• New technology training. • Attendance at outside seminars, conferences, virtual education, etc. • Self-development tools and techniques. • On-the-job learning; rotational assignments at a progressively higher level. •  Sabbaticals with the express purpose of acquiring specifi c skills, knowledge, or experience. • Coaching/Mentoring • Leadership training. •  Access to experts/information networks—association memberships, attendance and/or presentation at conferences outside of one’s area of expertise. • Exposure to resident experts. •  Formal or informal mentoring programs; in or outside one’s own  organization. • Advancement Opportunities • Internships. • Apprenticeships with experts. • Overseas assignments. • Internal job postings. • Job advancement/promotion. • Career ladders and pathways. • Succession planning. •  Providing defi ned and respectable “on and off ramps” throughout the career life cycle.

An Integrated Total Rewards Strategy Culture Culture consists of the collective attitudes and behaviors that infl uence how individuals behave. Culture determines how and why a company operates in the way it does. Typically, it comprises a set of often unspoken expectations, behavioral norms, and performance standards to which the organization has become accustomed. Culture change is diffi cult to achieve because it involves changing attitudes and behaviors by altering their fundamental beliefs and values. Organizational culture is subject to internal and external infl uences; thus, culture is depicted as a contextual element of the total rewards model, overlapping within and outside the organization. Source: Schein, E. “Organizational Culture.” American Psychologist 43, no. 2 (February 1990): 109–19. Environment Environment is the total cluster of observable physical, psychological, and behavioral elements in the workplace. It is the tangible manifestation of organizational culture. Environment sets the tone, as everyone who enters the workplace reacts to it, either consciously or unconsciously. Because they are directly observable and often measurable, specifi c elements of the environment can be deliberately manipulated or changed. The external environment in which an organization operates can infl uence the internal environment; thus, environment is depicted as a contextual element of the total rewards model, overlapping within and outside the organization. (continued)


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