Amy Sung

Most organizations focus on how much to pay people. However, there are more provocative questions that reframe compensation as a lever for building adaptability, innovation and performance: What exactly are we rewarding for? How does it relate to where we need to go? How should it best apply to skills? A compelling response to each of these questions is found in skill-informed pay. Think of paying for skills as a rebalancing act.

This article series focuses on careers in motion: the opportunities, advances and results that an organization can expect when taking a new approach. The straightforward, vertical career ladders that employees once climbed now look far more like multi-directional dome shaped jungle gyms from our days on the playground. They provide horizontal and vertical opportunities for employees to explore on many different planes. Careers are dynamic and in motion, no longer providing linear or static paths.

Environmental, social and governance (ESG) issues are an increasing priority for policymakers, boards and executives. Employees are important advocates and enablers of ESG strategies. Here's a model to measure human capital and align it with ESG priorities to meet goals and promote employee wellbeing. The geopolitical challenges amplified by the COVID-19 pandemic have made environmental, social and governance (ESG) issues even higher priorities for policymakers, boards and executives.