like? Are we using technology to aid faster decision-making in the organisation? How do we prepare and manage change in organisations faced with the dilemma to globalise process while still maintaining local process relevance in different markets? In this session, the speaker will attempt to unclutter some of these questions with the help of some specific examples/cases in point.

The coronavirus pandemic has changed our perspective & life in all aspects. It has disrupted existing organisational wellness programmes that led management to change their strategy by expanding and enhancing corporate wellness culture offering different means to meet employees’ needs during this pandemic and what is beyond.

• Digital transformation initiatives and activities will help us build a new culture and be more flexible during this pandemic through e-learning platforms & social media
• Management visits to all 30 branches to ensure corporate wellness and provide motivations during existing difficult times that have been exacerbated in Syria after the corona pandemic. This was also done through contacting them personally more often, motivating, creating wellness challenges with the team and ensuring a family and safe spirit
• Virtual programmes are key in this period to build a remote methodology and policy in the workplace. This could be applicable by amending the skills needed based on the analysis done for certain job requirement
• Virtual awareness on mental and physical healthcare during COVID-19 quarantine period is essential to ensure that employees are healthy, happy and maintain an energetic upbeat lifestyle at home that has now become the new workplace