Speculation about compensation in GBS and shared services remains significant. Some leaders believe that changing companies automatically guarantees a substantial increase in rewards, while others think that North American enterprises have much deeper pockets than their European or Asian counterparts. There is also an expectation that rewards closely align with the operation’s scale or maturity.

In partnership with Sourcing Change, Everest Group explored the current rewards landscape for key GBS leadership roles (such as GBS head, functional and regional leaders, global process owners, and heads of enabling functions). This survey-based report provides key insights for GBS / shared services leaders and industry practitioners on how GBS characteristics and a GBS leader’s demographic profile influence the rewards structure.

Please note, this is a summary report featuring the key insights and takeaways. The detailed version is available exclusively to survey participants.

Scope

• This report is based on key findings from a confidential online survey conducted in H1 2024
• The survey participants represent a diverse range of industries and geographies, with varying GBS age, size, and maturity
• The study includes insights from GBS leaders from 36 leading global enterprises, aggregated at the market level

Contents

In this report, we explore:

• Key market trends in total rewards for key GBS leadership roles, including ranking/site leaders, regional leaders, functional leaders (HR, finance, supply chain, IT, etc.), and expert roles such as global process owners, heads of strategy, transformation, PMO, and digital innovation
• The impact of various factors such as enterprise HQ location, GBS maturity, age, geography, remit, ownership, scope, and operating model on total rewards for key GBS leadership roles
• Variations in GBS leadership rewards based on gender, leadership location, reporting lines, and career trajectory

Membership(s)

GBS/SS