Aon Hewitt

Talent, Rewards & Performance

Making Recognition Programs

Successful
Research Highlights from the O.C. Tanner and Aon Hewitt Study on Recognition Trends

Understanding what factors create and sustain effective recognition programs Table of Contents
is essential to maintaining a motivated workforce. This study sought to understand
which forms of recognition work, identify the elements of a healthy program, Demographics . . . . . . . . . . . . . . . . . . . . . . . . . 1
and what the outcomes are.
Recognition Vehicles . . . . . . . . . . . . . . . . . . . .4
Driving performance doesn’t have to drive costs. Recognition programs can
Most Effective Programs . . . . . . . . . . . . . . . . .6
deliver cost-effective solutions that build a profit and growth-oriented
mindset. In fact, recognition forms an important part of the talent management Factors of Success . . . . . . . . . . . . . . . . . . . . . 12
toolkit and has critical linkages to total rewards, engagement, the employee
value proposition, and communication.
Employees are more engaged when
Effective programs have measurable results: increases in engagement,
performance, and retention are outcomes of successful recognition programs. they are recognized
The chart on the right shows that recognition can create over a 40% increase
in engagement, even in situations where pay is substandard.1
Not Paid Fairly, but Paid Fairly &
Recognized Recognized
After studying the most effective recognition programs of 478 organizations,

71% 91%
Yes

we found several common factors:

RECOGNIZED

• Senior leadership buy-in and management support are the greatest enablers Engaged Engaged
to successful programs.
Not Paid Fairly and Paid Fairly, but
• Reviewing the program annually ensures that it is operating well by determining not Recognized Not Recognized

which rewards are working and if the right individuals are being recognized.
31% 61%
No

• Costlier isn’t better; the most effective programs take advantage of non- Engaged Engaged
monetary vehicles for recognition.
No Yes

P A I D F A I R LY
1 Oehler, K. and Adair, C., “2015 Trends in Global Employee Engagement,” Aon, 2015.

Risk. Reinsurance. Human Resources.

Demographics

Respondents with a Recognition Program Revenue

Of those we surveyed, 478 of the respondents (74% of
all respondents) had a recognition program and 172 (26%)
Companies making
did not. Respondents that did not have a program did less than $50 million
not continue with the survey. Companies making
12%
more than $5 billion
23%
Position
Our sample showed less variation in terms of the respondents’
organizational position: 9% of our respondents were individual
contributors, 54% were managers, 25% were director-level,
7% were EVP, SVP, VP, and 5% were C-suite.
Companies
making
Role between $50
million and
Our respondents overwhelmingly were from HR functions (69%). $500 million
We also had respondents from Benefits (5%), Compensation 21%
(4%), Staffing (4%), and Talent Management (4%).

Companies making
between $1 billion and
$5 billion
Number of Respondents 23% Companies making between
Per Country: $500 million and $1 billion
17%

Canada 21
*Responses do not add up to 100 due to data rounding in analysis process.
Germany 22

India 11

United Kingdom 28
Number of Employees
United States 396

Companies with less

than 1,000 employees
8%

Industries Companies with over

20,000 employees
• Consumer Goods 33%
• Entertainment and Leisure
• Financial Services
• Freight Transportation Companies with
• Government/Nonprofit and Education Services 1,000 and
5,000 employees
• Health Care
32%
• Heavy Industry
• Knowledge Services
• Manufacturing
• Multibusiness
• Pharmaceutical and Chemicals
• Retail and Wholesale Trade
• Technology and Communications
• Utilities (Including Oil and Gas)
Companies with 5,000 to
20,000 employees
27%

2 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

Goals and Outcomes of Recognition Programs

Business Goals Recognition Outcomes

In an uncertain economic environment, all firms are focused Our respondents’ programs had a hard focus on quantifiable,
on the bottom line, therefore growth needs to be profitable. measurable outcomes: engagement, performance, and
Ultimately this was the top priority for our respondents, retention. These metrics are extremely useful in proving the
who indicated revenue and profitable growth as their top return on investment of a recognition program as they can be
business priorities. tied to the bottom line in many cases and help to drive growth.

In addition, there is a clear focus on managing customer and In addition, we see ‘build a culture of recognition’ and
client relationships. This is about both retaining and acquiring ‘reinforce company values’ taking the third and fifth rank.
clients/customers. It naturally follows therefore that operational Organizations are utilizing these programs to help drive
efficiency is also top of mind. recognition and communicate values throughout the
organization. This reinforces the idea of recognition as an
Our respondents wanted to deliver the best product to important part of holistic talent management.
their clients/customers in the most efficiency way. However,
there was also a balancing act with quality, which appeared
as the fifth most common business goal.
Rank Recognition Outcomes
One interesting distinction is that respondents that self-reported
as managers ranked operational efficiency and quality higher, 1 Improve engagement
while respondents who were more senior (EVP, SVP, VP,
2 Drive employee performance
and C-Suite) ranked more strategic goals such as profitable and
revenue growth higher. 3 Build a culture of recognition

4 Improve retention

5 Reinforce company values

Rank Business Goal
6 Demonstrate employee value proposition
1 Profitable growth 7 Reinforce specific desired behaviors
2 Revenue growth 8 Encourage innovation
3 Customer or client service/relationship 9 Improve alignment of individual performance
4 Operational efficiency to business unit/Organizational goals

5 Quality 10 Attract talent

6 Human capital/Talent management 11 Differentiate top and solid performers

7 Safety 12 Acknowledge years of service

8 Innovation 13 Drive or support change

9 Technology

10 Global expansion

11 Restructuring

12 M&A (Mergers and Acquisitions)

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 3

Overall Recognition Vehicles

Currently Using Which do you find is more effective

Thank-yous from peers, public recognition by senior
leadership, and handwritten notes are currently among the
at your organization, monetary or
most frequently used recognition vehicles. non-monetary rewards?
Gift/merchandise and trophies and symbolic awards also
rank highly, indicating many organizations utilize a mix of both
monetary and non-monetary vehicles. Used in conjunction, Non-monetary rewards are more
effective than monetary awards Both are equally effective
these vehicles help to create a culture of recognition 12% 46%
and actively involve employees at all levels. Our respondents
typically used a range of three to five vehicles as a part of
their overall program.

Stopped Using
The table below shows the top vehicles that organizations
have stopped using. Cash, gift/merchandise, pre-paid gift cards,
and event tickets topped the list.

Gift/merchandise appears in all categories, due to its overall

popularity as a recognition vehicle, and also due to the fact that
it is integrated into many of our respondents’ programs.

Plan to Use
Future plans for a redeemable points system indicate the Monetary awards
potential for more transparent reward systems. The use of a are more effective than
redeemable points system is promising, as this gives employees non-monetary awards
43%
a choice to translate their points into a vehicle they find
most meaningful.
*Responses do not add up to 100 due to data rounding in analysis process.

How do organization use recognition vehicles? (Top 5)

Stopped Using % Currently Using % Plan To Use %

Cash 21% Thank-yous from peers, managers, 74% Redeemable points system 15%
or next-level managers
Gift/Merchandise 18% Gift/Merchandise 14%
Public recognition by senior 66%
Event Tickets 18% leadership E-card 13%

Pre-paid Cards (Visa, Amex, etc.) 17% Gift/Merchandise 64% Vacation or company-paid trip 13%

Vacation or company-paid trip 17% Trophies and symbolic awards 55% One-on-one time with leader 13%

Handwritten notes 54%

4 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

Industry-Specific Recognition Vehicle Usage

Vehicles by Industry Case Study: Recognition in Freight

As the table below suggests, the vehicles that were utilized Transportation
differed by industry. In healthcare, for example, the focus of
Recognition can be a challenge when most of your employees’
recognition was on sincerely thanking employees, and providing
time is spent on the go. We spoke with one HR leader in
experiences such as a vacation or company-paid trip. These
the freight transportation industry, who stressed the importance
correspond with the massive changes to the healthcare industry
of making recognition meaningful, “employees always come
in recent years: firms want to acknowledge loyalty while also
up with new suggestions, which we carefully review and
supporting the climate of change.
implement.” Their recognition team then communicates these
For financial services, the primary goal was to drive employee changes to employees, which helps to reinforce the idea
performance. In keeping with these goals, these organizations that employee feedback is central. The organization is very
chose to utilize their leaders as an important part of their decentralized, and not every center has the same reward
recognition vehicle mix. This makes sense given the structure, so autonomy and frequent feedback is key to creating
competitive nature of the financial industry where success a culture of recognition.
is easily quantified.
The HR leader finds this method to be very effective and sees
Other industries, such as freight transportation also showed recognition as integral in helping to reinforce company
major differences compared to the larger respondent pool. values and objectives. “As [order] accuracy has increased, so
have our rewards, which creates a positive cycle” she explained.
This freight transportation company also utilizes recognition
with contingent workers, who as we will see later make up
an important part of driving a culture of recognition throughout
the organization.

Industry-specific usage of recognition vehicles (Top vehicle in each category)

Vehicles Stopped Currently Using Plan To Use

Using

Consumer Goods Cash/one-on-one Thank yous* Redeemable points

time with leader (tie) system

Financial Services Trophies and Public recognition One-on-one time

symbolic awards by senior leadership with leader/e-card/
cash (tie)

Freight Transportation Retail gift cards/ Thank yous* One-on-one time

cash (tie) with leader

Healthcare Pre-paid cards Thank yous* Vacation or company-

paid trip

Retail and Wholesale Trade Cash Thank yous* Internal social media
recognition

* Thank yous from peers, managers or next level managers

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 5
Program 1—The Most Effective Recognition Program (N=478)

Situations for usage Outcomes

Recognizing performance is central to Program 1—what Evidenced by the top rank in recognition outcomes, organizations
respondents indicate as their most effective recognition want recognition to be holistic and permeate throughout all
program. Organizations focused their most effective program levels. Building a culture of recognition requires careful cultivation
on driving performance at both the individual and team of the link between behavior and outcome as well as awareness
levels. However, in contrast to performance management of the importance of recognizing employees regularly. This makes
programs, recognition tends to target year-round contributions the tie to performance that much more transparent for employees.
rather than an annual rating. In fact, four out of the top five
situations focus on performance. Innovation is also considered While the most popular outcome was building a culture of
highly important. recognition, the other top outcomes were quantifiable.
This demonstrates a continuing emphasis on proving the ROI
of these programs.

Rank Situations

1 Individual performance Rank Outcomes

2 Team performance 1 Build a culture of recognition

3 On-the-spot performance 2 Drive employee performance
4 Innovative thoughts/suggestions 3 Improve engagement
5 Project-based performance 4 Reinforce company values
6 Customer/client feedback 5 Improve retention
7 Demonstrating cost savings 6 Encourage innovation
8 Contribution to safety 7 Drive team performance
9 Tenure/loyalty 8 Reinforce specific desired behaviors
10 Process improvement 9 Demonstrate employee value proposition
11 Annual performance Improve alignment of individual performance
10
12 Attendance to business unit/ organizational goals

11 Differentiate top and solid performers

12 Acknowledge years of service

13 Drive or support change

14 Attract talent

15 Complement quarterly/annual/other incentives

16 Reduce costs

17 Introduce new programs

6 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

Program 1—Recognition Vehicles

What are the most popular Recognition Vehicles

recognition vehicles? Successful recognition hinges on making employees feel
appreciated. The two most commonly used vehicles, thank-yous
from peers and public recognition, are non-monetary. However,
Thank you from peers,
managers* 53% monetary vehicles such as gift/merchandise and trophies &
symbolic awards also rank highly, again indicating that vehicles
Public recognition from
such as public recognition and gift/merchandise go hand in hand to
senior leadership
42% make recognition more meaningful throughout the organization.

Gamification was the least commonly used vehicle, although many

Gift/merchandise 37%
industries reported future plans for usage. This is likely because
gamification systems require significant investment of time and
Trophies and symbolic resources.
awards 35%
As the table below suggests, the top two vehicles used by various
Cash 32% industries differ.

Handwritten notes 28%

Rank 1 Rank 2

Retail gift cards 28%

Consumer Thank yous* Cash

Certificates 27% Goods

Pre-paid cards (Visa,

AMEX, etc.)
27% Financial Thank yous* Public recognition by
Services senior leadership

E-card 22%
Freight Thank yous* Trophies and
One-on-one time with Transportation symbolic awards
leader
18%

Internal social media Healthcare Thank yous* Public recognition

recognition 18%
by senior leadership/
trophies and symbolic
awards
Event tickets 16%

Retail and Public recognition Retail gift cards

Redeemable points
14% Wholesale Trade by senior leadership
system

*Thank yous from peers, managers or next level managers

Charitable donation 13%

Vacation or company-
paid trip
10%

Company stock 8%

Gamification system 7%

0% 10% 20% 30% 40% 50% 60%

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 7

Program 1—Design

Duration How long were respondents’ most

Successful recognition programs require time. Nearly half of effective program in place?
respondents’ most effective programs have been in place
for more than five years. Although these programs may be effective, 30%
inertia might be an issue. These programs could benefit from
28%
a revisit.
24%
20%
20%

15%
10%

8%
5%
0%
Less than 6–12 1–2 2–5 5–10 10+
6 months months years years years years

Frequency of Review How often did program reviews

Reviewing recognition programs helps ensure their vitality and take place?
efficacy. Annual reviews are most common. Among companies that
do not use annual reviews, the most common review frequency 60%
was less than once a year (13% of our respondents).
50% 55%
Respondents indicating “Other” most commonly cited quarterly
or monthly reviews of their recognition programs, which 40%
might seem very frequent. However, this frequency of review
makes sense given the importance of recognition and the desire 30%
to obtain continuous employee feedback.
20%

10% 13%
10% 10% 12%
0%
Twice a year Annual Once every Every three Other
(once a year) two years years or more

8 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

 Program 1—Recognition Targets and Frequency of Use

Who Is Recognized? Who Recognizes and How Often?

Respondents indicated that recognition recipients were The givers of recognition were typically immediate managers
spread throughout the organizational hierarchy. Individual (66%), followed closely by senior leadership (64%). HR was also
contributors were the most frequently recognized. Senior represented, but this may simply be due to the fact that many
leadership is least recognized. This corresponds with leader- of these recognition programs are administered by HR.
ship’s role as recognizers rather than recipients.
Peer-to-peer recognition was utilized by nearly half of our
Following the trend for organizations to focus their recognition profiled organizations.
programs on performance, we see that over a quarter of our
profiled companies focus their recognition on top performers. In terms of frequency of usage, it is promising that over 60%
of the organizations saw their programs being used at least once
a month by employees.

Recognition Recipients Recognition Targets

Solid performers
Individual contributors 71% 15%

Staff employees 63%

Managers 55%

Line employees 53% Both

Top
59%
Performers
Teams 50% 27%

Senior Leadership 26%

0% 20% 40% 60% 80% 100%

*Responses do not add up to 100 due to data rounding in analysis process.

Recognition Givers Frequency of Usage

Not at all
Once a year 2% Daily
Immediate managers 66% 22% 16%

Senior leadership 64%

HR 53%

Peers (other employees) 44% Multiple times

per week
12%
Skip-level managers 38% Once
a quarter
Teams 35% 15% Once a week
8%
Direct reports 30%

Once a month
0% 20% 40% 60% 80% 100% 24%

*Responses do not add up to 100 due to data rounding in analysis process.

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 9

Program 1—Long-Term Effectiveness

Accountability Who is held accountable for the

While the largest proportion of organizations indicated the success of the program?
head of HR (and therefore the HR function) is held accountable for
the success of the program, it is interesting that over a quarter 37%
Head of HR
of our respondents highlighted senior leadership as accountable.
Senior leadership 26%

Immediate Managers 12%

*Responses do not add up to 100 due to data rounding in analysis process.

Head of total
9%
rewards program
Head of compensation 7%
and benefits
Head of financial 3%
function

Skip-level managers N/A

0% 20% 40% 60% 80% 100%

Enablers to Program Success

Rank Enabler
Senior leadership and management consistently rank highest
as being vital to enabling recognition programs,however employee 1 Senior leadership commitment/
buy in is also critical. Recognition must be valued by those endorsement, company culture that
being recognized. embraces change

Additionally, meaningfulness of recognition also ranks high, further 2 Manager and employee buy-in/usage
stressing the importance of employee involvement.
3 Meaningfulness of recognition offered
Availability of budget and resources is closely tied to senior (recognition available for a variety of
leadership commitment, as these leaders typically approve accomplishments, given in a meaningful
way, with meaningful awards)
monetary and employee resources. Ease of use of recognition
program takes the fifth spot. One respondent summarized this 4 Availability of budget and resources
succinctly: “Keep it simple. Get employee feedback.” for recognition

5 Ease of use of recognition platform

Obstacles to Program Success Rank Obstacle

Budget is the greatest obstacle to recognition programs,

indicating a need to get leaders involved often and also early 1 Budget constraints
in the planning process. The low perceived value of these 2 Employees have low perceived value
programs by employees can be course-corrected by soliciting
feedback and ensuring that recognition vehicles are 3 Recognition is a lower priority
than other business initiatives and
effective organization-wide.
not aligned to main business and
The third obstacle is a lack of value of the program, and points workforce priorities
to the importance of linking recognition to strategic business No ongoing communication or
4
priorities. As evidenced by the fourth and fifth rank, communication reminders of the program
and measurement also plays an essential part of these programs.
5 No measurement or calculated ROI
One respondent indicated their barrier as a “lack of consistency
of recognition programs
in utilizing program and publishing results.”

10 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

Program 2—Second Most Effective Program (N=388)

Since most organizations had multiple recognition Outcomes

programs, we also asked organizations to give us details
of their second most effective programs. The survey questions Program 2 continues the focus on measurable, quantifiable
were identical to program one. Although it was interesting outcomes. The primary difference is that building a culture of
that most of the findings were largely similar, it was telling that recognition loses standing in Program 2 and engagement
81% of organizations had a second recognition program. becomes the top priority.
There were some differences in the situations of use and out-
comes, which are presented here.

81%
Rank Recognition Outcomes

1 Improve engagement

2 Drive employee performance

3 Build a culture of recognition

Of our respondents had a second
4 Improve retention
recognition program
5 Drive team performance

6 Reinforce company values

7 Reinforce specific desired behaviors

Situations of Usage 8 Encourage innovation

Performance continues to be important as indicated by its 9 Demonstrate employee value proposition

top spot in the second most effective program, however tenure/
10 Acknowledge years of service
loyalty also creeps upward in the second-most effective
program compared to the first. 11 Differentiate top and solid performers

Program 2’s emphasis on performance continues to reinforce 12 Improve alignment of individual performance
the value of recognition programs as a method for accomplishing to business unit/ organizational goals
task-specific goals. 13 Drive or support change

14 Attract talent

15 Complement quarterly/annual/other incentives

Rank Situations
16 Introduce new programs
1 Individual above-and-beyond performance
17 Reduce costs
2 Team performance

3 On-the-spot performance

4 Tenure/loyalty

5 (tie) Project-based performance

5 (tie) Innovative thoughts/suggestions

7 Customer/client feedback

8 Contribution to safety

9 Annual performance

10 Process improvement

11 Demonstrating cost savings

12 Attendance

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 11

Effectiveness of Recognition Programs

What makes Recognition Programs effective? One of the most pressing questions to answer is how recognition
can be targeted better at Millennials—the age group for
The effectiveness of recognition programs varies by generation which recognition programs have the lowest levels of effectiveness.
and employment status. Recognition programs are most effective When we compared the mix of vehicles for those organizations
among full-time employees, Baby Boomers, and Generation X that said their programs were effective for Millennials against those
as the graph below suggests. that said they were ineffective, the largest differences were in
the usage of vehicles such as hand written notes, thank yous, and
The fact that recognition programs are ineffective among event tickets.
almost a quarter of contingent employees and interns is troubling,
as the use of contingent workers is on the rise and will likely We speculate that event tickets shows a large difference due
continue to grow in the years to come. Interns also become the to the fact that they provide an experiential reward as opposed to
full-time workers of the future, and an effective recognition a static one. This ties in with the theme of recognition programs
program may just be the difference between the choice to work for being meaningful for the target audience.
one company over another.

How Effective Are Our Respondents’ Programs?

Note: Respondents answered using a five-point Likert scale. We compressed the responses
“very effective” and “very ineffective” into an overall effective and ineffective value, respectively.

Ineffective Neither Effective nor Ineffective Effective

Full-time employees 11% 20% 69%

Contingent (part-time) employees 24% 31% 45%

Interns 26% 34% 40%

Online population* 18% 31% 51%

Offline population 25% 33% 43%

Silent Generation
18% 30% 53%
(born before 1946)*

Baby Boomers (born between

14% 23% 63%
1946 and 1964)

Generation X (born between

14% 23% 63%
1964 and 1982)*

Millennials (born between

23% 21% 56%
1982 and 1994)

0% 20% 40% 60% 80% 100%

*Responses do not add up to 100 due to data rounding in analysis process.

12 Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016

Conclusion

As we saw from the program enablers, organizations must get Maintaining a competitive advantage requires an empowered
senior leadership and management commitment to ensure program workforce, and recognition is an important link to engaged
success. If these programs do not have the blessing of the top employees who lead to better business results. Recognition will
of the organization, they may be well-intended, but simply fall flat therefore continue to play an increasingly important role in
due to monetary or human capital constraints. The recognition the way that organizations think of talent management.
itself must also be meaningful and easy to use or organizations risk
underutilization of the program.

The changing landscape of the workforce means that firms will

need to look toward more innovative forms of recognition and will
have to reconfigure their reward programs and vehicles as the
Boomers age into retirement and Millennials become dominant in
the labor market. Further, recognition programs are not simply
‘set it and forget it’ programs; they require careful attention and
periodic updates. We found that organizations are seeking to
build a culture of recognition whose programs have a focus on
ROI, showing an intimate linkage between recognition and
the ability to achieve organizational goals.

Aon Hewitt - O.C. Tanner Recognition Trends Report | 2016 13

Contact Information

Neil Shastri Gary Beckstrand

Leader—Global Insights & Innovation Vice President, O.C. Tanner Institute
Aon Hewitt O.C. Tanner
+1.212.441.1496 +1.801.493.3086
[email protected] [email protected]

Jordan Stabley Christina Chau

Research Analyst—Global Insights & Innovation Manager of Research Services, O.C. Tanner Institute
Aon Hewitt O.C. Tanner
+1.212.441.2441 +1.801.493.3905
[email protected] [email protected]

Special Thanks to:

We would like to thank Ken Abosch, Teryluz Andreau, Frank Belmonte, Lisa Clements,
Jane Kwon, Kristina Postrero, Jay Rosenberg, Matthew Savacool, and Reuben Weiss for their
insights and contributions.

About Aon Hewitt

Aon Hewitt is the global leader in human resource solutions, with over 30,000 professionals
across six continents serving more than 20,000 clients worldwide. We advise, design
and execute a wide range of consulting & outsourcing solutions that enable clients to cultivate
talent to drive organizational and personal performance and growth, navigate retirement
risk while providing new levels of financial security, and redefine health solutions for greater
choice, affordability and wellness.

About Aon
Aon plc (NYSE:AON) is a leading global provider of risk management, insurance brokerage
and reinsurance brokerage, and human resources solutions and outsourcing services. Through its
more than 72,000 colleagues worldwide, Aon unites to empower results for clients in over 120
countries via innovative risk and people solutions. For further information on our capabilities and
to learn how we empower results for clients, please visit: http://aon.mediaroom.com.

About O.C. Tanner

O.C. Tanner, number 61 on the 2016 FORTUNE 100 Best Companies to Work For® list, helps
organizations create great work environments by inspiring and appreciating great work.
Thousands of clients globally use the company’s cloud-based technology, tools, awards and
education services to engage talent, increase performance, drive goals and create experiences
that fuel the human spirit. For more information visit octanner.com.

© 2016 Aon Inc.

This document is intended for general information purposes only and should not be construed as advice or opinions on any
specific facts or circumstances. The comments in this summary are based upon Aon Hewitt’s preliminary analysis of publicly available
information. The content of this document is made available on an “as is” basis, without warranty of any kind. Aon Hewitt disclaims
any legal liability to any person or organization for loss or damage caused by or resulting from any reliance placed on that content.
Aon Hewitt reserves all rights to the content of this document.

Risk. Reinsurance. Human Resources.