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With rewards evolving from pay to purpose, Vasumathi Balan shares how personalised recognition and values-driven programmes such as Made for Mammoet are strengthening culture, connection, and engagement among employees in Asia.
When Vasumathi Balan, Regional Talent Capability and Performance Manager, Mammoet (pictured above) looks at how rewards have changed over the years, one word stands out: personalisation.
She notes:
"Today, rewards are expected to reflect what matters to employees not just what benefits the bottom line."
In a region as diverse as APAC, this shift has been especially significant. Vasumathi explains how Mammoet responded by launching Made for Mammoet, a region-wide reward and recognition programme aligned with five core values:
- Love the Work
- Take Care
- Be Responsible
- Perform as a Team
- Results Count
She explains that designing reward programmes today is about creating a sense of purpose and meaning, as seen in Made for Mammoet, where recognition is based on behaviours rather than job titles or hierarchy.
At the heart of her approach lies a broader belief that total rewards must be human-centric, tech-savvy, and values driven. Vasumathi sees the future of rewards as one where impact is measured not just in numbers, but in how seen and supported employees feel.
A firm believer that innovation thrives within constraints, Vasumathi excels at leveraging challenges to unlock creativity, agility, and growth. She brings more than 15 years of experience in talent engagement, management, and organisational development, a career that has taken her across industries.
The leader has a proven track record of designing award-winning high-potential development programmes and driving transformative talent strategies across regions.
As she prepares to take the stage at #TotalRewardsMY, Vasumathi shares with Sabarish Prasad her insights on the power of inclusive, values-based recognition and why, in today’s workplace, meaningful rewards must go beyond pay to create real cultural and business impact.
Q How has the role of rewards in talent attraction and retention strategies evolved over the last five years, especially in the APAC region?
Over the past five years, rewards have moved beyond compensation to become a strategic enabler of engagement, belonging, and culture. In the APAC region, we’ve seen a major shift toward personalised, value-based recognition. For example, at Mammoet, we introduced Made for Mammoet, a region-wide reward and recognition programme aligned with our five core values: Love the Work, Take Care, Be Responsible, Perform as a Team, and Results Count.
This initiative not only reinforces desired behaviors but also fosters a sense of purpose, community, and pride across culturally diverse teams.
Today, rewards are expected to reflect what matters to employees not just what benefits the bottom line.
Q What is one C&B trend that you believe is powerful enough to stay for the long term?
We’re moving beyond standardised benefits to truly personalised total rewards, shaped by predictive insights, real-time feedback, and evolving employee expectations. Whether it’s customised wellness initiatives, targeted development incentives, or recognition programmes like Made for Mammoet, the focus is on delivering what truly matters to employees at each stage of their journey. To stay relevant, we must keep innovating because 'what was considered excellent yesterday can quickly become mediocre tomorrow'.
Q As a seasoned rewards/HR professional, what do you believe are the most important traits for rewards leaders of today and the future?
Rewards leaders today must be HUMAN-centric, tech-savvy, and values-driven. Beyond benchmarking and analytics, they must understand the emotional and motivational aspects of the workforce. It’s about designing programs that speak to purpose and meaning, just as we did with Made for Mammoet, where recognition is rooted in behavior, not hierarchy. Empathy, agility, and the ability to localise global strategies for diverse markets will define successful rewards leadership going forward.
Q To end on a lighter note, what are the biggest misconceptions people have about total rewards?
One big misconception is that total rewards are purely about pay and bonuses. In reality, rewards encompass everything that makes employees feel seen, supported, and valued- including recognition, learning, flexibility, wellness, and career pathways. Another common myth is that rewards need to be big to be meaningful. In our experience, programmes like Made for Mammoet show that consistent, values-based recognition can have a lasting impact even without financial incentives.
Q What are you most looking forward to in your speaking engagement at #TotalRewardsAsiaSummitMY?
I’m excited to share practical insights on designing inclusive, culturally relevant rewards strategies, especially how programmes like Made for Mammoet have helped strengthen our organisational culture and employee connection across regions. More importantly, I look forward to learning from peers, exchanging ideas, and exploring how we can continue to evolve total rewards as a driver of purpose, agility, and performance.
I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Sabarish Prasad. We look forward to welcoming you!
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