Future Skills required from the Head of Reward

Reward Policy and Practice

Future Skills Required from the Head of Reward

  • In Person Event
  • September 27, 2023 @ 4:00 pm - 6:00 pm UTC-1

In-Person at the RAF Club, London, & Live-streamed Meeting with Report

PARC’s Building a Future-Fit Workforce report in September 2021 highlighted the critical factors that would make the political, social and economic environment of the 2020s very different from that of previous decades. Any combination of these factors could create a series of ‘perfect storms’ which increase the likelihood of disruption for governments, businesses and the wider society.

Business disruption and recurring labour shortages will require creative HR solutions around resourcing, skills development, deployment, and job design. Many of the organisational and workforce challenges of the next decade are inextricably linked and require an integrated strategy. This new set of challenges has profound implications for Reward professionals and may demand a new set of skills.

  • The quality and capability of line managers at all levels will be crucial. Targeting the essential value propositions to attract critical skills will be essential in a segmented labour market.
  • HR and Reward professionals must take the lead in building the resilient organisations of the 2020s and in driving the necessary changes to organisational culture and values.
  • As organisations move from a ‘buy’ to a ‘build’ culture, reward systems will need to support and incentivise career progression and work design.
  • Performance models – including the design of incentive plans – will need to be under constant review to highlight changing priorities.

What will the Reward function of the 2020s need to look like and what sort of people will it need if it is to rise to the challenge of building the future fit organisations of the coming decade? What skills will help to build winning reward strategies in the 2020s? HR functions will face their own challenges in finding the right people to manage this process. They will need to develop people within the HR function itself who can design the organisation’s new structures, and systems that will develop and incentivise the new capabilities
and behaviours required.

This event and the accompanying discussion paper will include insights from thought leaders in business, research from business schools, and perspectives from executive search consultants specialising in Reward. This will help us to develop a specification against which future generations of reward leaders will be evaluated.


Carol Arrowsmith

Non Executive Director, Compass Group plc

Carol is a Non Executive Director on the Board of Compass Group plc, also sitting on the Audit, Nomination, Corporate Responsibility and Remuneration Committees. She is also a NED of Centrica plc where she chairs the RemCo and is a member of the Audit Committee. Additionally, she is a Trustee and Board member of the Board of Northern Ballet. Carol was a partner and Vice Chairman of Deloitte LLP. She specialises in advising committees on executive pay matters and how to balance the needs of the company and the expectations of shareholders.

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Dan Caro

Dan Caro

Managing Director, Strategic Dimensions

Dan Caro manages the Executive Search operation at Strategic Dimensions as well as recruiting at HR Director/C Suite level for generalist roles and across the full range of specialist functions. He has extensive experience recruiting into large, global multinationals as well as supporting small start-up organisations in developing their HR function. His experience is multi-sector and spans the UK and Europe. Dan has been working in recruitment consultancy since 1997, joining Strategic Dimensions in 2006. He started his career post-graduation with Tesco, progressing into a number of general management roles before moving into recruitment in 1997.

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Helen Pitcher OBE

Chairman, Board member, Board facilitator and Coach

Helen is an experienced Chairman, Board member, Board facilitator and Coach. She works across the range of FTSE, Professional Service, Private Equity and Family firms, where she has led some of the biggest Board Evaluations. Helen is also a coach to many leading CEOs, Chairman and NED’s. She was awarded an OBE for services to Business in 2015.

In addition to her Advanced Boardroom Excellence role Helen holds the following high profile Board roles: Chairman of the Criminal Cases Review Commission, a Non-Executive Director at UB UK, C & C Group Plc and Chairman of their Remuneration Committee and a member of the Nomination and ESG Committees. SID at OneHealth Group Ltd and Chairman of the Remuneration and Nominations Committees.  President of INSEAD Directors Network Board (IDN) and a Chairman of INSEAD Directors Club Limited. Helen is the President of KidsOut (a National Children’s Charity) and sits on the Advisory Board for Leeds University Law Faculty.

Helen was previously Chairman of the Queens Counsel Selection Panel until February 2017, Chairman pladis Advisory Board (United Biscuits, Godiva, Ülker Bisküvi) until April 2019 and a Board member and Remuneration Chairman for the CIPD until June 2019.

Helen holds an MA, LLB (Law), IDP-C (INSEAD International Director’s Programme – Corporate Governance Certificate). She is the only Consultant in the UK Board Effectiveness arena to hold this INSEAD qualification. She graduated from the INSEAD Strategy in the Age of Digital Disruption and Strategy for Accelerated Growth Programmes and the INSEAD Diversity Programme. Helen is also an alumnus of the ground-breaking INSEAD Challenge of Leadership Programme. She both attended and now features on the INSEAD Leading from the Chair programme.

Helen is a Fellow of the IoD, CIPD, CIM, RSA and a Member of the European Corporate Governance Institute.

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Tim Walker-Jones Anglo American

Tim Walker-Jones

Group Head Future Work, Anglo American PLC

Tim Walker-Jones joined Anglo American PLC in 2018 as the Group Head of Reward and is currently Group Head Future of Work, leading Anglo’s thinking on how work might evolve over the coming decades and what this means for the workforce, the organisation and the company’s role in society. Prior to joining Anglo American, Tim held leadership roles in a number of FTSE 50 organisations leading the reward, talent and HR operations agendas, as well as eight years in private equity and 5 years consulting.

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David Wreford

Partner, Mercer

David Wreford is a Partner in Mercer’s Career business. He helps clients maximise the value of their investment in their staff by increasing the effectiveness, innovation and sophistication of their career and reward programs. His consulting work focuses on the development of the ideal EVP/employee experience, and supporting career and reward strategies and programs, as well as employee engagement strategies including communications and manager guides to ensure the experience is felt. David also works to ensure the HR operating model supports the expected employee experience.

A significant amount of his time is dedicated toward assisting companies through major organisational change including merger and acquisition projects, and supporting clients with their harmonization. David also advises clients on the impact of evolving employment regulation, and helps develop innovative and practical solutions to this ever-changing minefield.

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