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P&G's Balanced Scorecard For Long-Term Options

P&G was considering long-term options and evaluating them using a balanced scorecard across business strategy, talent implications, financial costs, shareholder views, and alignment with values and principles. Key questions focused on supporting business strategy, maintaining culture and talent mobility, financial costs versus current programs, shareholder guidelines, impact on employee value and collaboration across regions, and consistency with compensation strategy and principles of fair pay globally.

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Barbara Doll
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379 views1 page

P&G's Balanced Scorecard For Long-Term Options

P&G was considering long-term options and evaluating them using a balanced scorecard across business strategy, talent implications, financial costs, shareholder views, and alignment with values and principles. Key questions focused on supporting business strategy, maintaining culture and talent mobility, financial costs versus current programs, shareholder guidelines, impact on employee value and collaboration across regions, and consistency with compensation strategy and principles of fair pay globally.

Uploaded by

Barbara Doll
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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P&Gs Balanced Scorecard for Long-Term Options

Consideration Business and Organizational strategy Key concerns and questions Does the solution support our business strategy? Does the solution hinder the companys ability to manage the business globally? Are we restricting our ability to maintain our build from within culture? Are we compromising our goal to be an employer of choice? What are the financial and economic costs in comparison to our current program? How are changes likely to be viewed by shareholders? Do they align with investors guidelines? What is the impact of the changes on the employee value proposition for different employee groups across geographies? How exposed is the business to the loss of key talent, especially in key geographies? Will the change impair employee mobility across locations? Might any changes affect collaboration across business units and geographies? Are the changes consistent with the companys values and principles? Are the changes consistent with the guiding principle of paying competitively and fairly across all global locations? Do the changes support and reinforce those principles that are the foundation of the compensation strategy?

Final impact

Talent implications

Values and principles

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