Designing a Reward System Employers should begin from the principal that all individuals, not just women compared with men, should receive equal pay for equal work. Equal pay reviews must therefore look beyond gender and explore other diversity dimensions. This will help employers to spot circumstances where individuals are paid for unfairly, for no justifiable reason. It is in the self-interest of employers to explore the underlying issues, such as poor diversity training, weak performance management systems and biased on fairness as this contributes to better business performance. A diverse workforce can compliments benefits through increased productivity and performance, but managed badly, efforts to improve diversity can create conflict and tension in the workplace. Reward and diversity professionals need to work together to align the strategies need to achieve fair reward. They must make sure that pay and benefits are determined by the relevance against job-related criteria. Yet because most jobs are subject to changes by reviewing job descriptions regularly. This means monitoring the reward system using analytical job evaluation to determine where individuals are doing equal work, ensuring objectivity in all aspects of reward and communicating reward principles clearly to employees. An organization that recognizes individual diversity should create a flexible reward package, not one based on the ‘one size fits all’ theory. As a leader, don’t just read the assessment scores, get to know those whom you are leading and be specific about how you help each of them achieve their goals, desires and aspirations. The objectives should be to help one another and to accomplish this you must identify those things that motivate both the employer and employee to work together to help get the most from employee relationships there are nine things that ultimately