The blog on compensation strategies
Each week, discover a new article on compensation strategies, motivational levers, market trends and best practices for attracting and retaining talent.
Categories
Compensation
C&B
Compensation: Six Topics to Take With You on Vacation
Summer is the only window of opportunity when management and HR can address fundamental compensation issues without being bogged down by day-to-day operations. Six key areas deserve attention before September: pay transparency (EU Directive 2023/970), job evaluation, the effectiveness of variable compensation, profit-sharing and employee stock ownership, manager training, and continuity of the C&B function.
Performance-Based Incentives: Boost Your Teams’ Engagement (And Don’t Wait Until Summer)
Profit-sharing is the most immediate compensation tool for aligning your employees with company performance. As summer approaches, two deadlines make June a critical month: the deadline for finalizing a new agreement and the window for determining bonus payments. Here’s how to turn it into a true engagement tool—rather than just another item on the pay stub.
Pay Transparency: Explaining Pay Gaps in 2026
European Directive (EU) 2023/970 on pay transparency does not create pay gaps; it requires companies to explain them. The real risk, therefore, is not regulatory compliance, but the inability to objectively justify one’s pay policy.
Companies that establish clear criteria today—such as responsibilities, expertise, impact, experience, and performance—can turn a constraint into a driver of fairness and trust.
C&B: A Rare and Increasingly Strategic Role
In light of new requirements for pay transparency, the role of the C&B professional is undergoing significant change. As a rare and strategic role, it has become essential for shaping compensation policies. The use of job-sharing is emerging as a practical and effective solution, as evidenced by several companies.
Employee Savings Week: What if profit-sharing became your real driver of performance?
Of all the existing mechanisms, profit-sharing stands out as the most strategic starting point. It can serve as a powerful management tool, capable of aligning performance, team engagement, and priorities—provided it is clear, transparent, and grounded in the realities on the ground.
What kind of C&B role is needed to support the implementation of transparency?
As the importance of pay transparency grows, the role of the C&B professional is evolving rapidly. A rare and strategic role, this position must now combine technical expertise, project management, and communication skills to support meaningful transformations. For mid-sized companies, solutions such as outsourced C&B services provide an effective way to meet these new requirements.
Variable compensation: how to build a credible, motivating, and fair plan
In 2026, variable compensation will become a true test of credibility: it must be clear, consistent, and perceived as fair. If it is too complex or opaque, it will demotivate employees and create tensions instead of stimulating performance. Effective variable compensation is based on simple rules, strategic alignment, and management capable of embodying it.
Profit sharing: why it no longer motivates... and how to restore its credibility.
In 2026, profit sharing will no longer be enough to "motivate" employees: it will have to convince them. Too often perceived as opaque, unpredictable, or unfair, it will lose its power to engage. The difference will come down to three simple levers: clear rules, criteria that can be controlled by teams, and fairness that is perceived as indisputable.
Salary transparency: what will really change in 2026
Salary transparency will become a legal requirement in 2026 and will profoundly transform compensation policies. Between new obligations, the right to information, and the end of salary taboos, companies must review their practices. We break down the concrete impacts and levers for transforming this constraint into a strategic opportunity.
NAO 2026: transforming a social obligation into a performance lever
In 2026, NAO can no longer be treated as a mere social obligation. Prepared and managed in a structured manner, it becomes a lever for consistency, credibility, and sustainable performance for companies.
Transparency of compensation: opportunity or threat for management?
In 2026, pay transparency will become a major management issue. If poorly prepared, it can undermine managers; if structured and explained, it builds trust, consistency, and collective performance.
Remuneration 2026: the start of a year of transparency
2026 marks a major turning point for compensation policies.
Salary transparency is becoming mandatory, fairness a prerequisite, and compensation strategy a real performance driver.
From the start of the year, the decisions taken will have a lasting impact on the credibility and effectiveness of organizations.