A Midwest USA design, manufacturing, and assembly company with annual sales exceeding $200 million, anticipated a downturn and decided to develop a culture that supported a balance of performance and behaviour. The performance element linked the executives' financial needs to those of the company. The behaviour element created a sense of partnership and forged relationships needed for the organisation to perform well under stress. To lead the change it designed a compensation strategy which incl...

BPIR Categories

9.5.4 Develop & manage base & variable compensation

Unlock this article and 10,000+ more

To get the most out of our extensive resources, please login or become a member below.