When you define desired performance and potential pay opportunities, is your approach counter-productive? Narrowly defining performance and pay opportunities may limit motivation or at worst affect ethics. Is your definition of performance short-sighted or measurable in the long-term? Should your talent establish part of all of their own pay based on performance they are committed to achieve? If people understand and believe they can be successful in a pay program then they are likely to be more productive and engaged in the success of the organization. This webcast will address approaches that rock traditional compensation notions to achieve talent-driven (pay and) performance.