The landscape of employee rewards is undergoing a significant transformation. As employee expectations evolve and businesses compete for specialized skills, the role of total rewards is expanding beyond traditional compensation and benefits. Organizations are now leveraging data, AI, and strategic planning to create more impactful and sustainable rewards programs.
At the Total Rewards Asia Summit 2026 in Malaysia, HR leaders shared insights on making total rewards more strategic, sustainable, and business-focused. The discussions highlighted the need for rewards teams to influence workforce strategy, shape employee behavior, and support
Data-Driven Decision Making
Rewards professionals are being challenged to move beyond merely collecting and reporting data. Shazmi Ali, Vice President of Human Resources at Shell Business Operations in Malaysia, emphasized the importance of translating data into actionable insights. The wealth of data within the total rewards function, from compensation to employee insights, can be a powerful tool for driving business decisions.
To be effective, rewards leaders need to connect data to business priorities and develop a stronger commercial understanding. This shift involves moving from reporting what happened to influencing what happens next. By becoming strategic advisors, rewards professionals can help shape the future of their organizations.
Shaping Employee Expectations
Employee expectations are changing rapidly, and organizations must adapt. Ernee Yuni, Head of Leadership and Talent Management at Malaysia Aviation Group, argued that high-performing organizations should not just respond to demand but shape it. Rewards strategies should be deliberate and communicate the behaviors and capabilities an organization wants to see.
This approach involves asking what the organization needs to encourage, whether it is stronger performance, leadership capability, critical skills, or long-term retention. By aligning rewards with business goals, organizations can create a more strategic and impactful rewards program.
Differentiated Rewards Strategies
A diverse workforce requires a more nuanced approach to rewards. Organizations must balance relevance, affordability, and competitiveness in the market. This involves understanding who needs what and why it matters to them. Differentiation should not create winners and losers but ensure that rewards investment is aligned with business criticality and talent priorities.
Equality in rewards is not fairness. It is erosion of the strategic intent. By differentiating rewards, organizations can better meet the needs of their diverse workforce and support their business goals.
Embedding Wellbeing into Business Strategy
Wellbeing is a broader ecosystem encompassing physical, mental, and emotional health, as well as psychosocial wellbeing. Laavenia Ramasegar, Head of Wellbeing at CelcomDigi, described wellbeing as the ability of a person to bring the best version of themselves to work consistently. This requires organizations to look at the conditions that enable people to perform sustainably.
Wellbeing needs ownership, data, accountability, and measurable outcomes if it is to become a genuine business strategy. By embedding wellbeing into their business strategy, organizations can support the long-term performance and well-being of their employees.
By aligning rewards with business goals and employee needs, organizations can create a more competitive and motivated workforce.
