how was the traffic on the way to gallagher today? - vdwweb.vdw.co.za/sara/file...

31%

39%

�� Good Good

�� Average Average

way to Gallagher today?way to Gallagher today?How was the traffic on the How was the traffic on the

39%

16%

14%

�� Bad Bad

�� Shocking! Shocking!

88%�� Yes Yes

�� No No

the 2010 Soccer World Cup?the 2010 Soccer World Cup?Will South Africa make a success of Will South Africa make a success of

12%�� No No

Clem Sunter

61%�� a U-shaped recession a U-shaped recession

�� a V-shaped recovery a V-shaped recovery

economy is in:economy is in:Do you think the world Do you think the world

28%

11%

�� a V-shaped recovery a V-shaped recovery

�� the worst is yet to come the worst is yet to come

61%�� Remain in the Premier League Remain in the Premier League

�� Be relegated to the Second Division Be relegated to the Second Division

Do you think SA will:Do you think SA will:

38%

1%

�� Be relegated to the Second Division Be relegated to the Second Division

�� Turn into a Failed State Turn into a Failed State

82%�� A fox A fox

�� A hedgehog A hedgehog

Are you:Are you:

18%�� A hedgehog A hedgehog

Italia Boninelli

UNDERSTANDING PERSONAL AND TEAM MOTIVATION AND THE

HIERARCHY OF NEEDS

UNDERSTANDING PERSONAL AND TEAM MOTIVATION AND THE

HIERARCHY OF NEEDS

1. Physiological

•Security

•Protection from

•Security

•Protection from

2. Safety

•Sense of Belonging•Sense of Belonging

3. Social

•Self respect

•Status

•Recognition

•Self respect

•Status

•Recognition

4. Esteem

•Growth (family,

business,

leadership)

•Development of

self and others

•Accomplishment in

•Growth (family,

business,

leadership)

•Development of

self and others


5. Self

actualisation

•Hunger

•Thirst

•Sleep

•Maternal instincts

•Hunger

•Thirst

•Sleep


•Protection from

danger

•Predictability/

consistency

•Fairness/ justice

•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Protection from

danger

•Predictability/

consistency


•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Acceptance in a

group

•Social activities or

interactions

•Giving and

receiving of love

•Acceptance in a

group


interactions

•Giving and

receiving of love

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs

ALL OF THE ABOVE NEEDS IMPACT ON OUR EMOTIONAL COMMITMENT

AT WORK

Where would you as an individual see yourself in the hierarchy of

needs? At which level are your needs totally met?

Where would you as an individual see yourself in the hierarchy of

needs? At which level are your needs totally met?

1. Physiological

•Security

•Protection from

•Security

•Protection from

2. Safety


3. Social

•Self respect

•Status

•Recognition

•Self respect

•Status

•Recognition

4. Esteem

•Growth (family,

business,

leadership)

•Development of

self and others


•Growth (family,

business,

leadership)

•Development of

self and others


5. Self

actualisation

11%

20%34%

29%

6%

•Hunger

•Thirst

•Sleep


•Hunger

•Thirst

•Sleep


•Protection from

danger

•Predictability/

consistency


•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Protection from

danger

•Predictability/

consistency


•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Acceptance in a

group


interactions

•Giving and

receiving of love

•Acceptance in a

group


interactions

•Giving and

receiving of love

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs


AT WORK

1. Physiological

•Security

•Protection from

•Security

•Protection from

2. Safety


3. Social

•Self respect

•Status

•Recognition

•Self respect

•Status

•Recognition

4. Esteem

•Growth (family,

business,

leadership)

•Development of

self and others


•Growth (family,

business,

leadership)

•Development of

self and others


5. Self

actualisation

Where would you see your team, or the majority of teams in your

company, in the hierarchy of needs ?

Where would you see your team, or the majority of teams in your

company, in the hierarchy of needs ?

3%

26%44%

19%

8%

•Hunger

•Thirst

•Sleep


•Hunger

•Thirst

•Sleep


•Protection from

danger

•Predictability/

consistency


•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Protection from

danger

•Predictability/

consistency


•Security of

employment

•Safe working

conditions

•Religions and

philosophies

•Acceptance in a

group


interactions

•Giving and

receiving of love

•Acceptance in a

group


interactions

•Giving and

receiving of love

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom

•Recognition

•Mastery/

competence

•Appreciation

•Independence &

freedom


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs


work and outside

of work

•Making a

difference in every

sphere of your life

•Transcending

personal needs


AT WORK

If there is a gap, how has the Remuneration

Function in your company addressed it?

If there is a gap, how has the Remuneration

Function in your company addressed it?

4%

� We believe that our employees do not have any needs at the bottom end and therefore our total reward strategy addresses mainly levels 3, 4 and 5

� We tend to focus on only some of the needs the more traditional Remuneration focus e.g. salary, incentives, shares, etc.


AT WORK

56%

14%

26%

Remuneration focus e.g. salary, incentives, shares, etc.

� We are adequately addressing needs at every level of the hierarchy.

� We have not considered this question before, but still need to address needs at all five levels

Nicolene de Beer

50%

14%

�� Yes Yes

�� No No

a total reward strategy / approach?a total reward strategy / approach?Has your organisation implementedHas your organisation implemented

14%

35%

1%

�� Looking into it currently Looking into it currently

�� Won't work in our organisation Won't work in our organisation

40%

�� Partially. We the basic principles of our reward policy Partially. We the basic principles of our reward policy

provided on the company intranet provided on the company intranet

�� No. We have a lot of work to do. No. We have a lot of work to do.

your total reward policy is up-to standard?your total reward policy is up-to standard?Would you say that the communication of Would you say that the communication of

51%

9%

�� No. We have a lot of work to do. No. We have a lot of work to do.

�� Yes. We have excellent communication mechanisms Yes. We have excellent communication mechanisms

used to provide the details of our reward policy used to provide the details of our reward policy

42%

27%

�� Yes Yes

�� No No

and principles to your employees?and principles to your employees?Do you communicate your reward strategy Do you communicate your reward strategy

27%

16%

15%

�� Currently thinking about it Currently thinking about it

�� Currently in the process of implementing Currently in the process of implementing

Rene Richter

72%�� Yes Yes

�� No No

value of engagement:value of engagement:re-consider your approach to total reward and the re-consider your approach to total reward and the Did the presentation provide sufficient information to Did the presentation provide sufficient information to

28%�� No No

16%�� Reward Philosophy/Strategy Reward Philosophy/Strategy

�� Levels of Engagement Levels of Engagement

elements will you reviewelements will you reviewIf yes, which of the followingIf yes, which of the following

53%

31%

�� Levels of Engagement Levels of Engagement

�� Total Rewards Model Total Rewards Model

Craig Raath

39%�� Yes Yes

�� No No

upturn in the economy? upturn in the economy? in place to retain key skills for the in place to retain key skills for the Has your organisation got a strategyHas your organisation got a strategy

61%�� No No

21%

5%

�� Management skills training for all managers Management skills training for all managers

�� Facilitated team building exercise Facilitated team building exercise

�

where do you think that you will maximise your returnwhere do you think that you will maximise your returnand you only have a budget of R50,000, and you only have a budget of R50,000, (remuneration is not an engagement issue) (remuneration is not an engagement issue) If your organisation pays above the market If your organisation pays above the market

5%

34%

40%

�� Run a climate survey to identify the key areas of focus Run a climate survey to identify the key areas of focus

for your organisation for your organisation

�� Implement a recognition scheme aligned to Implement a recognition scheme aligned to

your organisations values your organisations values

49%

10%

�� Leadership style Leadership style

�� Remuneration and Reward Remuneration and Reward

that you have an engaged workforce.that you have an engaged workforce.factor to get right in your organisation ensure factor to get right in your organisation ensure What, in your opinion, is the MOST important What, in your opinion, is the MOST important

10%

34%

7%

�� Communication Communication

�� Organisation's reputation and brand Organisation's reputation and brand

Kris Crawford

30%

4%

�� Kate Moss Kate Moss

�� Adriana lima Adriana lima

model in the worldmodel in the worldWho is the highest paidWho is the highest paid

4%

33%

33%

�� Gisele Bundchen Gisele Bundchen

�� Heidi Klum Heidi Klum

11%

17%

�� Carlos Slim Helu Carlos Slim Helu

�� Ingvar Kamprad Ingvar Kamprad

person in the worldperson in the worldWho is the highest paid Who is the highest paid

17%

34%

38%

�� Bill Gates Bill Gates

�� Warren Buffet Warren Buffet

5%

2%

�� All philanthropists All philanthropists

�� All philanderers All philanderers

have in commonhave in commonWhat do all these men What do all these men

2%

1%

92%

�� Share the same birthday Share the same birthday

�� Are self made billionaires Are self made billionaires

Val du Pre le Roux

46%�� Yes - unjustified enrichment. Yes - unjustified enrichment.

��

Are executives paid too much? Are executives paid too much?

54%�� No - well deserved for risks taken at senior levels No - well deserved for risks taken at senior levels

72%�� Yes, shareholders need to know what is being paid Yes, shareholders need to know what is being paid

��

vote on remuneration issues in advance?vote on remuneration issues in advance?Do you think that shareholders should Do you think that shareholders should

28%�� No, the current approach of historic reporting is satisfactory No, the current approach of historic reporting is satisfactory

Neil UlrichNeil Ulrich

40%�� Abuse of power by conflicted executives. Abuse of power by conflicted executives.

�� Lack of dedicated and specialized remuneration Lack of dedicated and specialized remuneration

professionals in companies. professionals in companies.

executive remuneration?executive remuneration?governance failures which could be linked to governance failures which could be linked to What do you think is the main cause of corporate What do you think is the main cause of corporate

27%

33%

professionals in companies. professionals in companies.

�� Disclosure requirements that do not require Disclosure requirements that do not require

sufficient information. sufficient information.

1%

86%

�� It should not be disclosed. It should not be disclosed.

�� In a separate Remuneration Report chapter. In a separate Remuneration Report chapter.

executive remuneration?executive remuneration?companies disclose details of theircompanies disclose details of theirWhere in their annual reports should Where in their annual reports should

86%

10%

3%

�� Only in the Notes to their Financial Statements. Only in the Notes to their Financial Statements.

�� In different locations depending on their individual In different locations depending on their individual

needs and circumstances. needs and circumstances.

14%

65%

�� Mark Bussin Mark Bussin

�� John Rubino John Rubino

the cocktail party last night?the cocktail party last night?Who was the last person to leaveWho was the last person to leave

65%

14%

7%

�� Peet Kruger Peet Kruger

�� Neil Ulrich Neil Ulrich

Ania Krasniewska ShahidiAnia Krasniewska Shahidi

10%�� Lower than 2009 Lower than 2009

�� Same as 2009 Same as 2009

2010 base pay to compare to 2009 base pay?2010 base pay to compare to 2009 base pay?("top 10") level at your organization, how do you expect ("top 10") level at your organization, how do you expect For the average employee below the senior executiveFor the average employee below the senior executive

29%

61%

�� Same as 2009 Same as 2009

�� Higher than 2009 Higher than 2009

4%

10%

�� 0% 0%

�� Between 1% and 2% Between 1% and 2%


merit increases in 2010?merit increases in 2010?How much are you projecting How much are you projecting

15%

15%

56%



�� Over 4% Over 4%

74%�� Yes Yes

�� No No

recognition program in place? recognition program in place? Do you have a formal rewards and Do you have a formal rewards and

26%�� No No

Alan HoskingAlan Hosking

93%�� Yes Yes

�� No No

should work closer together?should work closer together?Do you think Finance and HR Do you think Finance and HR

7%�� No No

42%

6%

4%

�� Organised joint meetings between Finance and HR to Organised joint meetings between Finance and HR to

discuss mutual interests. discuss mutual interests.

�� Meet with the HR team to understand their challenges. Meet with the HR team to understand their challenges.

�� Encouraged colleagues to meet with your HR team Encouraged colleagues to meet with your HR team

Finance and HR to work closer together?Finance and HR to work closer together?What attempts have you made to get What attempts have you made to get

4%

9%

39%

�� Encouraged colleagues to meet with your HR team

�� Asked for the HR team to be invited to Finance meetings. Asked for the HR team to be invited to Finance meetings.

�� None of the above. None of the above.

James ArnottJames Arnott

54%

40%

�� Vital Vital

�� Very important Very important

remuneration and benefits to your organisation?remuneration and benefits to your organisation?How strategic is the role or function of How strategic is the role or function of

40%

5%

1%

�� Not important Not important

�� What is Rem and Ben? What is Rem and Ben?

60%

29%

�� Active participation Active participation

�� Participation through review/commentary Participation through review/commentary

Group's StrategyGroup's StrategyDoes HR contribute to the Does HR contribute to the

29%

9%

2%

�� Receive strategy Receive strategy

�� Who is HR Who is HR

88%�� Yes Yes

�� No No

I get back to the officeI get back to the officeI will do something different whenI will do something different when

12%�� No No

Ronel NienaberRonel Nienaber

87%�� Yes Yes

�� No No

finding out what will retain employees?finding out what will retain employees?money at retention problems in stead of money at retention problems in stead of Do you think organisations too often throw Do you think organisations too often throw

3%

10%

�� No No

�� Sometimes Sometimes

15%

26%

�� Incentive plans Incentive plans

�� Flexible work practices Flexible work practices

�� Performance management Performance management

you focus more in your organisation?you focus more in your organisation?On which reward components should On which reward components should

21%

11%

27%

�� Performance management Performance management

�� Cash remuneration Cash remuneration

�� Recognition Recognition

20%

37%

5%

�� The impact of King III on remuneration practices The impact of King III on remuneration practices

�� How to enhance non-financial rewards How to enhance non-financial rewards

�� Back to basic remuneration practices Back to basic remuneration practices

SARA's agenda next year:SARA's agenda next year:What would you like to see onWhat would you like to see on

5%

28%

10%

�� Back to basic remuneration practices

�� What's happening in the rest of the world in remuneration? What's happening in the rest of the world in remuneration?

�� Networking sessions and parties Networking sessions and parties

Martin Hopkins - DEBATEMartin Hopkins - DEBATE

68%�� Yes Yes

�� No No

Are execs paid too much?Are execs paid too much?

32%�� No No

70%�� Yes Yes

�� No No

Are workers paid too little?Are workers paid too little?

30%�� No No

47%�� Regulated Regulated

�� Capped Capped

regulated/capped?regulated/capped?Should exec pay be Should exec pay be

23%

30%

�� Capped Capped

�� Neither Neither

John RubinoJohn Rubino

28%

28%

�� The global war for talent The global war for talent

�� Designing personalized total reward programs Designing personalized total reward programs

�� Developing comprehensive variable Developing comprehensive variable

sizzling the most in your organization right now: sizzling the most in your organization right now: Which one of the four 'hot button' issues is Which one of the four 'hot button' issues is

15%

29%

�� Developing comprehensive variable Developing comprehensive variable

compensation programs compensation programs

�� Designing and implementing a managed Designing and implementing a managed

communication program communication program

5%

45%

�� I completely agree I completely agree

�� I somewhat agree I somewhat agree

communicating effectively with the entire workforce.communicating effectively with the entire workforce.My organization does a very good job in My organization does a very good job in

22%

28%

�� I disagree I disagree

�� What, are you kidding me? What, are you kidding me?

24%

35%

�� Absolutely, I am following my bliss Absolutely, I am following my bliss

�� Sort of, I am in this place but I am not of this place Sort of, I am in this place but I am not of this place

with my work and my organization. with my work and my organization. I, personally, feel engaged/bonded I, personally, feel engaged/bonded

27%

14%

�� I am engaged with my work, but I want to divorce my organization I am engaged with my work, but I want to divorce my organization

�� I definitely need to make some major changes! I definitely need to make some major changes!

72%�� Blue Bulls Blue Bulls

�� Cheetahs Cheetahs

Currie Cup tomorrow:Currie Cup tomorrow:Who will win the Rugby Who will win the Rugby

28%�� Cheetahs Cheetahs

Thank you.Thank you.

how was the traffic on the way to gallagher today? - vdwweb.vdw.co.za/sara/file...

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