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A	
  Look	
  at	
  How	
  We	
  Reward	
  the	
  
Work	
  of	
  Today	
  –	
  and	
  Tomorrow!	
  

               February	
  27,	
  2012	
  
Things	
  We’ll	
  Cover	
  
•  Six	
  developments	
  affecKng	
  work	
  and	
  how	
  we	
  
   reward	
  it.	
  
•  What	
  each	
  of	
  these	
  mean	
  for	
  how	
  reward	
  
   programs	
  are	
  designed,	
  managed	
  and	
  
   communicated.	
  
•  Pulling	
  it	
  together	
  –	
  how	
  rewards	
  can	
  
   transform	
  the	
  business.	
  
Development	
  1:	
  	
  	
  
Work	
  is	
  Social	
  and	
  Connected	
  
A	
  Brief	
  History	
  of	
  Social	
  
                            Connectedness	
  in	
  Rewards	
  


 Scanlon	
  Plans	
  	
                              Peer	
  to	
  Peer	
  
  Gainsharing	
                                      Recogni:on	
  



1930	
         1940	
         1950	
      1960	
         1970	
          1980	
     1990	
     2000	
         2010	
  
                                360	
  Degree	
                                                           Viral	
  and	
  Social	
  
                                 Feedback	
                                                                  Rewards	
  
Viral	
  and	
  Social	
  Rewards	
  
Viral	
  Pay	
  System	
  
•  Profit	
  based	
  basket	
  of	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
   “Tokens	
  of	
  AppreciaKon”	
  
•  Three	
  rules:	
  
       –  All	
  tokens	
  must	
  be	
  given	
  away	
  
       –  You	
  can’t	
  give	
  tokens	
  to	
  yourself	
  
       –  The	
  President	
  is	
  not	
  eligible	
  
Viral	
  and	
  Social	
  Rewards	
  
Bo@om	
  Up,	
  Employee	
  Directed	
  
Performance	
  Management	
  
•  “Colleague	
  Leer	
  of	
  Understanding”	
  
•  Key	
  elements	
  of	
  the	
  CLOU	
  
   –  Personal	
  commercial	
  mission	
  
   –  AcKviKes	
  
   –  Steppingstones	
  
   –  Time	
  commitment	
  
   –  CLOU	
  colleagues	
  
Why	
  “Social	
  and	
  Connected”	
  Rewards?	
  
•  Builds	
  culture	
  of	
  employee	
  parKcipaKon	
  and	
  
   ownership.	
  
•  A	
  boom-­‐up,	
  rather	
  than	
  top-­‐down,	
  
   management	
  system	
  taps	
  into	
  employee	
  
   perspecKves	
  and	
  knowledge.	
  
•  AcKve	
  rather	
  than	
  passive	
  role	
  for	
  employees.	
  
•  Transparency	
  helps	
  build	
  trust	
  and	
  belief	
  
Development	
  2:	
  
Work	
  That	
  Maers	
  
Work	
  That	
  Maers:	
  Task	
  Significance	
  
•  Research	
  studies	
  by	
  Wharton	
  
   Professor	
  Adam	
  Grant	
  
   demonstrate	
  importance	
  of	
  
   “task	
  significance”	
  in	
  driving	
  
   producKvity	
  and	
  performance	
  
•  Task	
  significance	
  =	
  
   understanding	
  the	
  posiKve	
  
   impact	
  of	
  your	
  work	
  
Work	
  That	
  Maers:	
  	
  
         The	
  Power	
  of	
  PersonalizaKon	
  
Too	
  ofen	
  employees	
  feel	
  emoKonally	
  
disconnected	
  from	
  the	
  work	
  they	
  do;	
  their	
  work	
  
may	
  capture	
  their	
  talents	
  and	
  Kme,	
  but	
  not	
  their	
  
heart	
  and	
  soul.	
  Great	
  leaders	
  personalize	
  work	
  
condiKons	
  so	
  that	
  employees	
  know	
  how	
  their	
  
work	
  contributes	
  to	
  outcomes	
  that	
  maer	
  to	
  
them.	
  
David	
  Ulrich,	
  Wendy	
  Ulrich	
  
Work	
  That	
  Maers:	
  	
  	
  	
  	
  
              Passion	
  and	
  Job	
  Design	
  	
  
•  Passion:	
  A	
  Guiding	
  Principle	
  
•  BoosKng	
  morale	
  and	
  
   producKvity	
  by	
  aligning	
  
   employees	
  with	
  work	
  they	
  are	
  
   most	
  passionate	
  about	
  
•  Ask	
  frequently	
  “what	
  is	
  your	
  
   passion?”,	
  and	
  alter	
  job	
  
   descripKon	
  based	
  on	
  reply	
  
Why	
  “Work	
  That	
  Maers”?	
  
•  Work	
  that	
  maers,	
  that	
  taps	
  into	
  an	
  
   employee’s	
  passions	
  and	
  draws	
  upon	
  their	
  
   parKcular	
  strength	
  and	
  talent	
  is	
  a	
  reward	
  that	
  
   benefits	
  the	
  employee	
  and	
  the	
  organizaKon.	
  
•  What	
  role	
  should	
  HR	
  play?	
  	
  
Development	
  3:	
  
Salaries	
  as	
  Long	
  Term	
  Investment	
  




                                              CreaKve	
  Commons	
  
                                              Photo	
  by	
  Wonderlane	
  
Salary	
  Increases	
  Are	
  Your	
  Most	
  
                   Expensive	
  Reward	
  



          $1	
                                                          $5	
  
Base	
  Pay	
  Increase	
  
                                                       =	
     Lump	
  Sum	
  Bonus	
  



 *Over	
  a	
  ten	
  year	
  earning	
  period.	
  
Salaries	
  as	
  Long	
  Term	
  Investment	
  
                 Core	
  Reward	
  Principle:	
  
Tie	
  the	
  term	
  of	
  the	
  reward	
  to	
  the	
  term	
  of	
  the	
  
                       accomplishment.	
  
                                                        	
  
   Base	
  salary	
  increases	
  are	
  a	
  long	
  term	
  award	
  that	
  	
  	
  	
  	
  
  must	
  be	
  Ked	
  to	
  the	
  individual’s	
  ability	
  to	
  contribute	
  	
  	
  	
  
    on	
  an	
  ongoing	
  basis,	
  not	
  just	
  this	
  	
  year	
  but	
  over	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
                               the	
  longer	
  term	
  	
  
Why	
  Salaries	
  as	
  Long	
  Term	
  
          Investment?	
  

  Not	
  Just	
  Compe::veness	
  

                  But	
  

Crea:ng	
  Compe::ve	
  
    Advantage	
  
Development	
  4:	
  
The	
  Adaptability	
  ImperaKve	
  




                                CreaKve	
  Commons	
  photo	
  
                                “Rainbow”	
  by	
  EVoo73	
  
The	
  Case	
  Against	
  Variable	
  Pay	
  
     Of	
  course,	
  it	
  is	
  possible	
  to	
  get	
  
     people	
  to	
  do	
  something.	
  That	
  is	
  
     what	
  rewards,	
  punishments,	
  and	
  
     other	
  instruments	
  of	
  control	
  are	
  
     all	
  about.	
  
                                               Alfie	
  Kohn	
  




                     Our	
  business	
  operaKng	
  systems…	
  how	
  
                     we	
  moKvate	
  people	
  …	
  is	
  built	
  enKrely	
  
                     around	
  these	
  extrinsic	
  moKvators,	
  
                     around	
  carrots	
  and	
  sKcks.	
  
                                                                     Dan	
  Pink	
  
The	
  Case	
  Against	
  Variable	
  Pay:	
  
              Where	
  They	
  Are	
  Right	
  
IncenKves	
  do	
  focus	
  people	
  
IncenKves	
  have	
  the	
  potenKal	
  to	
  pit	
  people	
  
against	
  one	
  another	
  
IncenKves	
  can	
  undermine	
  creaKvity	
  by	
  aiming	
  
aenKon	
  at	
  narrowly	
  defined	
  tasks	
  and	
  goals	
  
IncenKves	
  ofen	
  produce	
  unintended	
  
consequences.	
  
The	
  Case	
  Against	
  Variable	
  Pay:	
  
           Where	
  They	
  Are	
  Wrong	
  
•  IncenKves	
  –	
  well	
  conceived	
  –	
  are	
  not	
  just	
  
   codified	
  bribes	
  
•  IncenKves	
  can	
  be	
  the	
  centerpiece	
  of	
  a	
  
   powerful,	
  posiKve	
  partnership	
  
•  IncenKves	
  offer	
  a	
  means	
  of	
  creaKng	
  and	
  
   sharing	
  economic	
  success	
  
The	
  Agility	
  ImperaKve	
  and	
  
                  The	
  Boom	
  Line	
  
1.  (Well	
  conceived)	
  variable	
  pay	
  is	
  here	
  to	
  
    stay	
  
2.  We	
  need	
  to	
  (seriously)	
  step	
  up	
  our	
  
    variable	
  pay	
  game	
  
What	
  Research	
  Says	
  About	
  Variable	
  Pay	
  

CARS	
  (Consor:um	
  for	
  Alterna:ve	
  Reward	
  Strategies)	
  Research	
  




                                           $2.34	
  
  750	
  broad-­‐based	
  
  incen:ve	
  plans	
  
  covering	
  
  1.5	
  million	
  employees	
            Median	
  gain	
  for	
  every	
  dollar	
  spent	
  
                                                 on	
  incenKve	
  awards	
  
Why	
  “Agile”	
  Rewards?	
  
•  The	
  employment	
  relaKonship	
  is,	
  ulKmately,	
  an	
  
   economic	
  one	
  and	
  the	
  employee	
  has	
  a	
  stake	
  
   in	
  the	
  ongoing	
  viability	
  and	
  success	
  of	
  the	
  
   organizaKon.	
  
•  Well-­‐conceived	
  and	
  executed,	
  fosters	
  a	
  	
  	
  	
  	
  
   “win-­‐win”.	
  
Development	
  5:	
  
No	
  More	
  Mindless	
  Market	
  Mimicry	
  




                                             CreaKve	
  Commons	
  
                                             photo	
  “Four	
  Wise	
  
                                             Monkeys”	
  by	
  Ferdosi	
  
On	
  Mindless	
  Market	
  Mimicry	
  
        In	
  the	
  Age	
  of	
  DifferenKaKon	
  

Can	
  we	
  benchmark	
  our	
  way	
  to	
  success?	
  


        Answer:	
  	
  No,	
  We	
  Cannot!	
  
What	
  Research	
  Says	
  About	
  	
  
                        Mindless	
  Market	
  Mimicry	
  
                                                                     Lessons	
  Learned:	
  
Lessons	
  from	
  the	
  Economic	
  Big	
  Bang:	
  	
             “Surveys	
  may	
  show	
  what	
  is	
  compeKKve,	
  
“Sameness	
  in	
  compensaKon	
  was	
  suddenly	
                  but	
  seldom	
  report	
  on	
  how	
  pracKces	
  work	
  
over.	
  	
  Instead	
  of	
  worrying	
  about	
  what	
  the	
     and	
  add	
  value	
  to	
  the	
  business	
  
other	
  guy	
  is	
  doing,	
  companies	
  began	
  to	
           proposiKon.”	
  
worry	
  about	
  what	
  the	
  business	
  needs.	
                CompensaFon	
  and	
  HR	
  During	
  Crisis:	
  	
  
Real	
  Pay-­‐For-­‐Performance	
  Study	
                           Which	
  SoluFons	
  Add	
  Value	
  (WorldatWork	
  
	
                                                                   Total	
  Rewards	
  Conference	
  PresentaFon	
  
                                                                     based	
  on	
  study	
  of	
  banks	
  hit	
  by	
  subprime	
  
                                                                     crisis.	
  
Development	
  6:	
  
Designing	
  for	
  Business	
  Success	
  




                                          CreaKve	
  Commons	
  Photo	
  
                                          “Success	
  Ahead”	
  by	
  
                                          MarsMet54	
  
Designing	
  Business-­‐Based	
  Rewards	
  

What	
  are	
  our	
  strategic	
  priori:es?	
  
What	
  are	
  the	
  organizaKon’s	
  most	
  important	
  objecKves?	
  
What	
  are	
  the	
  top	
  challenges	
  it	
  faces	
  in	
  trying	
  to	
  achieve	
  these	
  objecKves?	
  
Who	
  are	
  our	
  compeKtors?	
  	
  How	
  do	
  we	
  stack	
  up	
  against	
  them?	
  	
  
What	
  are	
  the	
  primary	
  things	
  driving	
  revenue?	
  
What	
  factors	
  most	
  impact	
  our	
  profitability?	
  
What	
  are	
  the	
  biggest	
  threats	
  to	
  our	
  growth	
  and	
  success?	
  
What	
  are	
  the	
  biggest	
  opportuniKes	
  for	
  our	
  	
  growth	
  and	
  success?	
  
Designing	
  Business-­‐Based	
  Rewards	
  
                             Reward	
  Strategy	
  Matrix	
  
                               Strategic	
  PrioriKes	
  
    Reward	
  Elements	
  
Sample	
  Reward	
  Strategy	
  Review	
  
Reward	
  Elements	
                                                   Strategic	
  Priori:es	
  
                               Double	
  Number	
  of	
             Grow	
  Net	
  Income	
               Strengthen	
  “One	
  
                               Clinics	
                                                                  Group”	
  Iden:ty	
  
Base	
  salary	
               PosiKon	
  Technician	
  
                               Salaries	
  at	
  75th	
  %ile	
  
Annual	
  bonus	
                                                   Redesign	
  annual	
  bonus	
  plan	
  to	
  focus	
  on	
  group-­‐
                                                                    wide	
  net	
  income	
  
Other	
  cash	
  rewards	
     Referral	
  bonuses	
  for	
                                               Reward	
  standardizaKon	
  
                               Technician	
                                                               project	
  	
  milestones	
  
Performance	
  
Management	
  
Recogni:on	
                   Celebrate	
  new	
  clinic	
                                               Recognize	
  “One	
  Group”	
  
                               openings	
                                                                 behaviors	
  
Development	
                  TuiKon	
  benefit	
  for	
  
                               Technician	
  degree	
  
Benefits	
  
Business-­‐Based	
  Rewards	
  Are	
  
                 TransformaKve	
  
How	
  rewards	
  work	
  to	
  transform	
  the	
  business:	
  
1.  Focus:	
  Call	
  out	
  top	
  prioriKes	
  
2.  Guide:	
  Guide	
  employees	
  to	
  areas	
  where	
  their	
  effort	
  can	
  
     create	
  the	
  most	
  value	
  
3.  Create	
  consequences:	
  Create	
  consequences,	
  financial	
  &	
  
     non-­‐financial,	
  for	
  success	
  &	
  failure	
  
4.  Weaken	
  silos:	
  Encourage	
  teamwork	
  &	
  collaboraKon	
  
5.  Strengthen	
  culture:	
  Reinforce	
  culture	
  and	
  values	
  	
  
6.  Drive	
  development:	
  Direct,	
  drive	
  and	
  reward	
  the	
  
     development	
  of	
  skills	
  and	
  capabiliKes	
  
7.  Impact	
  career	
  choices:	
  Highlight	
  career	
  choices	
  that	
  are	
  
     aligned	
  with	
  strategic	
  needs	
  
Presenter	
  Info	
  
Ann	
  Bares	
  
Managing	
  Partner	
  
Altura	
  ConsulKng	
  Group	
  LLC	
  
abares@alturaconsulKnggroup.com	
  
Website: 	
  www.alturaconsulKnggroup.com	
  
Blogs:	
   	
  www.compensaKonforce.com	
  
      	
   	
  www.compensaKoncafe.com	
  
	
  
	
  

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A Look at How We Reward the Work of Today - and Tomorrow

  • 1. A  Look  at  How  We  Reward  the   Work  of  Today  –  and  Tomorrow!   February  27,  2012  
  • 2. Things  We’ll  Cover   •  Six  developments  affecKng  work  and  how  we   reward  it.   •  What  each  of  these  mean  for  how  reward   programs  are  designed,  managed  and   communicated.   •  Pulling  it  together  –  how  rewards  can   transform  the  business.  
  • 3. Development  1:       Work  is  Social  and  Connected  
  • 4. A  Brief  History  of  Social   Connectedness  in  Rewards   Scanlon  Plans     Peer  to  Peer   Gainsharing   Recogni:on   1930   1940   1950   1960   1970   1980   1990   2000   2010   360  Degree   Viral  and  Social   Feedback   Rewards  
  • 5. Viral  and  Social  Rewards   Viral  Pay  System   •  Profit  based  basket  of                               “Tokens  of  AppreciaKon”   •  Three  rules:   –  All  tokens  must  be  given  away   –  You  can’t  give  tokens  to  yourself   –  The  President  is  not  eligible  
  • 6. Viral  and  Social  Rewards   Bo@om  Up,  Employee  Directed   Performance  Management   •  “Colleague  Leer  of  Understanding”   •  Key  elements  of  the  CLOU   –  Personal  commercial  mission   –  AcKviKes   –  Steppingstones   –  Time  commitment   –  CLOU  colleagues  
  • 7. Why  “Social  and  Connected”  Rewards?   •  Builds  culture  of  employee  parKcipaKon  and   ownership.   •  A  boom-­‐up,  rather  than  top-­‐down,   management  system  taps  into  employee   perspecKves  and  knowledge.   •  AcKve  rather  than  passive  role  for  employees.   •  Transparency  helps  build  trust  and  belief  
  • 8. Development  2:   Work  That  Maers  
  • 9. Work  That  Maers:  Task  Significance   •  Research  studies  by  Wharton   Professor  Adam  Grant   demonstrate  importance  of   “task  significance”  in  driving   producKvity  and  performance   •  Task  significance  =   understanding  the  posiKve   impact  of  your  work  
  • 10. Work  That  Maers:     The  Power  of  PersonalizaKon   Too  ofen  employees  feel  emoKonally   disconnected  from  the  work  they  do;  their  work   may  capture  their  talents  and  Kme,  but  not  their   heart  and  soul.  Great  leaders  personalize  work   condiKons  so  that  employees  know  how  their   work  contributes  to  outcomes  that  maer  to   them.   David  Ulrich,  Wendy  Ulrich  
  • 11. Work  That  Maers:           Passion  and  Job  Design     •  Passion:  A  Guiding  Principle   •  BoosKng  morale  and   producKvity  by  aligning   employees  with  work  they  are   most  passionate  about   •  Ask  frequently  “what  is  your   passion?”,  and  alter  job   descripKon  based  on  reply  
  • 12. Why  “Work  That  Maers”?   •  Work  that  maers,  that  taps  into  an   employee’s  passions  and  draws  upon  their   parKcular  strength  and  talent  is  a  reward  that   benefits  the  employee  and  the  organizaKon.   •  What  role  should  HR  play?    
  • 13. Development  3:   Salaries  as  Long  Term  Investment   CreaKve  Commons   Photo  by  Wonderlane  
  • 14. Salary  Increases  Are  Your  Most   Expensive  Reward   $1   $5   Base  Pay  Increase   =   Lump  Sum  Bonus   *Over  a  ten  year  earning  period.  
  • 15. Salaries  as  Long  Term  Investment   Core  Reward  Principle:   Tie  the  term  of  the  reward  to  the  term  of  the   accomplishment.     Base  salary  increases  are  a  long  term  award  that           must  be  Ked  to  the  individual’s  ability  to  contribute         on  an  ongoing  basis,  not  just  this    year  but  over                     the  longer  term    
  • 16. Why  Salaries  as  Long  Term   Investment?   Not  Just  Compe::veness   But   Crea:ng  Compe::ve   Advantage  
  • 17. Development  4:   The  Adaptability  ImperaKve   CreaKve  Commons  photo   “Rainbow”  by  EVoo73  
  • 18. The  Case  Against  Variable  Pay   Of  course,  it  is  possible  to  get   people  to  do  something.  That  is   what  rewards,  punishments,  and   other  instruments  of  control  are   all  about.   Alfie  Kohn   Our  business  operaKng  systems…  how   we  moKvate  people  …  is  built  enKrely   around  these  extrinsic  moKvators,   around  carrots  and  sKcks.   Dan  Pink  
  • 19. The  Case  Against  Variable  Pay:   Where  They  Are  Right   IncenKves  do  focus  people   IncenKves  have  the  potenKal  to  pit  people   against  one  another   IncenKves  can  undermine  creaKvity  by  aiming   aenKon  at  narrowly  defined  tasks  and  goals   IncenKves  ofen  produce  unintended   consequences.  
  • 20. The  Case  Against  Variable  Pay:   Where  They  Are  Wrong   •  IncenKves  –  well  conceived  –  are  not  just   codified  bribes   •  IncenKves  can  be  the  centerpiece  of  a   powerful,  posiKve  partnership   •  IncenKves  offer  a  means  of  creaKng  and   sharing  economic  success  
  • 21. The  Agility  ImperaKve  and   The  Boom  Line   1.  (Well  conceived)  variable  pay  is  here  to   stay   2.  We  need  to  (seriously)  step  up  our   variable  pay  game  
  • 22. What  Research  Says  About  Variable  Pay   CARS  (Consor:um  for  Alterna:ve  Reward  Strategies)  Research   $2.34   750  broad-­‐based   incen:ve  plans   covering   1.5  million  employees   Median  gain  for  every  dollar  spent   on  incenKve  awards  
  • 23. Why  “Agile”  Rewards?   •  The  employment  relaKonship  is,  ulKmately,  an   economic  one  and  the  employee  has  a  stake   in  the  ongoing  viability  and  success  of  the   organizaKon.   •  Well-­‐conceived  and  executed,  fosters  a           “win-­‐win”.  
  • 24. Development  5:   No  More  Mindless  Market  Mimicry   CreaKve  Commons   photo  “Four  Wise   Monkeys”  by  Ferdosi  
  • 25. On  Mindless  Market  Mimicry   In  the  Age  of  DifferenKaKon   Can  we  benchmark  our  way  to  success?   Answer:    No,  We  Cannot!  
  • 26. What  Research  Says  About     Mindless  Market  Mimicry   Lessons  Learned:   Lessons  from  the  Economic  Big  Bang:     “Surveys  may  show  what  is  compeKKve,   “Sameness  in  compensaKon  was  suddenly   but  seldom  report  on  how  pracKces  work   over.    Instead  of  worrying  about  what  the   and  add  value  to  the  business   other  guy  is  doing,  companies  began  to   proposiKon.”   worry  about  what  the  business  needs.   CompensaFon  and  HR  During  Crisis:     Real  Pay-­‐For-­‐Performance  Study   Which  SoluFons  Add  Value  (WorldatWork     Total  Rewards  Conference  PresentaFon   based  on  study  of  banks  hit  by  subprime   crisis.  
  • 27. Development  6:   Designing  for  Business  Success   CreaKve  Commons  Photo   “Success  Ahead”  by   MarsMet54  
  • 28. Designing  Business-­‐Based  Rewards   What  are  our  strategic  priori:es?   What  are  the  organizaKon’s  most  important  objecKves?   What  are  the  top  challenges  it  faces  in  trying  to  achieve  these  objecKves?   Who  are  our  compeKtors?    How  do  we  stack  up  against  them?     What  are  the  primary  things  driving  revenue?   What  factors  most  impact  our  profitability?   What  are  the  biggest  threats  to  our  growth  and  success?   What  are  the  biggest  opportuniKes  for  our    growth  and  success?  
  • 29. Designing  Business-­‐Based  Rewards   Reward  Strategy  Matrix   Strategic  PrioriKes   Reward  Elements  
  • 30. Sample  Reward  Strategy  Review   Reward  Elements   Strategic  Priori:es   Double  Number  of   Grow  Net  Income   Strengthen  “One   Clinics   Group”  Iden:ty   Base  salary   PosiKon  Technician   Salaries  at  75th  %ile   Annual  bonus   Redesign  annual  bonus  plan  to  focus  on  group-­‐ wide  net  income   Other  cash  rewards   Referral  bonuses  for   Reward  standardizaKon   Technician   project    milestones   Performance   Management   Recogni:on   Celebrate  new  clinic   Recognize  “One  Group”   openings   behaviors   Development   TuiKon  benefit  for   Technician  degree   Benefits  
  • 31. Business-­‐Based  Rewards  Are   TransformaKve   How  rewards  work  to  transform  the  business:   1.  Focus:  Call  out  top  prioriKes   2.  Guide:  Guide  employees  to  areas  where  their  effort  can   create  the  most  value   3.  Create  consequences:  Create  consequences,  financial  &   non-­‐financial,  for  success  &  failure   4.  Weaken  silos:  Encourage  teamwork  &  collaboraKon   5.  Strengthen  culture:  Reinforce  culture  and  values     6.  Drive  development:  Direct,  drive  and  reward  the   development  of  skills  and  capabiliKes   7.  Impact  career  choices:  Highlight  career  choices  that  are   aligned  with  strategic  needs  
  • 32. Presenter  Info   Ann  Bares   Managing  Partner   Altura  ConsulKng  Group  LLC   abares@alturaconsulKnggroup.com   Website:  www.alturaconsulKnggroup.com   Blogs:    www.compensaKonforce.com      www.compensaKoncafe.com