Abstract
Organizations throughout North America are undergoing significant change— reengineering work processes, reevaluating and revising reward systems, and changing corporate culture—all of which are affecting employees at all levels in a multitude of ways.
To provide a case study-based, people-oriented perspective on the issue of work and reward systems redesign, Sibson & Company and Compensation & Benefits Review invited representatives from seven diverse companies to participate in a wide-ranging roundtable discussion. Our objective: to provide participants with an open forum in which to test with colleagues their own hypotheses on and experiences with work and reward systems changes.
Accepting our invitation to participate were: DEBRA BAILEY, Herman Miller, Inc.; CAROL DELACRUZ, AT&T Credit; THOMAS HALLEY, Hoechst Celanese Corporation; DOUG MACDONALD, Volkswagen Canada; PETER MILLER, Aris tokraft, Inc.; ROBERT STERN, The Scotts Company; and CATHY UNRUH, Levi Strauss & Company. Also participating were PETER LEBLANC, national director of the work and reward systems redesign practice at Sibson & Company, and LINDA BENNETT, managing editor of
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