A winning strategy is only useful if you have people who can execute it and an organizational design that reflects how people truly interact – within and across their functions, and in the white space between the organizational chart boxes and lines.
Creating a steady supply of the right people and putting them in the right roles requires focusing on how you acquire, deploy, develop and reward talent. It’s critical that all of your talent practices are integrated, from recruitment to selection, on-boarding, performance management, development, succession planning and rewards.
Talent management programs must be aligned with the company’s strategy and organization design. Otherwise, you end up with elegantly designed programs that don’t combine effectively to deliver the people the company needs to succeed today and in the future.
Read CFO Magazine's article, An Incentive to Control Incentive Pay, featuring Axiom's Juan Pablo Gonzalez. “CFOs don’t often get involved with human-resources issues, but when it comes to incentive compensation, they should,” says Gonzalez. “At a minimum, the CFO’s team should be involved in running payout calculations and performance curves against various assumptions about the company’s performance. But the greater value is in having the CFO look behind the numbers to assess whether bonuses are really driving the behavior that supports company strategy.”