TransAlta Corporation keeps pay, performance the focus of total rewards

Work culture, flex hours sit outside reward structure
By Todd Humber
|Canadian HR Reporter|Last Updated: 05/20/2004

T

otal rewards is a loosely defined term that can mean different things to different companies. There’s no one right solution to solving the total rewards puzzle. Stacking any two programs up against each other will inevitably show a myriad of philosophies, strategies and opinions — policies that work at one firm could lead to disaster at another organization.

TransAlta Corporation, a power-generation firm with 2,500 employees based in Calgary, is taking a different approach than RBC Financial Group (see related articles link below for what RBC is doing), setting its sights firmly on tying performance and rewards together as part of its total rewards strategy.