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Thought Leadership

Thought Leadership & Insights

Aon Hewitt offers comprehensive expert insights related to Talent, Rewards and Performance solutions for human resources professionals. We accelerate organisations from ordinary to the extraordinary with an unmatched combination of global consulting, HR measurement technology, and integrated talent analytics.

We author points of view on significant topics and trends. Select from the list below of human resources articles, whitepapers, reports and webcasts.

To get to know where we speak - visit our events' site.

Talent Solutions

The Elements of a Great Candidate Experience

The Elements of a Great Candidate Experience

If you’ve tried to hire in the past year, you’ve likely experienced the war for talent firsthand. According to the Bureau of Labor Statistics, the unemployment rate in the United States is holding steady below 5 percent, and many states are seeing historical lows.

The Gender Gap - Why Men and Women Experience Work Differently

The Gender Gap - Why Men and Women Experience Work Differently

Gender diversity matters. Companies that have greater gender diversity are more likely to outperform industry medians in terms of financial performance, and greater diversity in leadership roles is associated with an increased rate of organizational innovation.

High-Potential or No Potential?

High-Potential or No Potential?

Every superstar performer who has ever graced the stage, field, or boardroom was once a kid with vast potential waiting to be discovered and given a shot to take the spotlight

2017 Trends in Global Employee Engagement

Why Assess to Select Talent?

Without assessments, the cards are stacked against you. You may as well just flip a coin. Unstructured hiring processes are remarkably unsuccessful in selecting talent.

2017 Trends in Global Employee Engagement

2017 Trends in Global Employee Engagement

Aon Hewitt's 2017 Trends in Global Employee Engagement report explores the role leadership plays in the engagement process and provides a global examination of the relationship between engagement drivers, engagement outcomes, and business outcomes.

The Engagement Outliers

Achieving extraordinary employee engagement improvement - and fast - is the real challenge.

Getting Candidate selection right

Getting elite business results relies on elite talent - but identifying top talent can be difficult, especially in high-demand positions or industries and in a strong economy.

Attention CHROs

Volumes have been written over the past years and decades that assert it is time for the CHRO to "claim their seat" at the table.

Strengthening your resilience muscle

In today's VUCA (volatile, uncertain, complex, and ambiguous) business environment, organizations and their employees are continuously confronted with unfamiliar and daunting challenges.

Your CEO Just Had A Stroke Now What

What if your organization's CEO suddenly had a stroke - how would your organization react? There would be anxiety, sadness, and concern. But would you be able to continue to operate, produce and deliver, meet customer needs, and stabilize employee and shareholder emotions?

HR Clicks - June 2017

Aon Hewitt's quarterly pan-EMEA HR newsletter, with news and insight of interest to human resources professionals.

Digitalization - the next step in HR's journey

How is digitalization impacting and improving the HR function? Our whitepaper looks at this next inevitable step in the HR journey.

Managing Engagement in Times of Change

This article examines what happens to engagement during times of change and what can be done to manage employee engagement throughout that change.

2017 Trends in Global Employee Engagement

Employee engagement in beginning to fall. With the rise of populism and rapid increase of disruptive technologies, organisations are being challenged in unprecedented ways. To survive the volatility of 2017, organisations will need to make tough decisions on how to engage their employees and save their business. Find out what is the global state of engagement, how engagement is trending in each region, and why engagement scores are collapsing.

Continuous Listening: The Evolution of Employee Experience Measurement

This whitepaper discusses why organisations should move away from the traditional once-a-year engagement measurement, the benefits of Continuous Listening, and the steps you can take to implement it at your organisation.

People Trends 2017

As we look ahead to 2017, we seek to determine what Human Resources (HR) should be thinking about in response to changes and the surprises that promise to come next year. We spoke to some of our top leaders and client relationship managers to understand what will matter to firms in the next year. In order to determine what HR should be thinking about in 2017, and in keeping with last year, we organized this report around the five most impactful levers that HR can pull: Workforce and Organization Design, Acquisition and Development, Total Rewards, Leadership, and Culture.

Making Recognition Programs Successful

Understanding what factors create and sustain effective recognition programs is essential to maintaining a motivated workforce. This study sought to understand which forms of recognition work, identify the elements of a healthy program, and what the outcomes are.

Getting Real About Creating a High-Performance Culture

"How can we fix our culture?" "How do we address the cultural issues behind systemic risk and regulatory fines?" "How can our culture better support growth through agile innovation?" These are questions asked by leaders more and more frequently - and they are coming from CEOs as a strategic priority. In this whitepaper we are focusing on the theme of aligning culture as a key priority. Even if employee engagement is high, there can be a nagging feeling that something else is off within an organisation. In many of these cases there is insufficient attention paid to aligning culture with value creation.

Managing Millennials: Changing Perspectives for a Changing Workforce

Millennials have certain needs that are the same for any generation entering the workforce for the first time. However, they also have unique needs that are shaped by technology, constant feedback (i.e., social media), changing workforce composition, and a volatile economy. Our attempt in this paper is to take a holistic view of Millennials as a population, and the various HR processes that will be impacted by Millennials. The way we have structured this paper is focused on our Human Capital Strategy.

Actively Disengaged & Staying - Dealing with "prisoners" in the workplace

Using real client examples, this article investigates who these Prisoners are and what we know about them. We also provide key actions on how to manage your own organisation's Prisoners.

Engaging and Retaining Top Performers

Engaged employees say positive things about their company, give extra effort, and are more likely stay with their company. The latter piece of this definition is of particular importance for companies who are trying to address turnover concerns. Indeed, we see that disengaged employees are nearly twice as likely to leave an organisation as their engaged counterparts.

2016 Trends in Global

2016 Trends in Global Employee Engagement

Interested in the role leadership plays in the engagement process?

Download the latest Aon Hewitt's report on trends in employee engagement.

2015 Trends in Global Employee Engagement

2015 Trends in Global Employee Engagement

Aon Hewitt's 2015 Trends in Global Employee Engagement report explores the role leadership plays in the engagement process and provides a global examination of the relationship between engagement drivers, engagement outcomes, and business outcomes.

Leading with Strategic Thinking

Leading with Strategic Thinking

What makes a leader particularly strategic? Leading with Strategic Thinking (Wiley, 2015) examines what leaders who think strategically do differently. The book is based on research conducted by Aon thought leaders and graduate-level coursework taught at Northwestern University.

Building Game-Changing Capabilities in Workforce Analytics

Building Game-Changing Capabilities in Workforce Analytics

As the role of the HR function continues to evolve from administrative to strategic, HR professionals must develop new strategic capabilities. No longer can HR professionals solely leverage intuition by providing subjective analysis based on what "we feel" or "we believe." To close this gap, HR professionals need extensive support to build analytics skills.

Selection Testing: A Look at Trends in Mobile Device Usage

Selection Testing: A Look at Trends in Mobile Device Usage

Mobile devices have now surpassed use of personal computers (PCs) for accessing the Internet. As a result, individuals are spending increasing amounts of time on their devices. This technological trend has put increasing pressure on organizations to leverage mobile devices in their recruitment processes in order to attract top talent.

People Analytics-A Point of View

People Analytics-A Point of View

Leaders need more analytics to help them cope with these changes and to create, rather being replaced by, the future. But when we look at what has been happening in most organizations, it's clear that CXOs are not getting insight on people-related business issues from HR.

People Trends 2016: What HR Will Be Thinking About in the New Year

People Trends 2016: What HR Will Be Thinking About in the New Year

This whitepaper frames the conversation around the macroeconomic trends we expect to shape the people strategies of companies in 2016. We organized these trends using our Human Capital Strategy Framework, bringing consistency to the vocabulary HR uses to describe the human capital space.

The Secret to Transforming HR: Focus on the HR Business Partner

The Secret to Transforming HR: Focus on the HR Business Partner

The most important levers for delivering on HR transformation outcomes are getting the right HR business partners with the right capabilities engaged in the right behaviours. Successfully deploying this role and engaging with the business are the most challenging aspects of any HR transformation.

Struggling to Find a Balance Managing Work-Life Balance and Engagement

Struggling to Find a Balance Managing Work-Life Balance and Engagement

Technological advances create a constantly connected work environment with lines between work and personal life blurred. Balancing and/or integrating these two worlds is an important factor in driving employees' engagement. In our global dataset - over one-third of employees report that they do not have sufficient work-life balance. Find out more on the country-level distances from regional averages as well as how to improve work-life balance.

Say, Stay, or Strive? Unleash the Engagement Outcome You Need

Say, Stay, or Strive? Unleash the Engagement Outcome You Need

Managers face many challenges in determining how to act upon engagement survey results. Find out how Aon Hewitt's Say, Stay and Strive behavioural model of engagement, can determine and help in better understanding the type of engagement outcome you need.

Developing the Next Generation of CHROs

Developing the Next Generation of CHROs

In the "Learning to Fly" study, Aon Hewitt interviewed 45 CHROs from across the globe about their journey to the CHRO position. How did they prepare? What surprised them in a good way? How did they deal with different stakeholders? What wisdom would they pass on to the next generation of CHROs?

Aon Hewitt Top Companies for Leaders Highlights Report

Aon Hewitt Top Companies for Leaders Highlights Report®

In this highlights report, we focus on the five characteristics that give top companies the edge and help lead to great organizational performance.

Executive Compensation

Report on FTSE Small Cap Directors' Remuneration 2016

This report focuses on remuneration levels and incentive arrangements in FTSE Small Cap companies, excluding investment trusts. It examines salary levels, bonus arrangements, long-term incentive plans, pension arrangements and service contracts for Executive Directors, as well as Non-Executive Directors' fee levels. Where relevant, it compares practice in FTSE Small Cap companies to that of FTSE 250 companies.

European say-on-pay

Changes to the European Shareholder Rights Directive will give shareholders the right to vote on the remuneration policy and remuneration out-turn for directors of listed companies by 2019. The Shareholder Rights Directive presents widespread changes for the governance and reporting of executive pay across Europe. To find out more about the Shareholder Rights Directive and its implications for your company, please click to listen to a recent webinar by Aon reward experts.

European Top Executive Survey 2016

Reliable and consistent remuneration data across your markets is an essential tool in managing your Executive talent, in a multi-national business. Our European Top Executive Survey has been created to provide the support you need.

Launched in 2014, our survey report provides a total reward analysis of c.50 positions, on an all company, pan-European basis. In 2016 the survey included data for 9,000 incumbents from over 760 participating companies, on a pan-European basis.

Survey participation is free of charge and entitles you to an annual pan-European survey report, published in September, which is only available to participating companies.

Report on FTSE 250 Directors' Remuneration 2016

Our report on Director remuneration in the FTSE 250 provides comprehensive information on all aspects of Directors' pay (both executive & non-executive). Together with providing remuneration data, we have also added commentary on likely future trends and shareholder views.

As the size of companies in the FTSE 250 varies significantly, we have not only provided data on the FTSE 250 as a whole, but have also analysed the top and bottom half of the index (by market capitalisation). In addition, where appropriate, we have looked at practices adopted in different FTSE economic groups (eg. Consumer Goods, Financials, etc).Published annually. Free.

Report on FTSE 100 Directors' Remuneration 2016

Our report on Director remuneration in the FTSE 100 provides comprehensive information on all aspects of Directors' pay (both executive & non-executive). Together with providing remuneration data, we have also added commentary on the current "state of play", likely future trends and shareholder views.

As the size of companies in the FTSE 100 varies significantly, we have not only provided data on the FTSE 100 as a whole, but have also analysed the top 30 FTSE companies (by market capitalisation) and the rest of the FTSE 100 separately. In addition, where appropriate, we have looked at practices adopted in different FTSE economic groups (eg. Consumer Goods, Financials, etc.) and have compared main board pay with the remuneration of non main board "Executive Committee" members.

Published annually. September 2016. Free.

Managing pay for the executive population in global organisations

Brochure - Managing pay for the executive population in global organisations

In considering how to structure pay for that senior group, a common response has been to extend practice for the headquarters team to all executives across the globe. This has obvious attractions for fast growing HR functions with limited resources; however, studies conducted by Aon Hewitt show how policies and practices may be evolving. Please use this link to receive your free copy of Managing pay for the executive population in global organisations brochure by email.

Non-Executive Directors' Fees Survey 2016

"The survey results will provide a timely update on the level of fees paid to Non-Executive Directors and the time they are required to spend carrying out their roles. The analysis will include:

  • Time commitment
  • Fee increases
  • Base fee levels
  • Committee fees
  • Senior Independent Director (SID) fees
  • Chairman fees
  • Share ownership
The survey report is based on responses from a wide range of companies and sectors. All information remains confidential and is presented in such a way that no company is identifiable. Survey results are free of charge and are only provided to companies that have participated.

We also supplement the analysis with disclosed information from directors' remuneration reports to provide a complete picture of current market practice."

Retail Sector Total Reward Survey 2016

This survey provides comprehensive data on pay practices in UK retail companies and their stores.

Roles analysed range from Chief Executive, all other senior management down to Assistant Store Manager level.

Survey subscription includes:

  • a yearly report published in September which is only available to participating companies
  • analysis of the total reward of 50 positions ranging from Chief Executive to Assistant Store Manager
  • rigorous methodologies to assess the value of bonus payments, long-term incentives, pensions and other benefits
  • Retail sector specific commentary and analysis
This survey is available free to participants only.

European Top Executive Survey 2016

Reliable and consistent remuneration data across your markets is an essential tool in managing your Executive talent, in a multi-national business. Our European Top Executive Survey has been created to provide the support you need.

Launched in 2014, our survey report provides a total reward analysis of c.65 positions, on an all company, pan-European basis. In 2015 the survey included data for 8,500 incumbents from over 400 participating companies, on a pan-European basis.

Survey participation is free of charge and entitles you to an annual pan-European survey report, published in September, which is only available to participating companies.

Report on FTSE AIM 100 Directors' Remuneration 2015/16

This report focuses on remuneration levels and incentive arrangements in the largest 100 AIM companies by market capitalisation. It examines salary levels, bonus arrangements, long-term incentive plans, pension arrangements and service contracts for executive directors, as well as non-executive directors' fee levels. Where relevant, it compares practice in AIM 100 companies to that of similar sized FTSE Small Cap companies.

Published annually. Free

Managing pay for the executive population in global organisations

Reimagining HR for 2025: Preparing HR for a Changing Workplace

Look toward 2025 and evaluate the seismic changes in the workforce. Reimagine HR and the value it can provide as a business partner.

Executive Total Reward Survey 2015

This survey, now part of our European suite of reports, offers you a complete view of Executive total reward from Chief Executives down to the next five levels of management in the UK.

Survey subscription includes:

  • a yearly report published in October only available to participating companies
  • analysis of the total reward of Executive Directors and the next five levels of management
  • analysis of 70 roles
  • rigorous methodologies to assess the value of bonus payments, long-term incentives, pensions and other benefits
This survey is available free to participants only.

More flexible French tax-qualified share awards; a reminder to administer your French tax-qualified share plans properly

This update looks at recent beneficial changes to the terms and taxation of French tax-qualified share awards and, in light of more scrutiny from the tax authorities, a reminder to administer your French tax-qualified share plans properly.

Report on FTSE 100 Directors' Remuneration 2015

Our report on Director remuneration in the FTSE 100 provides comprehensive information on all aspects of Directors' pay (both executive & non-executive). Together with providing remuneration data, we have also added commentary on the current ""state of play"", likely future trends and shareholder views.

As the size of companies in the FTSE 100 varies significantly, we have not only provided data on the FTSE 100 as a whole, but have also analysed the top 30 FTSE companies (by market capitalisation) and the rest of the FTSE 100 separately. In addition, where appropriate, we have looked at practices adopted in different FTSE economic groups (eg. Consumer Goods, Financials, etc.) and have compared main board pay with the remuneration of non main board ""Executive Committee"" members.

Published annually. September 2015. Free.

intouch technical update

intouch technical update

Pensions Aspects of Budget 2015

Lifetime allowance reduced to £1m but with promise of future indexation

A secondary market for annuities from April 2016

Chancellor George Osborne delivered the 2015 Budget on 18 March. The measures affecting pension schemes are summarised below, along with some relevant points on non-pensions taxation and savings.

Report on FTSE 250 Directors' Remuneration 2015

Our report on Director remuneration in the FTSE 250 provides comprehensive information on all aspects of Directors' pay (both executive & non-executive). Together with providing remuneration data, we have also added commentary on likely future trends and shareholder views.

As the size of companies in the FTSE 250 varies significantly, we have not only provided data on the FTSE 250 as a whole, but have also analysed the top and bottom half of the index (by market capitalisation). In addition, where appropriate, we have looked at practices adopted in different FTSE economic groups (eg. Consumer Goods, Financials, etc).

Published annually. Free.

Report on FTSE Small Cap Directors' Remuneration 2015

This report focuses on remuneration levels and incentive arrangements in FTSE Small Cap companies, excluding investment trusts. It examines salary levels, bonus arrangements, long-term incentive plans, pension arrangements and service contracts for Executive Directors, as well as Non-Executive Directors' fee levels. Where relevant, it compares practice in FTSE Small Cap companies to that of FTSE 250 companies.

Broad Based Compensation

10 Actions to Promote Gender Equality in Your Organization

When it comes to shining a spotlight on the difference between make and female pay, many companies are sceptical, hesitant and even focuses on risk - the threat of being named and shamed.

Life Science & Technology

Truth. Trust. Transformation. Bridging the gap between managers and colleagues

Truth. Trust. Transformation. Bridging the gap between managers and colleagues

Why our engagement number recently has gotten lower? What's different? A lot. Individual colleagues have experienced many changes that impact them each and every day despite numerous attempts HR department makes to rise the engagement. No matter what programs or initiatives are rolled out, the hearts and minds of employees will never be captured to do their best work if one fundamental, paramount factor is missing: trust. There is no program that can bridge the gap between colleague and manager when trust does not exist. How does a manager build trust with a colleague? Find out in our white paper.

Before Expanding in a New Market, Take Time to Assess the Available Labor Pool with Analytics

Before Expanding in a New Market, Take Time to Assess the Available Labor Pool with Analytics

At technology companies, the distribution of employees by job function varies significantly from country to country, which has big implications or any firm looking to hire stsaff in new markets.

Car Allowances Remain Common in Europe, Even as Perks are Inreasingly Questioned

Car Allowances Remain Common in Europe, Even as Perks are Inreasingly Questioned

With sluggish growth rates in Europe, some are beginning to question the value of corporate car allowances. Yet, new Radford data suggests car perks aren't disappering anytime soon.

More Companies are Taking Steps to Protect Employee Earnings in Uncertain Markets

More Companies are Taking Steps to Protect Employee Earnings in Uncertain Markets

A number of technology firms with employees in Russia (and neighboring countries) are now marking special adjustments to their pay programs to address currency and market concerns.

Are Nordic Biotech Companies Under-Utilizing Equity in the Search for Top Executive Talent?

Are Nordic Biotech Companies Under-Utilizing Equity in the Search for Top Executive Talent?

Relative to the rest of Europe, Nordic biotech companies are far more conservative in their use of equity awards for executives, issuing fewer shares and performance-based awards.

Financial Services

Performance Solutions

 

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