Sample Total Rewards Business Case ROI Analysis
DISCLAIMER: This is a sample template provided for informational purposes only. It does not constitute legal, tax, or financial advice. Organizations should consult their own legal and tax advisors and tailor this document to reflect their specific business needs, geographies, and applicable laws.
Document Header
[edit]| Field | Value |
|---|---|
| Document Type | Total Rewards Business Case & ROI Analysis |
| Category | Foundational & Strategic |
| Company | <Company Name> |
| Program/Initiative Name | <Program Name> (e.g., Total Rewards Modernization) |
| Version | <Version> (e.g., 1.0) |
| Effective Date | <Effective Date> |
| Next Scheduled Review | <Review Date> (every <Number> months) |
| Document Owner | <Role/Name> (e.g., VP Total Rewards) |
| Approvers | <Approver Titles> (e.g., CHRO, CFO, Legal) |
| Status | Draft / For Review / Approved |
| Confidentiality | Internal Use Only |
Purpose and Objectives
[edit]The purpose of this document is to present a data-driven, stakeholder-aligned business case and ROI analysis for enhancing Total Rewards at <Company Name>. It is intended to support decision-making by leadership, enable accountable implementation, and define the quantitative and qualitative value of investment.
Objectives
- Articulate the business need, alignment to strategy, and measurable outcomes
- Compare solution options, costs, benefits, and risks
- Establish a defensible ROI model, including NPV, IRR, and payback period
- Define roles, timelines, and governance for execution
- Provide a repeatable measurement framework and review cadence
Success Criteria
- Approved funding by <Date> to implement prioritized Total Rewards initiatives
- Achieve a minimum <Percentage> ROI over <Number> years with payback by <Month/Year>
- Improve retention of critical roles by <Percentage> within <Number> months
- Increase benefit utilization by <Percentage> while reducing per-employee cost by <Percentage>
Scope and Applicability
[edit]In Scope
- Compensation architecture (base pay, job structure, market pricing, pay equity)
- Variable pay and recognition (short-term incentives, spot awards, sales compensation alignment)
- Benefits optimization (medical, retirement, wellbeing, financial wellness, leave)
- Global frameworks and country localization for <Country/Countries>
- Total Rewards technology (HCM/HRIS integrations, benefits administration, analytics dashboards)
- Communications, change management, and manager enablement
- Measurement, analytics, and governance
Out of Scope
- Non-employee populations (e.g., contractors, interns) unless explicitly noted
- Union collective bargaining changes, unless separately negotiated
- Payroll engine replacement
- Broader talent programs beyond rewards (learning, performance management), except where dependencies exist
Applicability
- Applies to all eligible employees of <Company Name> in <Geographies>
- Effective for plan years starting on or after <Effective Date>, with phased rollouts as documented
Executive Summary
[edit]<Company Name> seeks to strengthen its ability to attract, engage, and retain critical talent in the face of market competition, evolving employee expectations, and cost pressures. This business case proposes a set of integrated Total Rewards initiatives focused on pay competitiveness, differentiated variable pay, modernized benefits, and analytics-enabled governance.
Key quantified outcomes in the base case include:
- Reduction in voluntary turnover by <Percentage> points (e.g., 3 pp) among critical roles, driving annual savings of <Amount>
- Benefit plan cost avoidance of <Percentage> per year via plan design optimization and vendor negotiations, yielding <Amount> over <Number> years
- Productivity lift equivalent to <Percentage> FTE capacity through manager tools, automation, and reduced time-to-fill, valued at <Amount> per year
- Improved pay equity metrics with remediation investments of <Amount> and risk reduction benefits (litigation avoidance and reputation protection) estimated at <Amount>
Financial highlights (illustrative placeholders):
- Total investment over 3 years: <Amount>
- 3-year cumulative benefits: <Amount>
- 3-year NPV at <Percentage> discount rate: <Amount>
- IRR: <Percentage>
- Payback period: <Months> months from program start
Business Context and Problem Statement
[edit]Strategic Alignment
[edit]- Support growth strategy in <Markets/Segments> by aligning rewards with critical skill acquisition and retention
- Enhance employee value proposition to improve offer acceptance and internal mobility
- Optimize cost structure and predictability of spend in a volatile benefits environment
- Strengthen compliance posture across <Country/Countries> with consistent governance and controls
Current Challenges
[edit]- Market pay misalignment in key roles driving offers declined and churn
- Benefit costs growing at <Percentage> annually, outpacing budget
- Limited visibility to rewards ROI due to fragmented data and manual reporting
- Inconsistent recognition practices reducing employee engagement
- Pay equity gaps in certain job families and geographies
Problem Statement
[edit]Without intervention, <Company Name> faces elevated talent risk, higher cost of labor, and reduced productivity. A structured Total Rewards modernization is needed to rebalance competitiveness and cost, increase transparency, and demonstrate measurable value.
Current State Assessment
[edit]Workforce and Rewards Baseline
[edit]| Metric | Baseline | Notes |
|---|---|---|
| Headcount (FT, PT) | <Number> | Includes <Number> in critical roles |
| Annual voluntary turnover | <Percentage> | Higher in roles A/B/C at <Percentage> to <Percentage> |
| Time-to-fill (days) | <Number> | Benchmark is <Number> |
| Offer acceptance rate | <Percentage> | Market median <Percentage> |
| Benefits cost per employee | <Amount> | Trend +<Percentage> per year |
| Incentive plan participation | <Percentage> | Targeted to roles <Roles> |
| Recognition frequency per FTE | <Number> | Target > <Number> per year |
| Pay equity gap (median adjusted) | <Percentage> | After controlling for role, tenure, location |
| HR tech maturity | <Level> | Manual processes in pricing and analytics |
Rewards Inventory and Contracts
[edit]- Medical carriers: <Vendor Name>, <Vendor Name> (renewal on <Date>)
- Benefits administration: <Vendor Name> (contract through <Date>)
- Compensation survey vendors: <Vendor Names>
- Recognition platform: <Vendor Name> (month-to-month)
- HCM/HRIS: <Platform> version <Version>
Pain Points Identified
[edit]- Outdated job architecture limiting internal mobility and consistent pay
- Non-strategic benefit offerings with low perceived value
- Inconsistent funding and governance for spot and recognition awards
- Lack of integrated analytics to demonstrate outcomes and ROI
- Limited manager capability to have effective pay and benefits conversations
Options Considered
[edit]| Option | Description | 3-Year Cost | 3-Year Benefits | Key Risks |
|---|---|---|---|---|
| A: Status Quo | Maintain current plans and vendors | <Amount> | <Amount> | Escalating costs, talent risk |
| B: Optimize Current State | Targeted plan changes, limited tech upgrades | <Amount> | <Amount> | Limited impact on retention |
| C: Vendor Replacement | New benefits admin and recognition platforms | <Amount> | <Amount> | Transition complexity |
| D: Integrated Modernization (Recommended) | Compensation architecture, benefits optimization, recognition, analytics, governance | <Amount> | <Amount> | Execution risk mitigated by phased rollout |
Recommendation
- Pursue Option D with phased execution to balance speed, risk, and cost, while building analytics and governance capabilities from the outset.
Proposed Initiative Overview
[edit]Components
[edit]- Compensation and job architecture redesign, including market pricing and ranges
- Annual pay equity analysis with remediation budget and governance
- Variable pay optimization, including STI design and differentiated funding
- Benefits portfolio modernization with financial wellbeing and mental health emphasis
- Global recognition program with manager-led and peer-to-peer awards
- HR technology enablement and analytics dashboards with plan performance KPIs
- Communications and manager enablement program tied to employee experience
Design Principles
[edit]- Equity and fairness: ensure consistent application by role, level, and geography
- Competitiveness: target the <Percentile> market position for critical roles
- Simplicity and clarity: reduce plan complexity and improve employee understanding
- Fiscal responsibility: deliver measurable ROI within <Number> years
- Compliance by design: embed legal, tax, and data privacy controls across countries
- Data-driven iteration: use KPIs to test, learn, and refine
Financial Model and ROI
[edit]Modeling Assumptions
[edit]- Discount rate: <Percentage> (e.g., 8 percent) reflecting <Company Name> WACC
- Inflation and medical trend: <Percentage> per year (e.g., 5 to 7 percent)
- Attrition-cost per departure: <Amount> (e.g., 50 percent to 150 percent of base pay)
- Implementation timeline: <Number> months, benefits begin <Month/Year>
- Adoption ramp: Year 1 <Percentage>, Year 2 <Percentage>, Year 3 <Percentage>
Investment and Operating Costs (Illustrative Placeholders)
[edit]| Cost Category | Year 0 | Year 1 | Year 2 | Year 3 | Notes |
|---|---|---|---|---|---|
| Program design and consulting | <Amount> | <Amount> | <Amount> | <Amount> | Includes job architecture, plan design |
| Technology licensing and integrations | <Amount> | <Amount> | <Amount> | <Amount> | Ben admin, recognition, analytics |
| Implementation and change management | <Amount> | <Amount> | <Amount> | <Amount> | Training, communications |
| Pay equity remediation | <Amount> | <Amount> | <Amount> | <Amount> | Phased adjustments |
| Recognition funding pool | <Amount> | <Amount> | <Amount> | <Amount> | Budget tied to business impact |
| Contingency (10 percent) | <Amount> | <Amount> | <Amount> | <Amount> | Risk buffer |
Benefits Categories and Calculation Methods
[edit]Hard Savings
- Medical plan optimization: <Percentage> reduction in unit cost via plan design, network and pricing negotiations with <Vendor Name> resulting in annual savings of <Amount>
- Vendor consolidation: eliminate redundant platform fees, saving <Amount> annually
- Tax efficiencies: optimize employee and employer contributions to retirement and pre-tax benefits, saving <Amount> per year
Cost Avoidance
- Trend mitigation: contain medical trend by <Percentage> vs baseline, avoiding <Amount> over <Number> years
- Litigation and penalty avoidance: improved pay equity and compliance controls reduce exposure by <Amount> (based on external benchmarks)
Productivity and Talent Outcomes
- Attrition reduction: reduce voluntary turnover from <Percentage> to <Percentage> (e.g., 18 percent to 15 percent), with average replacement cost of <Amount> per role, resulting in annual savings of <Amount>
- Time-to-fill reduction: decrease from <Number> to <Number> days, lifting realized productivity valued at <Amount> per vacancy avoided
- Manager effectiveness: training and tools save <Number> hours per manager annually, valued at <Amount> based on loaded labor cost
ROI Summary (Base Case)
[edit]| Metric | Year 1 | Year 2 | Year 3 | Cumulative |
|---|---|---|---|---|
| Total costs | <Amount> | <Amount> | <Amount> | <Amount> |
| Total benefits | <Amount> | <Amount> | <Amount> | <Amount> |
| Net cash flow | <Amount> | <Amount> | <Amount> | <Amount> |
| NPV (at <Percentage>) | <Amount> | |||
| IRR | <Percentage> | |||
| Payback period | <Months> months | |||
Sensitivity Analysis
[edit]| Scenario | Key Assumptions | 3-Year NPV | IRR | Payback |
|---|---|---|---|---|
| Conservative | Attrition reduction <Percentage> pp, trend mitigation <Percentage>, adoption slower | <Amount> | <Percentage> | <Months> |
| Base Case | Attrition reduction <Percentage> pp, trend mitigation <Percentage>, on-time delivery | <Amount> | <Percentage> | <Months> |
| Stretch | Attrition reduction <Percentage> pp, trend mitigation <Percentage>, higher recognition impact | <Amount> | <Percentage> | <Months> |
Example Calculations (Placeholders)
[edit]- Attrition savings formula: Savings = Baseline headcount x Critical-role mix x Reduction in attrition (pp) x Replacement cost per departure. Example: <Number> x <Percentage> x <Percentage> x <Amount> = <Amount>
- Medical trend mitigation: Avoided cost = Baseline spend x (Baseline trend minus Mitigated trend). Example: <Amount> x (<Percentage> - <Percentage>) = <Amount> per year
- Productivity value: Time-to-fill savings = Vacancies per year x Days saved x Daily productivity value. Example: <Number> x <Number> x <Amount> = <Amount>
Note: All estimates should be validated with Finance and supported by auditable data sources.
Risk, Compliance, and Controls
[edit]Key Risks
[edit]- Implementation delays causing benefit realization slippage
- Adoption risk if manager enablement and communications are insufficient
- Data quality issues impacting analytics and pay equity analysis
- Vendor performance risk and SLA non-compliance
- Regulatory changes in <Country/Countries> affecting plan design and taxation
Mitigations
[edit]- Phased rollout with pilot cohorts and clear entry/exit criteria
- Governance with monthly steering reviews and KPI dashboards
- Data governance, cleansing, and automated quality checks
- Vendor management with defined SLAs, KPIs, and penalties
- Legal and tax review in each affected jurisdiction before go-live
Legal and Compliance Disclaimers
[edit]- Benefits and compensation programs may be subject to tax, labor, and privacy laws in each jurisdiction; seek local counsel in <Country/Countries> before implementation
- Pay equity analysis should follow permitted methodologies and protect employee privacy in accordance with <Applicable Regulations>
- Incentive plan terms should be documented and acknowledged by employees; local translations required in <Country/Countries>
Implementation Plan
[edit]Phasing and Milestones
[edit]| Phase | Start | End | Milestones | Deliverables |
|---|---|---|---|---|
| Discovery and baseline | <Date> | <Date> | Data inventory, stakeholder interviews | Current state report, data dictionary |
| Design and modeling | <Date> | <Date> | Draft plan designs, ROI model | Design specs, financial model |
| Build and configuration | <Date> | <Date> | Vendor config, integrations | Configured systems, test plans |
| Test and readiness | <Date> | <Date> | UAT complete, training materials | UAT signoff, enablement toolkit |
| Launch (Wave 1) | <Date> | <Date> | Communications, manager training | Go-live checklist, hypercare plan |
| Launch (Wave 2+) | <Date> | <Date> | Additional geographies/plans | Localization, stabilization report |
Critical Dependencies
[edit]- Data from HRIS, ATS, payroll, and benefits carriers by <Date>
- Procurement completion of vendor selection by <Date>
- Legal approvals of plan documents and employee communications by <Date>
- Finance signoff on ROI model and budget by <Date>
Change Management and Training
[edit]- Stakeholder map and tailored messages by audience
- Manager toolkits: talking points, compensation guidelines, recognition playbook
- Employee-friendly summaries and calculators for benefits choices
- Training modalities: live sessions, on-demand modules, job aids
- Feedback loops: surveys, office hours, post-launch pulse checks
Roles and Responsibilities
[edit]Program Governance
[edit]| Role | Responsibilities |
|---|---|
| Executive Sponsor (CHRO) | Approves scope, budget, and success criteria; removes roadblocks |
| Steering Committee (CHRO, CFO, Legal, CIO, BU Leaders) | Provides strategic oversight; approves stage gates |
| Total Rewards Lead | Owns design, modeling, policies, and governance |
| Finance Partner | Validates assumptions, ROI model, and benefits realization |
| Legal and Compliance | Reviews plan terms, country requirements, data privacy |
| HRIS/IT | Integrations, data governance, analytics dashboards |
| Procurement | RFP, vendor evaluations, contracts, SLAs |
| Communications and Change | Employee and manager communications, training |
| People Analytics | KPI definitions, reporting, and insights |
RACI Overview for Key Activities
[edit]| Activity | Sponsor | Total Rewards | Finance | Legal | HRIS/IT | Procurement | Comms/Change |
|---|---|---|---|---|---|---|---|
| Approve business case | A | R | C | C | I | I | I |
| ROI model and assumptions | I | R | A | C | C | I | I |
| Plan design decisions | A | R | C | C | I | I | I |
| Pay equity analysis | I | R | C | A | C | I | I |
| Vendor selection | I | C | C | C | C | R/A | I |
| Communications strategy | I | C | C | C | I | I | R/A |
| KPI measurement and reporting | I | C | R | I | R | I | I |
Data, Measurement, and Reporting
[edit]Data Sources
[edit]- HRIS: headcount, job data, compensation history
- Payroll: earnings, overtime, incentive payouts
- ATS: time-to-fill, acceptance rates, candidate sources
- Benefits carriers: enrollment, claims, premiums
- Recognition platform: award frequency, budget consumption
- Surveys: engagement, wellbeing, manager effectiveness
KPI Catalogue and Definitions
[edit]| KPI | Definition | Target | Review Cadence |
|---|---|---|---|
| Voluntary turnover (critical roles) | Exits divided by average headcount | Reduce by <Percentage> pp | Monthly/Quarterly |
| Offer acceptance rate | Offers accepted divided by offers extended | ≥ <Percentage> | Monthly |
| Benefit cost per employee | Total employer cost divided by covered employees | ≤ <Amount> | Quarterly |
| Medical trend vs benchmark | Year-over-year change in medical cost | ≤ Benchmark by <Percentage> | Quarterly |
| Recognition frequency | Awards per FTE per year | ≥ <Number> | Quarterly |
| Pay equity gap (adjusted) | Median pay gap after controls | ≤ <Percentage> | Semiannual |
| Manager enablement index | Composite score from training completion and feedback | ≥ <Score> | Quarterly |
| Program ROI | Cumulative benefits less costs, discounted | ≥ <Percentage> | Quarterly |
Measurement Approach
[edit]- Establish KPI baselines and targets approved by Finance by <Date>
- Build automated dashboards with data refreshed at least monthly
- Define benefit-attribution rules and guardrails to avoid double-counting
- Conduct quarterly benefits realization reviews with action plans
- Perform annual model recalibration using latest market and internal data
Budget and Funding Model
[edit]Funding Summary
[edit]| Component | Capex (Year 0) | Opex (Year 1) | Opex (Year 2) | Opex (Year 3) |
|---|---|---|---|---|
| Technology implementation | <Amount> | <Amount> | <Amount> | <Amount> |
| Consulting and design | <Amount> | <Amount> | <Amount> | <Amount> |
| Communications and training | <Amount> | <Amount> | <Amount> | <Amount> |
| Program funding (recognition, pay equity) | <Amount> | <Amount> | <Amount> | <Amount> |
| Contingency | <Amount> | <Amount> | <Amount> | <Amount> |
Funding Approach
[edit]- Reallocate underutilized budgets (e.g., legacy recognition and low-value benefits)
- Capture vendor consolidation savings to self-fund in-year investments
- Phase investments to align with fiscal calendar and cash flow targets
- Consider multi-year contracts with <Vendor Name> to secure pricing and rebates
Review and Approval Process
[edit]Decision Gates and Approvals
[edit]- Gate 1: Concept approval by CHRO and CFO by <Date> (scope, high-level budget, success criteria)
- Gate 2: Design approval by Steering Committee by <Date> (plans, policies, financial model)
- Gate 3: Contracting approval by Legal and Procurement by <Date> (SLAs, data privacy, fees)
- Gate 4: Go-live approval by CHRO by <Date> (readiness checklist, training complete)
- Gate 5: Benefits realization review by Steering Committee at <Date> (post-launch KPIs)
Review Cadence
[edit]- Monthly: Program status, risks, and financials
- Quarterly: KPI review, ROI tracking, corrective actions
- Semiannual: Pay equity review and remediation planning
- Annual: Strategic refresh, budget and vendor performance review
Document Maintenance
[edit]- Owner updates this document by <Review Date> or upon material changes
- Versioning maintained in <Repository/Location> with change log entries
Change Log
[edit]| Version | Date | Author | Summary of Changes |
|---|---|---|---|
| <Version 0.1> | <Date> | <Name> | Initial draft |
| <Version 0.9> | <Date> | <Name> | Added ROI model and sensitivity analysis |
| <Version 1.0> | <Date> | <Name> | Approved by Steering Committee |
Implementation Guidelines
[edit]Compensation Architecture
[edit]- Define job families, levels, and career paths with clear progression criteria
- Market price jobs using <Survey Sources> and target <Percentile> ranges by role criticality
- Establish pay range management rules (midpoint progression, compa-ratio bands)
- Implement annual and off-cycle adjustment guidelines, including equity and internal parity checks
Variable Pay and Recognition
[edit]- Align STI metrics to business outcomes; balance corporate, team, and individual components
- Create recognition tiers with guideline budgets by function and manager level
- Standardize nomination and approval processes to ensure fairness and auditability
- Provide manager toolkits with award criteria and sample citations
Benefits Optimization
[edit]- Conduct claims analysis and dependent eligibility audit to identify waste
- Introduce high-value programs (e.g., mental health, financial coaching) with measurable utilization targets
- Optimize employer/employee contribution strategy to encourage informed choices
- Evaluate plan design changes using actuarial modeling and employee impact analysis
Technology and Analytics
[edit]- Integrate HRIS, ATS, payroll, and vendor data into centralized analytics
- Build standardized dashboards with drill-through to population segments
- Implement role-based access and data privacy controls
- Establish data quality KPIs and remediation processes
Assumptions and Constraints
[edit]Key Assumptions
[edit]- Timely access to accurate data from systems of record
- Executive sponsorship and BU leader engagement
- Ability to negotiate improved vendor terms within <Number> months
- Employee adoption at or above <Percentage> by Year 2
Constraints
[edit]- Budget caps in FY<Year> limit upfront investment to <Amount>
- Regulatory requirements in <Country/Countries> may restrict plan design options
- Integration limitations with legacy systems for <Duration> until upgrade
Vendor Evaluation Snapshot
[edit]| Vendor | Capability Area | Price Model | Pros | Cons |
|---|---|---|---|---|
| <Vendor Name> | Benefits administration | PEPM + implementation | Mature workflows, integrations | Longer implementation |
| <Vendor Name> | Recognition platform | Annual license + award funding | Global catalog, analytics | Limited offline support |
| <Vendor Name> | Pay equity analytics | Subscription | Strong audit trail | Requires clean data |
Benefits Realization Plan
[edit]Ownership and Cadence
[edit]- Finance co-owns quarterly benefits realization with Total Rewards
- Each benefit line item has a named owner, data source, and calculation method
- Adjust forecast benefits for adoption and timing variances; document deviations
Sample Benefit Register
[edit]| Benefit Line | Owner | Data Source | Calculation Method | Review |
|---|---|---|---|---|
| Attrition reduction savings | Total Rewards | HRIS, Payroll | Count avoided exits x replacement cost | Quarterly |
| Medical trend mitigation | Benefits | Carrier reports | Baseline vs actual trend x spend | Quarterly |
| Vendor consolidation savings | Procurement | Invoices | Prior fees minus current fees | Semiannual |
| Productivity lift | People Analytics | HRIS, ATS | Time-to-fill days saved x daily value | Quarterly |
Glossary of Terms
[edit]- Compa-ratio: Pay relative to range midpoint (employee base pay divided by midpoint)
- Pay equity (adjusted): Comparison controlling for role, location, tenure, and performance
- PEPM: Per employee per month pricing model
- STI: Short-term incentive plan
- NPV: Net Present Value
- IRR: Internal Rate of Return
- Payback Period: Time required to recover the original investment from net cash inflows
- Trend Mitigation: Reduction in expected cost trend due to interventions
- Hypercare: Enhanced post-launch support period
Appendices
[edit]Data Dictionary (Excerpt)
[edit]| Field | System of Record | Definition | Frequency |
|---|---|---|---|
| Job Level | HRIS | Career level code | Real-time |
| Base Pay | Payroll | Annualized base salary | Monthly |
| Termination Reason | HRIS | Coded exit reason | Monthly |
| Offer Acceptance | ATS | Offer accepted flag | Real-time |
| Medical Claims Cost | Carrier | Allowed amounts paid | Monthly |
KPI Calculation Examples (Narrative)
[edit]- Benefit cost per employee: Total employer-paid premium and administrative fees divided by average covered headcount. Exclude employee contributions for employer-only view.
- Recognition frequency: Sum of recognition events in period divided by average FTE count. Normalize for seasonal peaks.
- Pay equity gap: Median pay of comparison groups after regression-based controls; report both raw and adjusted gaps.
Communication to Employees and Managers
[edit]Purpose of this Message We are evolving Total Rewards at <Company Name> to better support you and your family, recognize your impact, and keep our company competitive. Here is what is changing, why it matters, and how you can take full advantage.
What You Can Expect Starting <Effective Date>, we will phase in a clearer pay structure, a modernized benefits portfolio, and a refreshed recognition program. Our goal is simple: make rewards easier to understand, fair, and aligned to what you value.
Clearer Pay Structure You will see clearer salary ranges tied to roles and career levels. These ranges help us make consistent, equitable pay decisions. If your pay is below the new range, your manager and HR partner will discuss next steps. Most employees will not see immediate changes; ranges provide a roadmap for growth over time.
Fairness and Pay Equity Each year we will review internal pay patterns to ensure fairness across similar roles and locations. If we find gaps that cannot be explained by role, experience, or performance, we will address them. This is an ongoing commitment to equity.
Recognition That Matters We are launching a new recognition experience where anyone can recognize a colleague for living our values and delivering results. Managers will also have budget to give timely spot awards for outstanding contributions. Recognition will be easy to use and visible across teams.
Benefits That Fit Your Life We are strengthening high-value benefits such as mental health resources and financial wellness tools. You will have access to simple guides and calculators that make it easier to choose the right options during enrollment. We will also work to keep costs predictable by negotiating better pricing with our partners.
Your Role
- Talk with your manager about your goals and how your rewards support them
- Explore the new benefits and complete any required actions by <Deadline Date>
- Recognize colleagues when they go above and beyond
- Share feedback so we can keep improving
Timing We will roll out changes in waves to make sure you have support at each step:
- Wave 1: <Date Range> – Recognition program and manager toolkits
- Wave 2: <Date Range> – New benefits and enrollment resources
- Wave 3: <Date Range> – Pay structure visibility and career level guides
Where to Get Help
- Visit <Intranet Link> for details, FAQs, and short videos
- Join live Q&A sessions on <Dates>
- Contact <HR Support Contact> with questions about your individual situation
Our Commitment We designed these changes with input from employees and leaders across <Company Name>. We will keep listening, measuring what works, and making improvements. Thank you for the impact you make every day and for helping us build a rewards experience that supports you and your success.
Legal note: Program details, eligibility, and costs may vary by location and are subject to change. Official plan documents govern in all cases. Consult <HR Support Contact> for questions specific to your situation.
Document Information:
- Document Type: Total Rewards Business Case & ROI Analysis
- Category: Foundational & Strategic
- Generated: August 22, 2025
- Status: Sample Template
- Next Review: <Insert Review Date>
Usage Instructions:
- Replace all text in angle brackets < > with your company-specific information
- Review all sections for applicability to your organization
- Customize content to reflect your company's policies and local regulations
- Have legal and HR leadership review before implementation
- Update document header with your company's version control information
- At bottom of the document you find a short example on how the content could be communicated to end-users, for instance employees.
This sample document is provided for reference only and should be customized to meet your organization's specific needs and local legal requirements.