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For WorldatWork Members ;Rewarding the Modern Sales Organization , Workspan Magazine article; ;Incentive Goal Setting is Becoming More Flexible , Journal of Total Rewards article; ;Sales Compensation Plan: Organizational Inventory , tool; ;Sales Performance Management , research; ;Sales Compensation Programs and Practices , research; For Everyone ;The Checkup: Diagnosing and Optimizing Your Sales Compensation Program , Workspan Daily article; ;Sales Comp Considerations: Choosing Between Individual, Team Measures , Workspan Daily article; ;Don’t Be a Sales Compensation Benchwarmer: 5 Paths to Pitch In , Workspan Daily article; Given the persistent economic volatility, increasingly cloudy financial targets and continuously evolving employee expectations around transparency, many organizations are re-evaluating how they drive alignment and motivation.

Setting Sights on a More Mature Rewards Function Assessing rewards maturity is only the start of the journey toward competitive differentiation.

Remuneration committees should evolve into people or culture committees so they set a broader, more strategic role in setting executive pay.

Direct Solution Set-Up / Function Purposes and Considerations Example Parallel Pay Increasing pay for business-critical functions by shifting the pay philosophy to a higher-target percentile Identify groups (“blockbusters”) where premium pay positioning philosophies for cash compensation levels are critical.

Set a time frame for submitting the request in advance, such as 90 days prior to the desired start of the new schedule.

;And continuously monitor the intended and potentially unintended consequences after the updates are implemented, Broaden said.; “The point of this is not to create a separate set of benefits for women and a separate benefit set for men, but it’s to narrow that gap and the inequity for both men and women,” she said.

;A construction component supplier started with 11 targets and will reduce this to seven because target-setting at the board level was too demanding.

Fewer than a third of firms structure retention periods to last longer than two years, with the median now set between 13 months and 18 months.

And, of course, organizations also should have a plan for setting interim compensation plans .; By addressing risk mitigation at a more strategic and philosophical level, organizations will be better prepared to find and retain these key contributors while ensuring business continuity in the event of the unexpected.

“The skill set has evolved with the increasing importance of technology and data-driven decision-making