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Taking an approach that puts the onus on employees to ensure pay is fair within the organization is “unlikely to support a strong employee experience,” he added.

Toward mobilizing the strategy, Bondi wrote, “There is no place in these materials for race- or sex-based preferences, diversity hiring targets or preferential treatment based on DEI- or DEIA-related criteria.

In general, an effective philosophy today should integrate four foundational pillars: ;Clear objectives.

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Ultimately, organizations that are reaping steady and profitable returns on their talent investments balance high-visibility perks that attract high-quality talent with strategic retention investments that ensure sellers have the flexibility, skills, motivation, and support to deliver their best performance long-term.

For example, training a query support chatbot will require records of past interactions between sellers and the query support team.

;Set up a Total Rewards staffing and support system that maximizes technology and staffing models (employed and outsourced) to meet Total Rewards objectives.

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For sales organizations that use complex variable-pay programs linked to territories, products and quotas, this directive represents a particularly material change.