 Worldatwork T1-GR1 : Total Rewards Management test
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Test Number : T1-GR1
Test Name : Total Rewards Management Exam
Vendor Name : Worldatwork
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Format | T1-GR1 Course Contents | T1-GR1 Course Outline | T1-GR1 test
Syllabus | T1-GR1 test
Objectives
Knowing what is required for an effective total rewards strategy will set you apart as a human resources professional. In this course, you will learn how to design and implement a total rewards program that meets your organizations specific needs and includes an ideal mix of rewards across the six rewards elements:
- Compensation
- Benefits
- Work-Life Effectiveness
- Recognition
- Performance Management
- Talent Development
Designed for new HR professionals, HR generalists and line managers, this course will empower you with the basic skills and knowledge to create a successful total rewards strategy for your organization. While developed to be an introduction to the total rewards system, the content goes beyond the basics to cover more advanced courses such as aligning total rewards with your organizations culture, HR goals and business strategy.
Introduction to Total Rewards
Learn about the evolution of HR rewards; the total rewards model, strategy and approach; and drivers and elements of total rewards strategy.
Compensation
Discover the factors influencing compensation. Learn about base pay structure and design as well as differential pay and variable pay.
Benefits
Learn what influences benefits and about income protection for benefits and pay for time not worked programs.
Work-Life Effectiveness
Learn the basics of work-life effectiveness, the work-life professional and work-life portfolio.
Recognition
Learn about the value of recognition programs and how to use them to drive results along with the different types of recognition plans and programs.
Performance Management
Gain knowledge about performance management and learn about pay for performance, principles of merit pay programs, base pay investment and merit increase guidelines.
Talent Development
Discover the role of talent development in total rewards and learn about the types of talent development opportunities and how to measure their effectiveness.
Total Rewards – Pulling it All Together
Finish with a review of the total rewards system, process and design considerations to ensure you walk away with the knowledge to design and implement a total rewards program tailor-made for your organization and that communicates the value of total rewards.
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Worldatwork Management Test Prep
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You may have heard that a leader with Salesforce currently resigned over widespread discrimination at work.  As first pronounced by way of Protocol, Cynthia Perry posted her resignation letter on LinkedIn, asserting, "i'm leaving Salesforce on account of numerous microaggressions and inequity. I actually have been gaslit, manipulated, bullied, omitted, and in the main unsupported … the total time i've been right here. Salesforce, for me, isn't a secure region to return to work. it's now not a place where I may also be my full self."
I have no idea if Salesforce executives had been surprised by using Cynthia's resignation, but I've seen a whole bunch of circumstances where the executives have been completely flabbergasted and blindsided through these forms of discrimination concerns.
in the management IQ look at called Leaders do not need to Hear About Discrimination within the office, they surveyed 5,778 personnel and leaders. among the many two dozen discoveries became that best 29% of americans say that administration at their corporation at all times listens to worker issues about discrimination (race, sex/gender, age, and many others.) with out blame or defensiveness.
Even worse, simplest 11% of Black employees feel that management always listens to considerations about discrimination in the workplace with out getting protecting, whereas white personnel are about 250% more likely to feel that management at all times listens without defensiveness.
A key question for each executive and leader is the way to discover that your firm has these problems lengthy earlier than your employees delivery quitting and publicly posting their resignation letters. And, of direction, opting for how to use your discoveries to truly fix the underlying issues.
The quickest approach they have discovered to pinpoint the extent of those problems is to conduct a brief pulse survey of your personnel.Â
If achieved correctly, within per week, you could have actionable insight pinpointing the extent of your considerations and exactly the place (departments, shifts, and many others.) they may be occurring.Â
What questions if you ask your employees? i like to recommend using one of the survey questions contained in the management IQ discrimination analyze. for instance, one of the most important questions you can ask is, "administration at my company listens to employee considerations about discrimination (race, sex/gender, age, etc.) devoid of blame or defensiveness."
Our research indicates that whereas taking action to clear up discrimination issues is critical, taking meaningful motion is not going to happen unless an organization's leaders can first take heed to the issues with out blame or defensiveness. And while it might seem to be traumatic that leaders probably can't hear considerations about discrimination with out getting shielding, I consider this, weirdly, to be a good step ahead.
I see organizations tie themselves into knots making an attempt to figure out the way to clear up discrimination and boost diversity and inclusion. there are so many knowledge procedures and options that trying to find the perfect one (or two or three) consumes the majority of their time and mental power. And whereas we're debating the most efficient answer, no concrete actions are being taken.
by contrast, once they take into account that no solution to repair discrimination may also be implemented except leaders can truly hearken to considerations about discrimination without blame or defensiveness, they now have whatever concrete to repair. teaching managers to hearken to discrimination considerations doesn't require endless debate about future states or grand innovations; it with ease requires teaching leaders the way to take heed to uncomfortable truths devoid of defensiveness. Â
Now, teaching leaders this listening ability is never inherently effortless. it will take work and follow. as an instance, empathic listening (i.e., putting yourself in another's footwear) is challenging. throughout the heaps of people who've taken the online check "did you know the way to pay attention With Empathy?" about a third of respondents decisively failed the test. And most effective about 20% of people accomplished ultimate scores. it be handy to say that they need to listen with empathy, and without blame and defensiveness, however doing it in real lifestyles is really relatively complicated.
although, as soon as they be aware of that listening empathically, and devoid of blame and defensiveness, is their purpose, they are able to institute practising with clear success metrics. Let's go returned to one of the most survey questions I informed, "management at my company listens to worker concerns about discrimination (race, intercourse/gender, age, and so on.) without blame or defensiveness."
no matter if leaders listen without difficulty to employees' concerns is rarely whatever that can also be judged via the leaders, it could actually most effective be judged by the people sharing the considerations (i.e., employees). but it's whatever thing that you may measure relatively simply and at once with some thing like a pulse survey.
each company may still be, at least, a bit panic that they've issues corresponding to Salesforce. however you needn't tie your self into knots making a choice on your future strategy; effectively start with a fixable problem. You may additionally hear some complicated truths, but having the braveness to listen without blame or defensiveness immediately places you gentle years ahead of most agencies.
