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She affirms why clearer reward communication and consistent decision-making can help strengthen employee confidence and support more meaningful engagement at work.
Brenda Khon (pictured above) is Deputy General Manager, Compensation & Benefits at Pacific International Lines, bringing 20 years of HR experience across the high-tech, consumer goods, and logistics industries. Having worked in both regional and global environments, she has developed a grounded, practical approach to reward strategy shaped by varied business realities. Her work spans compensation and benefits design, global mobility, governance, cost optimisation, policy alignment across markets, and workforce planning linked to attraction and retention.
Her interest in total rewards began with its direct link to how business decisions translate into employees’ everyday work experience. Over time, she has come to see rewards not just as structures or programmes, but as a reflection of organisational values and the level of trust between employer and employee.
She notes that across industries, a consistent pattern has emerged: when employees understand how reward decisions are made and perceive them as fair, it strengthens both engagement and confidence in the organisation.
This belief continues to shape her approach today, with the leader acknowledging that strong total rewards frameworks need to serve both business priorities and employee needs, while remaining clear, fair, and aligned with organisational direction.
Speaking to Emily Chong-Gupta ahead of her upcoming session at Total Rewards Asia Summit 2026, Singapore, Khon says she hopes participants will walk away with a broader perspective of total rewards beyond compensation, seeing it instead as a key part of how organisations build trust, shape culture, and strengthen engagement.
Read the full interview below:
Q What first drew you to HR and total rewards (TR), and what keeps you passionate about it today?
What first drew me to total rewards was how closely it connects business decisions with people’s day-to-day experience at work. Over time, I’ve come to see that reward is not just about pay structures and programmes. It also reflects what an organisation values and how it builds trust. Across industries, one thing has remained constant: when people understand how reward decisions are made and feel they are fair, it strengthens both engagement and confidence in the organisation. That is what continues to make this work so meaningful to me.
Q Can you share the core belief that guides your approach to designing TR strategies that truly support employees?
One belief that has always guided my approach is that total rewards should support both the business and its people. The best reward strategies are not only competitive but also clear, fair, and aligned with what the organisation is trying to achieve. When designed well, total rewards do more than attract and retain employees. They also help build trust, reinforce culture, and support long-term performance.
Q What is one common misconception about total rewards that you’d like to challenge?
One common misconception is that compensation and benefits alone determine whether employees stay or leave. Pay matters, but it is only part of the picture. Recognition, career opportunities, trust in leadership, and the everyday work experience all play an important role. That is why total rewards should not be designed in isolation. It works best as part of a broader people strategy that supports engagement, culture, and long-term workforce stability.
Q Please tell us a fun fact about yourself that people may not know.
A fun fact about me is that I’m naturally drawn to structure and planning.
Whether it’s work, travel, or a family outing, I’m usually the one quietly making sure everything comes together, which probably explains why total rewards has always felt like a natural fit for me.
Q A quick preview of your session: what do you hope attendees will take away from your session?
I hope attendees leave with a broader view of total rewards, not just as a compensation tool, but as an important part of how organisations build trust, shape culture, and support engagement. I also hope the session encourages HR and business leaders to think more carefully about how reward can be designed in ways that are fair, relevant, and sustainable for both people and the organisation.
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