Could Performance Based Compensation Be Your Next Growth Engine?
Posted On April 29, 2014
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0 Every company says that its people make the difference. But what company admits to having “bad people”? The key is developing strategies to motivate associates to excel for the customer. Now comes survey results in April 22nd’s USAToday entitled “Survey: Pay to rise with a whimper, not a bang” that essentially says that “your difference” (people) are not going to be well compensated over the next 3 years! So, how can you motivate a staff to excel when they can barely maintain their standard of living?
The survey states:
- 80% of businesses expect wage growth, adjusted for inflation, to remain subdued in the next 3 years, rising between 0-3% (which is reportedly an improvement from 2011-2013 when wages shrank 0.7% after inflation.
- 40% of respondents said payrolls will grow in the next 6 months
- 75% of companies predict economy will grow 2-3% in next 12 months
So, given that …
- Wages for existing employees essentially remain flat. A cost of living adjustment is very low and realistically doesn’t cover increases in everyday living (i.e. utility cost increases, food (especially for fresh produce, meat, chicken, etc), health insurance, car insurance, education … get my drift).
- New employees frequently get hired in at a higher rate than existing employees due to experience, the issue of supply & demand for new talent in key roles or the competitive market.
- Competitors offering significant packages to “steal” staff, especially key roles and salespeople (we’ve heard of some sales packages that are guaranteeing $150-200K, albeit, the fine print is a 1 year guarantee.)
and that distributor gross margins continue to be compressed, the question becomes “how to motivate your staff, retain them and get your them more productive to increase throughput?”
Perhaps the answer is to develop compensation strategies that are more performance-oriented strategies. I’m not talking about commission-oriented roles.
Some thoughts:
- Yes, sales roles typically have some portion of the compensation package performance based … but are you compensating for the key criteria that achieve your goals or solely for account retention? Is there an opportunity for activity-based performance objectives?
- For non-sales roles, what are the key performance criteria (typically 3-5) that drive results or actions for customers. Once you identify them you can determine the appropriate actions to measure and then incent. Every role has measurable activities.
And your staff will appreciate the opportunity to explicitly understand what drives results … and share in the progress of the company through rewards that enable them to achieve their personal goals. From your perspective, the enhanced performance could allow for a better bottom line, improved productivity, new initiatives to be completed, increased sales, more satisfied customers and a “better” workplace.
This begs the question, “Is your company a performance-based company that rewards results and has accountability built into its culture? Do you reward all for results? Could this become an element of your growth engine?”
What is your thoughts on compensation strategies? Will COLA work to retain your staff?
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