Talent and Reward Management Report: Analysis of Atos's Strategy

This report provides an analysis of talent and reward management strategies, with a focus on strategic alignment, employee engagement, and organizational performance. The report begins with an introduction that highlights the importance of aligning organizational goals with employ...Read More

Running head: TALENT AND REWARD MANAGEMENT
TALENT AND REWARD MANAGEMENT
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Introduction
The primary objective of any business organization is to strategize and direct its
operations and functions in a manner so as to successfully achieve the organizational goals
and targets. There are several key elements which aid in the achievement of these goals,
including the formulation of strategic plans, efficient structuring, obtaining of information
required to carry out the business operations and integrating the interests of the employees
and other internal stakeholders. In this regard, rewards and recognition play an important role
in ensuring optimization of organizational efficiency (Ghosh et al. 2016).
Discussion
1. Key Elements of Strategic Alignment
The scope of strategic alignment involves the prioritization of the strategic elements of
the business operations of an organization (Kaplan 2007). The key elements of strategic
alignment involve the direction and purpose, delegation and structure, information and
control and a structure of rewards and recognition (Shields et al. 2015).
An evaluation of the case study shows that Atos has observed the four key elements of
strategic alignment mentioned above in order to meet their strategic objective of conducting
successful business operations through an improvement in the engagement and performance
of the employees. This has been ensured through the adoption of a rewards and recognition
structure that is aligned with the values and culture of the organization, inclusive of
employees from all the areas of the operation of the organization in the UK and Ireland.
2. Alignment of Strategy with Structure and Culture
Atos has incorporated the strategy of improving their system of rewards and
recognition so as to maximize employee engagement ad involvement. Such a strategy is

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essential so as to build a positive relationship of the organization with its employees, thereby
enhance their trust and loyalty towards the organization (Malik, Butt and Choi 2015). The
structure of the company is hierarchical in nature, with an organizational culture that
propagates the value of diversity and inclusion.
The strategy of an improving the rewards and recognition system of the company has
been aligned with the organizational structure and culture as it ensures the involvement and
participation of all the employees of the organization operating in the different units across
the UK and Ireland.
3. Limitations and Recommendations
The rewards and recognition system adopted by the organization has certain
limitations pertaining to the scope of managing the responses of the employees in the peer
recognition structure. Furthermore, the incentives provided by the company to high
performing employees also require additional investments.
In order to overcome the challenge of managing employee responses, the company
may create a separate department in the Human Resource Management System. Furthermore,
the challenge regarding additional investments for employee recognition can be managed by
stressing on the increase of productivity so that the organization may be able to achieve
adequate returns on the investments made.
Conclusion
From the analysis of the case study, it can be observed that the strategy adopted by the
organization is efficient in terms of employee satisfaction. However, the challenges involving
the strategy can be overcome by following the recommendations suggested.

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References
Ghosh, P., Rai, A., Chauhan, R., Baranwal, G. and Srivastava, D., 2016. Rewards and
recognition to engage private bank employees. Management Research Review.
Kaplan, S.L., 2007. Business strategy, people strategy and total rewards. Benefits &
Compensation Digest, 44(9), pp.12-19.
Malik, M.A.R., Butt, A.N. and Choi, J.N., 2015. Rewards and employee creative
performance: Moderating effects of creative self‐efficacy, reward importance, and locus of
control. Journal of Organizational Behavior, 36(1), pp.59-74.
Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P.,
Johns, R., O'Leary, P., Plimmer, G. and Robinson, J., 2015. Managing employee performance
& reward: Concepts, practices, strategies. Cambridge University Press.