In a second sense this is an extension of Executive Compensation practices to a wider group of strategically critical employees. This critical, irreplaceable group use to be executives in the old command and control days. Today s right sized, high involvement, participative firms now run on influence and integration not command or control. These key human resources are worth the customized treatment. We are going to draw together these five strands and see if they relate to your firm s situation.
Nothing gets people s attention like personal relevance.
Each will be discussed in turn and the combined impact may be assessed for your firm. True Diversity Standard assumptions about what employees value are not merely out of date, they are dangerous. We all know the high tech IT horror stories, but these are significant labor shortages in professional production and semiskilled or even non-skilled occupational categories. Mergers and acquisitions add to the swirling mix of changing psychological contracts by at once breaking up old loyalties and traditional compensation practices while exposing employees to new and sometimes radically different approaches to pay. With an entire pay history gone with the winds of change it is no wonder that stunned survivors of mergers and acquisitions will never look at pay in the same manner again.