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Geographic cultural patterns are real, Chuck, just as you suspect. The laid-back status-conscious LA HQ rolls its eyes at the staid nose to the grindstone focused workaholic indifference to Coastal doings exhibited by the Midwestern Group while the fast-talking hard-driving NYC units frustrate over the dilatory pace of everyone West of the Poconos who fail to recognize the obvious supremacy of Manhattan practices and approaches. Everything is seen through the lens of your experience. Since organizations are comprised of people, that applies to them, too.

All such broad generalities are essentially flawed, of course, when you drill down to the specifics.

Jim's last comment says it all. Employees, as individuals have different motivators, learning styles, perferred means of communication, etc. You can lump individuals into groups together, but the challenge is reaching them at their level.

Training does a good job and recognizes the different learning styles and incorporates that into the program. Benefits tried it in larger organizations where employees could pick and choose their benefits. Are we at a point in compensation that reward/incentives should be flexible on an individual level?

Lisa is on target. Some nations like Italy & India literally require individualized pay through a check-sheet of statuatory entitlements.

Different KSAs warrant different pay. Look around: any really highly-valued extremely-skilled individual already has a personalized total reward and remuneration package. Ranging from NEOs and sci/tech boffins to entertainment stars and super-specialists of any type, they all get the bundle of goodies they personally value most rather than the plain vanilla pre-packaged stock offer.

Now is not the time yet, but that day is fast approaching when the vast majority of vital workers will have individualized compensation programs. Then, maybe even comp pros will be highly paid!

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