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Source: http://www.charisma.ro/*articleID_823-articles dashboards, metric and indicators. Moreover, the solutions implemented must be user friendly, so that non technical employees may ensure a fast acceptance and adoption of the systems. Tip no. 3 Align rewards and performances Programs that link employee rewards - salary increases, bonuses, long term incentives to performance and individual goals prove to be very effective in achieving real performances. The concept of pay-for-performance (P4P) involves developing an organizational culture that can connect directly employees rewards with their performance. Basically, the challenge is to effectively align employee goals with organizational objectives, automate performance management and link them to complex reward policies throughout the organization. The ideal HR platform shall cover these four main areas - since it facilitates crossfunctional reporting, eliminates technical problems and high costs of integrating and managing disparate systems. Tip no. 4 Get high visibility on global reward plans, but adapt them to the local action plan Most companies lack an integrated overview of the reward practices The use of widespread sheets or obsolete computing systems prevent companies from getting a clear picture of the reward system at global level. Using an integrated planning tool is a viable way for companies who want effective reward systems; however, it is common knowledge that some groups, divisions, regions or geographical areas might still need unique requirements. Adapting to the local action plan, therefore, is subject to the central reward planning systems capacity to support unique workflows (approval) and reward cycles (birthday, anniversary, other), on divisions or geographic areas, but which can easily adapt to existing organizational hierarchies. Tip no. 5 Streamline the reward approval flows Once the reward plans have been configured, the new policies (business rules) are applicable to employees. Managers should review the proposed salary adjustments, to compare them with market standards or market data and salary surveys, to adjust them as needed, and approve the final reward plans. The process described above is relatively simple, but in reality, it can be quite difficult for organizations with complex hierarchies and reporting structures to complete. To sum up, a reward planning system should reflect the organization hierarchy, but be flexible enough to support complex organizational requirements or future changes.