Abstract
IBM is no longer the straight-laced, top-to-bottom, rules-oriented employer it once was. As Big Blue has stirred to reinvent itself, the cultural changes have been accompanied by changes in compensation strategy so that IBM can attract and retain the best talent, especially scarce hightech talent (the "People in Black"). IBM scrapped its traditional salary grades and its old job evaluation system in favor of a leaner, simplier band structure, introduced pay at risk tied to achieving business objectives, and gave line managers responsibility for managing pay.
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