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.