Who should be held accountable for communicating about total rewards?

The accountability for communicating about total rewards primarily rests with managers and supervisors. This is because they are in the best position to explain these concepts directly to their team members. Managers and supervisors interact with employees on a daily basis, which allows them to tailor the communication about total rewards to the specific needs and concerns of their team. They help employees understand not just the components of the total rewards package, such as salary, benefits, and non-monetary rewards, but also how these elements align with the organization’s goals and the employee's individual contributions.

Furthermore, effective communication about total rewards requires understanding of individual employee circumstances and the nuances of team dynamics, which managers and supervisors are uniquely equipped to address. By having frontline leaders take up this role, organizations can ensure that employees receive clear, constructive, and personalized communication about their total rewards, encouraging engagement and retention.

In contrast, while HR specialists and department heads play essential roles in developing and providing resources about total rewards, the direct communication and personalized engagement often come most effectively from immediate supervisors and managers, who can also foster ongoing discussions and address questions in real time. External consultants, while knowledgeable, typically provide strategic insights and frameworks but may not have the capacity to communicate directly with employees on a day-to-day