In this white paper, organizations can use even static salary budgets to drive greater shareholder value and employee satisfaction.

If organizations can't make large, across-the-board salary increases, how can they continue to compete for -- and keep -- the strategic talent critical for meeting both short- and long-term business objectives? The answer lies in finding a new way to carve up a basically static budget so that top performers can continue experience competitive salary growth. In other words, pay-for-performance.

A flawed pay-for-performance program will only amplify the negative environment created as employees perceive that job security and opportunities are diminishing. On the other hand, a strong program can minimize external economic trends by keeping the organization's sites clearly focused on driving customer satisfaction, competitive advantage and shareholder value.