Total Compensation Strategy
Total Compensation Strategy
Total Compensation Strategy
Managing Diversity
Nationally and internationally, companies are facing the task of reassessing the balance between their own identity and the force of integration. Centralism often makes access to new markets and regions difficult. Distinctive local autonomies, on the other hand, endanger the overall organization and identity of the company. Connected with this is the question of whether a unified and global compensation policy should exist, and how much room for maneuver local and regional entities and organizations should be given.
In heterogeneous corporate and company structures, in particular, there are no unified compensation strategies and structures. Systematic guidelines exist at most for the top management; in middle management levels, on the other hand, no corporation- or company-wide strategy is adhered to. For these management levels, a number of conflicting compensation strategies have often developed within the grown legal structures.
Human Resource Management
2
Total Compensation Strategy
Think Global, Act Local
The framework of the total compensation strategy: performance, results and market
The development of a total compensation strategy creates and influences a collective culture, offers corporation- and company-wide shared rules and directives, advances the implementation of the business strategy and promotes performance and results orientation.
A total compensation strategy should take into account the following elements and orientation points:
» Fixing a value-based company management » Coupling with the long-term appreciation of the company’s value
» Market orientation for engaging qualified executives and specialists
» Cost consciousness during conception and implementation » Taking local conditions into account
Strategy and Value Management
Commitment and Flexibility
Total Compensation Strategy
Motivation and Performance
Total Compensation Strategy
Managing Diversity
Nationally and internationally, companies are facing the task of reassessing the balance between their own identity and the force of integration. Centralism often makes access to new markets and regions difficult. Distinctive local autonomies, on the other hand, endanger the overall organization and identity of the company. Connected with this is the question of whether a unified and global compensation policy should exist, and how much room for maneuver local and regional entities and organizations should be given.
In heterogeneous corporate and company structures, in particular, there are no unified compensation strategies and structures. Systematic guidelines exist at most for the top management; in middle management levels, on the other hand, no corporation- or company-wide strategy is adhered to. For these management levels, a number of conflicting compensation strategies have often developed within the grown legal structures.
Human Resource Management
2
Total Compensation Strategy
Think Global, Act Local
The framework of the total compensation strategy: performance, results and market
The development of a total compensation strategy creates and influences a collective culture, offers corporation- and company-wide shared rules and directives, advances the implementation of the business strategy and promotes performance and results orientation.
A total compensation strategy should take into account the following elements and orientation points:
» Fixing a value-based company management » Coupling with the long-term appreciation of the company’s value
» Market orientation for engaging qualified executives and specialists
» Cost consciousness during conception and implementation » Taking local conditions into account
Strategy and Value Management
Commitment and Flexibility
Total Compensation Strategy
Motivation and Performance