Search for tag 'remuneration'

9 results Number of Results per Page
1
  1. 4 myths about employee engagement

    In the recent years of economic crisis and the growing rate of burn-out, employee engagement has become a hot topic in the minds of people managers. High levels of employee engagement have been linked to several positive outcomes, such as lower absenteeism, improved performance, proactive and innovative employee behaviour, and financial profit. Considering the many benefits of employee engagement, the question as to how it can be enhanced is of great interest to people managers and organisations as a whole. Unfortunately, people hold various misunderstandings about which initiatives can increase this engagement. We’ve tried to clear up 4 myths to help you engage your employees.

  2. Belgian, Dutch and Swedish CEOs earn less than their German, French and British colleagues

    The two key factors that determine the remuneration allocated to CEOs are the country in which his or her company is located and its size. The CEOs of listed companies in the UK and Germany earn the most, while Belgian, Dutch and Swedish CEOs receive relatively less. The composition of the remuneration packages allocated is also prone to significant differences: the variable portion is relatively high in Germany, the Netherlands and particularly in the UK; in Belgium, France and Sweden this is significantly lower. Additionally, this study revealed that those companies that perform best do not necessarily pay their CEOs a higher salary; they make more frequent use of share-related remuneration.

  3. Half of all Belgian employees do not know how much supplementary pension they receive

    Although the importance of a supplementary pension has gradually become widely understood, the amount of the annual employer contribution is greatly overestimated. More than one employee in two (54%) has no idea what contribution their employer pays into this so-called second pillar. More and clearer communication becomes in this way an important attention point. This communication employees want above all digitally and via a single central platform. This is the lesson of a survey by Vlerick Business School and AG Insurance.

  4. Employers want to make better use of strategic potential of group and hospitalisation insurance plans

    Fringe benefits are becoming increasingly commonplace in the labour market. But employers still see ample opportunities for leveraging this popularity in their HR policy by means of better communication, especially as regards the package of supplementary pension and health care plans. More and more employers also want to be able to arrange these types of fringe benefits more flexibly in the future. These are the main conclusions from a study that AG Insurance carried out in cooperation with Vlerick Business School in which more than 100 Belgian employers participated .

  5. Salary least important driving force for CEOs

    CEOs consider the non-financial aspects of their job much more important than their financial reward. This is according to a study among almost 1,000 Dutch and Belgian CEOs. CEOs are mainly driven by ambition and non-financial factors, such as the challenge the job brings with it, the feeling of achieving progress and the pride of working for the organisation. Notably, female CEOs obtain most motivation from the work climate and cooperation with other members of the top management.

  6. Flexibility

    Flexible rewards from a strategic reward management perspective

    This article interprets the results of a survey held in Belgium and the Netherlands regarding the prevalence and perceived outcomes of adopting flexible reward plans within a strategic rewards perspective. Flexible reward arrangements (e.g., flexible benefit plans) have been around since the 1970s. However, there is a need to apply a strategic rewards perspective to flexible reward plans to help organisations move from ‘best practice’ to ‘best fit’.

  7. majority-shareholders

    Majority shareholders keep CEO remuneration within limits

    CEOs of companies with a remuneration committee are paid more than their colleagues in companies without remuneration committees. The shareholder structure also plays an important role in CEO remuneration. In companies with a fragmented shareholder structure, CEOs earn more than in companies with a concentrated shareholder structure. These are the main conclusions of a recent doctoral thesis produced by Xavier Baeten (Vlerick Leuven Gent Management School) at the Ghent University from a survey of 298 quoted companies in Belgium, the Netherlands, France and Germany.

  8. Money

    Belgian top salaries lower and less variable than in our neighbouring countries

    Compared with our neighbouring countries, Belgium does not rank first as regards the level of top salaries. When comparing the remunerations of CEOs in similar companies of the same scope and listed on the stock exchange, the United Kingdom is number one, followed by Germany. Such is the conclusion of a recent survey carried out by the Executive Remuneration Research Centre at Vlerick Leuven Ghent Management School on the salaries of top managers.

  9. Remuneration of top managers curtailed

    The TriFinance study 2009. The Executive Remuneration Research Centre of Vlerick Business School in cooperation with GUBERNA, The Directors’ Institute, has concluded its annual research into the remuneration of top managers. 99 listed companies were considered for the analysis. In addition to practices related to publication the research also focused on the amount and composition of the remuneration package. The figures concern 2008. They produce interesting findings as compared to 2007.

1
9 results Number of Results per Page