When every company decides to “pay like the market,” no one truly stands out. Benchmarking provides context, but it’s not strategy. A meaningful Total Rewards strategy starts with business purpose — defining who you need to attract, retain, and inspire to achieve your goals.

Pay isn’t neutral. It signals what an organization values and shapes how people behave. Strategic rewards decisions — from the mix of pay to recognition and benefits — should reflect leadership intent and company culture, not just market averages.

This session challenges Total Rewards professionals to rethink how they align compensation design with business strategy and use pay as a communication tool that reinforces identity, purpose, and performance.

Key Takeaways

• Differentiate benchmarking from strategy rooted in leadership intent
• Translate business objectives into aligned Total Rewards decisions
• Understand how pay influences culture, behavior, and engagement
• Use rewards strategically to communicate purpose and drive distinction