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Klemm's Quick Guides for Incentives. As Much Art as ScienceFollow a Process not a program7.5% to 15% MinimumIdeally 3 Goals, but 2 to 4 Maybe OKOne Page for IndividualsFix Right Away. Overview of the Session?1 of 1. Incentive TheoryRange of PracticesThe Case Against IncentivesFeasibility Stu
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1. Klemm & Associates Executive Management Series
Building Incentive Plans in Your Company
Andy Klemm
2. Klemm's Quick Guides for Incentives As Much Art as Science
Follow a Process not a program
7.5% to 15% Minimum
Ideally 3 Goals, but 2 to 4 Maybe OK
One Page for Individuals
Fix Right Away
3. Overview of the Session1 of 1 Incentive Theory
Range of Practices
The Case Against Incentives
Feasibility Study Process
Plan Design
Implementation and Monitoring
Team Exercise
Final Thoughts
4. Compensation Objectives1 of 1 Further Strategic Intent
Attract and Retain Qualified Employees
Increase Employee Ownership
Provide Motivation
Reward Individual Performance
Reward Group Performance
5. Theory1 of 15Objectives1 of 3 Compensation & Incentive Objectives1 of 3
Further Strategic Intent
Reinforce Values
Communicate Goals and Objectives
Create Common Understanding of Goals
6. Theory2 of 15Objectives2 of 3 Compensation & Incentive Objectives2 of 3
Attract and Retain Qualified Employees
Increase Employee Ownership
Actualvia Stock
Theoreticalvia Belief in Vision and Goals
Increase Job Satisfaction
7. Theory3 of 15Objectives3 of 3 Compensation & Incentive Objectives3 of 3
Make Performance Standards Clear
Provide Motivation
Get Employees to Produce Results
Modify Behavior
Influence, Encourage, or Spur Action
Reward Performance
8. Theory4 of 15MotivationAbraham Maslow 1954Motivation and Personality Hierarchy of Needs
Basic (Food Clothing, Shelter, Health)
Social (Membership and Friendship)
Ego (Self-Esteem and Recognition)
Self-Actualization (Growth & Service)
9. Theory5 of 15MotivationDouglas McGregor 1960The Human Side of Enterprise Theory X
You're Badthe Only Way I Can Control You is Through Economic Rewards
Theory Y
Capacity for Imagination, Ingenuity, and Creativity is Widely Distributed in the Work Force
Linked With Joseph Scanlon (1940's)
Industrial Relations Department at MIT
10. Theory6 of 15MotivationRensis Likert 1961New Patterns of Management Authoritarian
Paternalistic
Consultative
Participative
Later: Partnership (Along with Bob Doyle)
11. Theory7 of 15Fred Herzberg 1966The Motivation to Work1 of 3 First of Two FactorsMotivating Factors Intrinsic to the Work Being Done
Recognition
Achievement
Advancement
Personal Growth
12. Theory8 of 15Fred Herzberg 1966The Motivation to Work2 of 3 Second of Two FactorsHygiene FactorsDeficiencies in Extrinsic Factors
Company Policies
Working Conditions
Supervision
Salary
Peer Relationships
13. Theory9 of 15Fred Herzberg 1966Motivation to Work3 of 3 Motivating Factors Must Be Designed Into Work
Motivation is Intrinsic to Good Job Design
Basis for Job Enrichment
Expectancy Theory
Comprehensive Model
People Will Be Motivated if the Job Has Enough Variety and Challenge So They Feel a Sense of Accomplishment and Can Reward Themselves When They Perform Well
14. Theory10 of 15Sociotechnical Systems Theory1 of 3 Relationship Between Technical System Required for Task and Social System
Any Production System is a Social System
Managers Must Consider Both Aspects
Theory Does Not Define an Approach to Organization Change
Usually Includes Autonomous Work Groups (Self-Directed Teams)
15. Theory11 of 15Sociotechnical Systems Theory2 of 3 Complex Subset of Requirements Under Self-Directed Teams1 of 2
Joint Committee to Work
Control Variances Close to Event Origin
Feedback to Where Action Occurs
Skill-Based and Competency Pay
Implementing Business Process Reengineering
16. Theory12 of 15Sociotechnical Systems Theory3 of 3 Complex Subset of Requirements Under Self-Directed Teams2 of 2
Team May Have Input to or Control of
Hiring
Training
Work Assignment
Performance Assessment
Promotion
17. Theory13 of 15Sociotechnical Worker Ranking of Reward Factors Higher Than Pay
Having Interesting Work
Their Work Being Appreciated
Keeping Themselves Employable
Being Kept "In on Things"
18. Theory14 of 15Supervisor Rank What Supervisors Think Workers Think
Usually Think Pay is the Highest Ranking
It's NotIts Usually at the Middle of the List
Workers Like Being Kept "In on Things"
Supervisors May Rank This Dead Last
Managers Rank Listening Skills Very Low as a Requirement for Upcoming Managers
But, Weren't Managers Workers Once?
A Case of Forgetfulness and Deafness?
19. Theory15 of 15Summary Over Time the Work Force Has Risen Through Levels as Prosperity Generalizes
Maslow
Likert
Expectations Rise
Motivators Become Satisfiers
Loyalty Falls Away
Anomalies in Generations X, Y, Z
20. Range of Practices1 of 5 Term of Plan
Short-term: 1 Year or Less
Long-Term: 3 to 5 Years
21. Range of Practices2 of 5 The Basic Split is
Individual
Group
22. Range of Practices3 of 5Individual 1 of 2 Arbitrary
MeritYes, Merit
Bonus
MBO
Balanced Scorecard
Key Contributor
Skill-Based
Competency-Based
23. Range of Practices4 of 5Individual2 of 2 Lightening Bolt or Spot Awards
StockMyriad of Variations
Options
Restricted Stock
Equity Simulator
More Later
24. Range of Practices5 of 5Group Profit Sharing
Team Incentive
Scanlon
Rucker
Improshare
Gainsharing
25. The Case Against IncentivesAlfie Kohn1 of 5 Start With Alfie KohnBooks, Articles, Speeches, TV, etc.
Punished by Rewards
The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes
Seminal Article in the Harvard Business Review
Speeches all Over the Country
Appearances on Today Show
26. The Case Against IncentivesAlfie Kohn2 of 5 Theory Bolstered by Lots of Research
Reward Destroys Intrinsic Interest in Work
The Group Without Reward
Stays on Task Longer
Does a Better Job
Is Interested in the Work
27. The Case Against IncentivesAlfie Kohn3 of 5 ...We've Turned American Industry Into a Giant Skinner Box With a Parking Lot
Other Prominent Thinkers Would Agree With Him to a Degree
Deeming
Drucker
McGregor
Doyle
28. The Case Against IncentivesAlfie Kohn4 of 5 Kohn Cites Only One Substantial Real World Example
But, What if He's Right?
For Awhile it Won't Make Any Difference
No One Believes Him
And, Nobody has Heard Much About Him Lately
29. The Case AgainstAlfie Kohn5 of 5 What Do I Do With My Clients?
Since Reading "All About Alfie," I Explain It to Clients
Tell Them My Stance is Neutral
I'm Monitoring Events
I'm Open on the Issue
It's Always Been the Case That Incentives Can be Destructive
30. Feasibility1 of 4 Ability to Measure (or Judge)
Absolutely Critical to make Sure You Can Measure
Frequent Source of Breakdown and Doom of Plans
In Design Phase
Later, When Plan Needs to Be Changed
Can Sour the Whole Effort
31. Feasibility2 of 4 Getting Management on Board
Best if It's Their Idea in the First Place
Even Then, You May Have a Daunting Education Job
Otherwise, Make Really Sure You've Captured Them
Write a Compensation PhilosophyBe Serious
Management in the Loop Throughout
32. Feasibility3 of 4 Work Force Readiness1 of 2
Assessment of the Work Force
IntentHow Will They Respond to Incentives?
Customary Tools to Determine
Individual Interviews
Focus Formal Survey
Follow-up Surveys
Usually Done by an Outsider
If Incentives Have Been Used, the Picture Changes
Assessment Becomes Analysis of What Has Happened
33. Feasibility4 of 4 Work Force Readiness2 of 2
If the Assessment is Bad NewsRemedial Work Has to be Done (or You Have a Kohn site)
Host of factors May Have to be Worked on
Corporate Strategy
Training
Trust BuildingVery common
Changing the People YesFiring and Hiring
34. Plan Design1 of 17General Eligibility
Goal Setting Process
Performance Standards and Measures
Payout Amounts
Payout Frequency
Payout FormCash, Stock, Other
Plan Document
Communications Program
35. Plan Design2 of 17Eligibility1 of 3 CEO for Sure, but How Much Further Down?
Trend Has Been to Push Lower and Lower
Often to the Shop or Office FloorIn the Name of
Pay for Performance
Work Force Involvement
Keeping a Lid on Fixed Base Pay Costs
Gainsharing is an Example of the Ultimate CEO Down to the Janitor System
36. Plan Design3 of 17Eligibility2 of 3 SalesAlmost Without Exception
Information Processing
Some Levels Sometimes
Financial JobsUsually Higher Levels
OperationsCan Go Deeply Here
HRUsually at the Top of the Org Chart
LegalTop of the Org Chart Only
R&DSometimesCan Be Tricky Here
37. Plan Design4 of 17Eligibility3 of 3 Individual Jobs or People Now Considered
What I Often Encourage Organizations to Do
Opt for Ultimate Flexibility and Fluidity
In "The Job is Dead" Context
Individual is Only Way
38. Plan Design5 of 17Complexity1 of 2 Ability to Manage Complexity
Don't Build It If You Can't Manage It
Don't Over Estimate Your Ability to Manage
If You Take Away One Concept Today, Make It This
39. Plan Design6 of 17Complexity2 of 2 Every Organization Has a Set Level for This
Can Be Changed Only With Great Difficulty
Lots of Side Effects
Unintended Consequences
Unanticipated Consequences
Mismatch of Tolerance With Business Strategy
40. Plan Design7 of 17Measures1 of 2 Must Match What Organization is Trying to Do
Simple at Some Levels
Changes in Return in Investment
Complex and Subtle at Others
Matching Competency Plan to Corporate Strategy
Linking Goals at lower Levels to Strategy
Qualitative, Judgmental Goals
41. Plan Design8 of 17Measures2 of 2 List Can Go on Forever
EVA
ROI
CFROI
Rejects
Productivity
The Customer Feels Good
42. Plan Design 9 of 17Payout Levels Threshold
Target
Expected Maximum
Capped or Uncapped?
43. Plan Design 10 of 17Payout Frequency Affected by Design, Intent, and Economics
Annual
Semi-annual
Quarterly
Monthly
Weekly
Tied Back to Complexity Issue Also
44. Plan Design 11 of 17Stock1 of 7 Is Stock on the Table at All?
If Yes, Sleep Through the Next Two Slides
Is Anything That Even Smells Like Stock on the Table?
If Not, The Payout Forms Will Be Limited
45. Plan Design12 of 17Stock2 of 7 Some Non-Stock Alternatives
Equity Simulators
Phantom Stock
Shadow Stock
Performance Units Performance
46. Plan Design13 of 17Stock3 of 7 Only a General Overview of Stock as a Payout Today
Subject Can Be Very Complex
Don't Tread Lightly in This Area
47. Plan Design14 of 17Stock4 of 7 Stock Dilution
Any Stock Payout Dilutes Owners' Interests
Oops, New People May Have a Big Say
Or, May be a Thorn in the Side of Management
48. Plan Design15 of 17Stock5 of 7 Staying Private
Valuation of Stock
Keeping Plan Members Motivated
For Buy Backs of Stock
Controlling Ownership
Exercise Great Care Drawing up Plan
Securities Specialist Lawyer Should Be Used
49. Plan Design16 of 17Stock6 of 7 Going Public
Transition Plan
Keeping People On Board
Making People Rich
At Least Some of Them
50. Plan Design17 of 17Stock7 of 7 FASB
State Securities Laws
Lawyers, Accountants, Consultants, Software
Public Relations
51. Implementation and Monitoring1 of 2 Largest Issue is Communications
Don't Let it Degrade Into a Program
Make it a Learning Effort
Plans Have to be Translated Up and Down the Line
Test What Gets Communicated
Is the Plan Understood as Intended?
Tell Them Up Front the Plan Can and Will Be Changed (Check Your Comp Philosophy!)
52. Implementation and Monitoring2 of 2 Monitor Progress Toward Payouts
If the Plan Looks Off Target, Make a Correction
Don't Let it Get Driven Into a Ditch
There's Tons of Information Out There
Ask for Help
53. Klemm's Quick Guides for IncentivesRepeated As Much Art as Science
Follow a Process not a Program
7.5% to 15% Minimum
Ideally 3 Goals, but 2 to 4 Maybe OK
One Page for Individuals
Fix Right Away
54. Team Exercise
55. Final Thoughts